This sudden "young worship" has advanced the "middle-aged crisis" of many people in the workplace to 35 years old. For them, this insurmountable "physiological threshold" means that when submitting resumes, they will encounter "age does not meet the requirements", and if they are unlucky, they may even be fired by the company.
Of course, for those who are truly self-disciplined, 35 years old will certainly not be so miserable and will not be troubled by public opinion-but it must be admitted that when you reach 35 years old, it does mean that people around you no longer regard your impulses as blood, forgive your ignorance with an inclusive attitude, and rarely regard your failure as the mother of success.
At the same time, 35 years old means that you must think carefully about any future career transformation. At this age, the cost of trial and error is much higher than that of young people-many times, you are not even allowed to make big mistakes.
There are some friends around me who are about 35 years old: at work, they have reached a certain level (such as media editor or public relations director), with an annual salary of about 300 thousand, experience, ability and connections, but the space for promotion and salary increase has been limited, and the professional ceiling is within reach; In life, they all have mortgages, elderly people and children. As they grow older, their responsibilities gradually increase, which goes hand in hand-the workplace identity and family identity are mixed together, which brings them an immediate dilemma: they are half eager and half anxious, uneasy about their work status, and eager to change jobs, but they become cautious and in a dilemma because of the responsibilities behind their age.
This reminds me that some headhunters often sigh in the circle of friends: the real constraint of 35-year-old professionals is not the ability itself, but the urgency of career planning is much higher than that of young people. This sigh seems to have formed a kind of consciousness in the whole recruitment market. Last weekend, I went to a headhunter meeting held by hunters. In the morning, they specially set up a "35-year-old high-end talent special session". A group of top headhunters provide on-site career consultation for 35-year-old professionals and introduce positions according to their personal experience and advantages.
I listened to the conversation between headhunters and people in the workplace for about two hours. The deepest feeling is that youth is wonderful, but as long as you are really skilled and know how to improve your position in the workplace, 35 years old is far from being a hero, let alone the so-called "life and death line" in the workplace.
From 60 to 90 points.
I have heard a saying before: If the perfect score in the workplace is set to 100, it is similar to the evolution of a person's ability in other fields (such as learning chess). It is easy to score from 0 to 60, and people with normal intelligence can do it with hard work; From 60 to 90, you need to constantly improve your courage and help from external forces; From 90 to 100, you need ability, experience, contacts and, most importantly, luck. Meeting at the right time is rarely achieved-so most people in the workplace have a midlife crisis when they climb from 60 to 90, and improving their professional status is the most effective way to solve the crisis, which requires the assistance of external forces.
In the past few years, although I have had many contacts with headhunters, there are not many opportunities for offline communication, and a significant cognitive improvement given by this headhunter meeting is that people in the workplace can really enhance their workplace value through the guidance of headhunters or career consultants; On the basis of fully understanding the position and carefully analyzing your own competitiveness, you can almost complete a job-hopping without any worries.
1992, the first headhunting company in China set up a branch. Twenty-six years later, there are more and more headhunting companies in China, but due to some hidden competition barriers, there are few high-density headhunting companies. The meeting I attended was probably the largest headhunter face-to-face activity in history, CGL Consulting, Hayes, Chi Jia International, BRECUIT, FMC, REForce and BRECUIT. At the event site, a headhunter told me that the first-line headhunting agency is actually a relatively low-key closed circle with strong exclusivity. If they were not engaged in matchmaking, it would be difficult for them to get together.
These high-end headhunters appear together because high-end talents here also appear together. It is reported that the number of applicants for this headhunting meeting in Beijing is about 6,000 (Shenzhen and Hangzhou will be opened in April 14 except overseas), of which 80% are managers and directors. In contrast, the positions opened by on-site headhunters are also at the executive level. I glanced at it, and my annual salary was about 5-2 million.
In the crowd, I overheard a conversation between a job seeker and a headhunter. In 20 minutes, the job seeker introduced his past work background and future career expectations to the headhunter. According to his resume, the headhunter contacted him for the position of director of a well-known Internet company, and the two sides initially reached a job search intention.
After listening to their conversation, I suddenly have a feeling that just as people usually think that everyone should have a doctor friend, it is necessary for professionals to reserve more headhunting friends.
You know, an excellent headhunter, in addition to keeping abreast of the latest industry information, often analyzes problems from the grand perspective of the whole industry and even the industrial chain, and chats with them more on weekdays-even if it is only online, it will broaden his horizons and cultivate a sense of the overall situation. Secondly, headhunting can not only give you job opportunities, but also help you complete better career planning from a professional perspective, and help you adjust your direction when there is a deviation or bottleneck in your career path-just like your doctor friend can not only help you when you are sick, but also give you advice on your daily life. Finally, from a relatively utilitarian point of view, headhunters have a huge network of contacts, and I don't know when he can help you.
Of course, having a headhunter or HR has another micro-level benefit: it makes your resume stand out. It is worth mentioning that a service called "resume consultant" was also launched at the headhunting meeting held in Beijing: the resume consultant on site can customize, rectify and optimize the resume for job seekers free of charge according to their work experience and expertise.
