候选人入职后，客户又开了几个平行职位，我没有马上做，而是找候选人交叉验证Market Readiness.
Hi {candidate name}，
Just a quick follow-up on your new journey with XXX Group Middle East. It's been about a month since you joined, and I hope everything has been going well.
We're currently expecting the placement fee, while the company is also looking to expand the team with more parallel Business Development Manager roles. Before moving forward, we'd really like to understand how things have been from your perspective.
Would you be free for a brief chat today or sometime over the weekend? We'd love to hear about:
- How your work has been progressing
- The biggest challenges you've encountered
- Your stress level and workload
- Your thoughts on the team and company culture
- And, from a business sustainability perspective, whether the Saudi operation is already generating sufficient genuine revenue to support further expansion and additional Business Development Managers.
Your feedback will help us better understand the business and ensure we're supporting the right long-term hiring plans.
Looking forward to catching up!
AI说，你的这些问题本身没有错，只是最好在接单之前问客户，而不是向已入职的候选人验证。
候选人的反馈可以作为交叉验证，但不应成为判断客户公司是否适合继续招聘的主要依据。
我笑了，如果AI这样想，就太低估了把执行风险外包的 recruitment subcontracting模式：
我列的问题包括：
- 工作进展如何？
- 最大挑战是什么？
- 压力大不大？
- 团队和文化怎么样？
- 沙特子公司公司是否已经有真实收入支撑继续招聘更多BDM？
最后一个问题尤其明显，它实际上是在验证：
- 这个岗位是不是提前招了？
- 公司是否已经进入可持续扩张阶段？
- 还有没有继续招人的商业基础？
这意味着我在补做 Market Readiness Due Diligence。
从候选人角度，他可能会读出的信息：不只问他的onboarding问题，尤其最后一句，还有公司经营状况的问题。
这是绝大部分Contingency Recruitment的问题：
把猎头当 CV supplier（CV source）给 JD，给预算，要简历，招聘原因笼统，不解释商业背景，经营状况，最后没招成也是猎头承担机会成本。
而另一种，把猎头当 Recruiting Partner，会分享为什么开这个岗位，产品到了哪个阶段，为什么今年扩张，为什么去年失败，为什么需要这个人，允许猎头一起定义画像，猎头几乎参与商业讨论，招聘只是战略执行的一部分。
我反感的，只是第一种。尤其在执行风险外包的 recruitment subcontracting模式，客户的owner禁止交付端对接客户，自己又不做好market Readiness due diligence. 导致:
Contingency recruitment often transfers commercial uncertainty from the client to the recruiter, while withholding the information needed to assess that uncertainty.
也就是：后付费招聘，把商业风险转嫁给猎头，却没有把评估商业风险所需的信息一起开放。
我没有兴趣再参与那个客户的更多招聘，没有客户ownership只是一方面，中间人传递的不是信任，而是guesswork。
反过来，有些初创公司虽然 market readiness 还不完全成熟，但 founder 全程与我共创、信息透明、愿意一起调整策略，这种合作反而可能成功 。
哪些客户关系值得投入，原则很简单： I don't mind uncertainty. I mind information asymmetry without client ownership.
无国界人才官
Building Cross-Border Workforce Pathways for People Seeking Better Lives
