客户公司第一次用猎头，觉得猎头公司“暴利”是有一定道理的：来了一个人，谈了两个多小时，推荐了一个人，安排了一个面试，居然要收费近15万！在非常重视节省成本的民营制造业老板看来，猎头服务除了花了点时间聊了个天之外，几乎没有什么成本，而利润却堪比贩毒。经过很多周折，总算让客户接受了猎头顾问的道理：“聊天不一定值钱，但有能力找到合适的人，用合适的方法聊天才值钱”！服务费最后勉强如数收回，但因此事而激发的关于猎头的“暴利与成本”的思考却从未停止……

　　The client's company used headhunting for the first time and felt that the headhunting company's "huge profits" were reasonable: a person came, talked for more than two hours, recommended a person, arranged an interview, and surprisingly charged nearly 150000 yuan! In the eyes of private manufacturing bosses who attach great importance to cost saving, headhunting services have almost no cost except for spending some time chatting, while profits are comparable to drug trafficking. After many twists and turns, the client finally accepted the headhunting consultant's advice: "Chatting may not be valuable, but having the ability to find the right person and chat in the right way is valuable! The service fee was barely recovered in the end, but the thinking about the "huge profits and costs" of headhunting sparked by this incident never stopped

　　暴利背后的“积累”成本

　　The "accumulation" cost behind the huge profits

　　在某个具体的成功客户委托上，猎头顾问的工作通常表现为：找了个人，聊了个天，做个推荐，跟进一下……然后收费几万，十几万，几十万，甚至上百万；如果把猎头的成本聚焦在实际推荐成功的候选人身上，自然会形成猎头“暴利”的错觉。这样的错觉源自于忽略了猎头的积累成本：花大量的时间接触，了解数量庞大的潜在候选人，跟他们建立联系并维护关系，研究了解行业的相关动态。只有建立在这些积累的基础上，猎头才能持续推荐出成功的候选人，而积累是要花费巨大成本的，当我们把这些积累成本摊入每个成功的委托之后，猎头“暴利”的错觉自然会消失。

　　On a specific successful client commission, the job of a headhunting consultant usually involves finding someone, chatting for a day, making a recommendation, following up... and then charging tens of thousands, tens of thousands, hundreds of thousands, or even millions; If the cost of headhunting is focused on the actual successful candidates recommended, it will naturally create the illusion of headhunting's "huge profits". This illusion stems from neglecting the accumulation cost of headhunting: spending a lot of time in contact, understanding a large number of potential candidates, establishing connections and maintaining relationships with them, and researching and understanding relevant industry trends. Only by building on these accumulated foundations can headhunters continue to recommend successful candidates, and accumulation comes at a huge cost. When we spread these accumulated costs across every successful commission, the illusion of headhunters' "huge profits" will naturally disappear.

　　必要的“浪费”成本

　　Necessary 'waste' costs

　　由于供需关系博弈格局的变化，在猎头服务中，按过程收费的预付费业务的比例越来越少，有结果才付费的后付费比例越来越高。这样的变化，表面上看猎头顾问获取客户委托的成本大幅降低，但综合成本却会大幅上升，因为关单率（=成功的单子÷总单量）会大幅下降。尽管顾问的能力高低、客户关系的深浅等会导致各间公司的关单率差异很大，但在后付费模式下，客户可以接近零成本地使用猎头服务，会从总体上导致关单率整体下降极大。对于大部分顾问而言，每月有十个单子做不难，保持每月成一个以上的单子却不容易。在关单率较低的背景下，大部分客户的单子是在“害”你，每一个新的单子，以此单成败的视角，大概率地是在浪费你的时间精力，增加你的机会成本；但浪费又是必要的，你不尝试，就没有成单的机会。那些浪费的机会成本，最后也只能通过成功单子的服务费来分摊，这样计算，做猎头的成本其实不低的。

　　Due to changes in the game pattern of supply and demand, the proportion of prepaid services that are charged according to the process is decreasing in headhunting services, while the proportion of postpaid services that are paid only after the results are increasing. This change may appear to significantly reduce the cost of headhunting consultants obtaining client commissions on the surface, but the overall cost will increase significantly because the closure rate (=successful orders ÷ total order volume) will decrease significantly. Although the ability of consultants and the depth of client relationships can lead to significant differences in the closing rate between companies, in the postpaid model, clients can use headhunting services at almost zero cost, which will result in a significant overall decrease in the closing rate. For most consultants, having ten orders per month is not difficult, but maintaining more than one order per month is not easy. In the context of low closure rates, most customers' orders are "harming" you. From the perspective of success or failure of each new order, it is highly likely to waste your time and energy, and increase your opportunity cost; But waste is also necessary, if you don't try, there will be no chance of success. The wasted opportunity costs can only be shared through the service fees of successful orders, so the cost of being a headhunter is actually not low.