In addition, it is worth mentioning that a service called "resume consultant" was also launched at the headhunting meeting in Beijing: the resume consultant on the spot can customize, rectify and optimize the resume for job seekers free of charge according to their work experience and expertise.
This was originally a paid product released not long ago: after placing an order with one click on the recruitment platform, big data will automatically match the right consultant according to the user's region, industry, working years, expected position and other information. Most of them are HR or senior headhunters from well-known enterprises, which can help job seekers better sort out their professional information and work experience, explore highlights, and "customize" a better resume from the perspective of recruiters. So as to stand out from a bunch of standardized resumes-you know, the HR of large enterprises is quite similar to the composition teacher of the college entrance examination, and each resume is browsed for about 3-6 seconds. In these few short seconds, what you are trying to present is often the opposite of what TA wants to see.
It can be seen that this product has cut the pain points of many job seekers. At the headhunting meeting held by Hunting, I chatted with a job seeker who had waited in line for experience. He told me in an extremely frank tone: once a person is old and stays in the comfort zone for a long time, it becomes quite embarrassing to write a resume because he doesn't know how to "do what he likes".
So now almost all paid products for workplace content will tell you that making resumes is a technical job, but from the perspective of efficiency, it is better to pay directly for making resumes than to use these paid products to alleviate workplace anxiety.
Ecological co-evolution
It is not difficult to find that the initial intention of this 35-year high-end talent show is to help them cope with the middle-aged crisis in the workplace, and at the same time build a platform for face-to-face communication and understanding for job seekers, headhunters and enterprises-and the role positioning of this ecological platform is precisely the unique strategic model of hunting and hiring.
In fact, unlike most B-side and C-side bilateral recruitment platforms, the biggest innovation in business logic is to build a B (enterprise) -H (headhunter) -C (job seeker) ecological platform. To put it simply, hunting has stimulated the growth of middle and high-end individual users by introducing professional headhunters, entrusted headhunters to recruit, and at the same time improved the satisfaction of enterprises to job seekers, which in turn stimulated the growth of enterprise users, and finally formed a multilateral recruitment market: at present, hunting has accumulated more than 500 million and 300,000 users in enterprises, headhunters and individuals respectively, and all participants entrenched in this ecosystem can "co-evolve" in some similar biological world.
The construction of recruitment ecology by hunting is reflected in empowering job seekers, headhunters and enterprises to innovate their products at the same time.
Spreading timeline: In 20 15 years, O2O products were launched "with quick interview", realizing a new trading mode of opening closed-loop transactions and paying according to results; One year later, the products of "quick entry" and "quick headhunting" were launched one after another, which greatly improved the recruitment experience and efficiency of job seekers, headhunters and enterprises. According to media reports, about 85-90% of the candidates can enter the communication link and 60-70% of the candidates can enter the interview link after adopting the "quick series" products on the recruitment platform.
In 20 17, thanks to the data advantages accumulated in enterprise, headhunter and individual, based on the application of big data and artificial intelligence, Hunter released three products: resume lens, work intelligence evaluation and Bole robot: resume lens can complete more microscopic and accurate analysis and evaluation of professionals; Job intelligence assessment can accurately analyze the difficulty of job recruitment and help HR and headhunters design recruitment strategies more scientifically. Bole robot can quickly realize the matching between people and posts based on the demand and supply pain points of posts.
In order to further improve the recruitment ecology, Hunting recently launched two products: resume consultant and workplace credit: the former, as mentioned above, is a sharp weapon for job seekers to compete with other competitors; The latter comprehensively analyzes the identity authentication, social contacts, resume quality, behavior preferences and credit records of job seekers through data analysis, and finally obtains the workplace credit score to provide accurate credit basis for enterprises.
In short, it is not difficult to find that relying on innovative business models and high-tech products developed by using big data and AI technology, today's recruitment has long been separated from a simple "recruitment website" and more like a "technology-driven human resources service company".
Dai Kebin, the founder of Hunting, once gave a precise definition of today's talent supply chain: "This is an era of standardized products connecting with personalized services. The business logic behind the innovation strategy of hunting is to connect more personalized services through online standardized products, so that every enterprise can obtain standard personalized services to meet its recruitment needs and human resources development needs. "
In a sense, the success of the recruitment business model also proves that building ecology in different vertical fields may be the biggest opportunity for the birth of the next batch of Internet giants. It's not hard to understand. In the eyes of many scholars, in this era of continuous division of labor, the interdependence of different roles in the same industrial chain is getting higher and higher. At this time, the most ambitious enterprise in any field should actually play a "central" role, weave a self-centered value network, and then try to embed the interests of other industrial roles into this network-the more people and resources this network is attached to, the more likely it is to get the greatest benefits.
No matter in which industry, whoever knows this best will be closer to success.
In this game of survival in the workplace, people in the workplace should gradually learn to compile a value network of their own skills, connections and abilities, and seize the opportunity in the upcoming "headhunting meeting" in Shenzhen and Hangzhou on April 14 to strive for the greatest benefits for themselves.