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Employee Relocation and Policies That Govern Headhunting
from:Even in the cut-throat world of multi-national and corporate business, there are some common sense rules about employee relocation and policies that pertain to the act of seeking, finding and convincing new employees to consider the sometimes very lucrative contacts and signing bonuses for new hires.
Head-hunting is the somewhat derogatory term that describes the practice of a corporation actively seeking talented executive and technical employees, no matter where they might currently be employed. Since this often means they are contacting people who are already employed, often by a competitor, it is a practice that many who already have a stable of quality employees fear.
Of course, it is perfectly legal and mostly ethical to make an offer to anyone. And whether they're located in the next city or across the world, part of any offer must comply with the company's established employee relocation policies. This may give a headhunter some room to maneuver, but when it comes to employee relocation, policies designed to limit the commitment of a business to prospective employees are absolutely necessary given the massive potential for abuse that can arise from such arrangements.
The climate of headhunting perhaps reached its zenith in the mid- to late 1990s when business was booming worldwide, the US was still considered by most to be one of the most desirable places to live and work, globalization was becoming the norm (rather than the exception) and the first major wave of offshore talent was moving to California to work in the positively exploding tech scene. Other industries followed, and just about everywhere saw a major increase in employee relocation. Policies that limited the liability of companies who were becoming engaged in real estate deals that were looking a bit shadier all the time were cropping up.
Since that time, things have calmed down a bit, visa restrictions have been implemented in the name of security and downsizing has become the order of the day. It has now become an employer's market and there are fewer perks available for headhunters to offer potential employees. When it comes to employee relocation, policies that limit relocation benefits have become very highly scrutinized. It is unlikely, for instance, than many companies will offer to buy a home that isn't selling, though they may offer to make up the price if the prospective employee is about to take a loss on the transaction.
Generally, the lower profit expectations and higher employee efficiencies that are now expected of most employees have partially tied the hands of most headhunters, though most companies realize they still need to be competitive (or at least fair) with the employee relocation policies if they expect a solid workforce.
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