　　赢者通吃的“陪跑”成本

　　The winner takes all "running" cost

　　有结果才付费的做法，有利于客户一单多放，在多间猎头公司的竞争中获益；同一个单子，极端的情况下，客户有可能放给10间以上的猎头公司，有15个以上的猎头顾问同时在做。成功之前，客户大体上是不用承担成本的。但15个顾问工作，是要有工资、社保、福利等人工成本以及房租、水、电、通讯等营运成本的，博弈的结果，是猎头供应商先承担了成本的风险而已。15个顾问可能推荐上100个人选（据说有些大厂，猎头推荐100人，只聘用1人的情况时有发生），15个顾问，100个候选人中，最终只有1个顾问的1个候选人成单。服务费赢家通吃，服务费减去赢家的成本，剩余应该较多；但服务费减去15人的总成本，是否还有盈余就不一定了。如果把猎头公司之间由于竞争而发生的彼此“陪跑”成本整体考虑， 猎头业务被误解为“暴利”，实在是冤屈。

　　The practice of paying only after receiving results is beneficial for clients to place multiple orders and benefit from competition among multiple headhunting companies; In extreme cases, the same order may be assigned to more than 10 headhunting companies with 15 or more headhunting consultants working simultaneously. Before success, customers generally do not have to bear the cost. But for 15 consultant jobs, there are labor costs such as wages, social security, and benefits, as well as operating costs such as rent, water, electricity, and communication. The result of the game is that the headhunting supplier bears the cost risk first. 15 consultants may recommend up to 100 candidates (it is said that in some large companies, headhunters recommend 100 candidates but only hire 1). Among 15 consultants and 100 candidates, only 1 candidate from 1 consultant ultimately becomes a candidate. The winner takes all in the service fee. Subtracting the cost of the winner from the service fee should result in a larger surplus; But whether there is still a surplus after deducting the total cost of 15 people from the service fee is uncertain. If we consider the overall cost of "accompanying each other" among headhunting companies due to competition, it is unfair to misunderstand headhunting business as "huge profits".

　　“高” 收益与猎头顾问的长期职业发展的“机会”成本

　　The 'opportunity' cost of long-term career development between high returns and headhunting consultants

　　约20年前，我在英国读过一篇法国人写的关于猎头顾问的收入调研。调研发现：两个综合素质相当的人，总体来说，在猎头公司工作的那位收入会更高。为何如此？调研的基本结论是：猎头顾问的高收入才能对冲猎头职业的机会成本；因为，10年后，单纯的猎头经验很难支持一个人较快的转型到企业的中高层管理职位，相对而言，有企业中高层管理经验的人转型来做猎头的难度就低很多。虽然，这是20年前法国人的调研，对当下的中国猎头市场也有一定的适用性：在按结果（而非资历）取酬的猎头业务上，职场经验很少但综合素质高的有拼劲的年轻人，收入极大概率会比去企业要高。但这样的高，一定程度上也是以将来的“职业适应性缩窄”为机会成本达成的。如果再把这一层职业机会成本考虑进去，猎头业务有可能只是微利行业了。

　　About 20 years ago, I read a survey on the income of headhunting consultants written by the French in the UK. Research has found that for two individuals with comparable overall qualities, the one working in a headhunting company generally has a higher income. Why is that so? The basic conclusion of the research is that high income from headhunting consultants can offset the opportunity cost of the headhunting profession; Because in 10 years, simple headhunting experience will be difficult to support a person's rapid transition to a mid to senior management position in a company. Relatively speaking, the difficulty of someone with mid to senior management experience in a company transitioning to become a headhunter will be much lower. Although this is a French survey 20 years ago, it also has certain applicability to the current Chinese headhunting market: in the headhunting business that is paid by results (rather than seniority), young people with little experience in the workplace but high comprehensive quality who are hardworking will have a greater probability of income than those who go to enterprises. But such a high level is also achieved to some extent through the opportunity cost of future 'narrowing of career adaptability'. If we take into account the opportunity cost of this level of career, the headhunting business may only be a low profit industry.

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