Bangkok Post Gary Woollacott Column.

Byline: Gary Woollacott

Oct. 3--How would you define the role of a headhunter? Ideally, it is to take the client's instructions and turn them into a series of interviews with superbly qualified and competent candidates, all of whom are interested in and perfect for the job. After the interviews, the client is hard-pressed to choose a candidate from among the embarrassment of riches. Finally he picks one, makes a generous offer that pleases everyone and they all work together happily ever after.

If only it were that easy.

The above scenario rarely happens as there is a lot of competition for the highest quality human resources in Thailand, as there is everywhere. Too few truly qualified candidates are being sought by an ever-growing number of companies seeking a competitive edge.

Employers recognise that in difficult times the merely average staff member will not be able to perform to the standard required. When times are good, any fool can get a well-paid job -- and they usually do. It takes harder times to show who are the really best people.

Clients sometimes begin the executive search process with overly optimistic expectations. "We are a major international company -- why wouldn't everyone want to work for us?" Well, if the company has a poor record with its current employees, or a history of investing in Thailand and then pulling out when things get bad, people will know this and choose to avoid it.

Large companies that are known to treat their staff with disdain find it more difficult to attract talent -- word gets around. Companies known for having good operations and a positive working environment will find attracting qualified candidates easier. In addition, there are externalities such as the market perceptions of a dynamic company committed to strengthening its human resources inputs.