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很多公司都招不到适合的员工,都是因为犯了这四个错误

William Vanderbloemen 2018年11月05日

人们都不想和脑袋聪明但性格怪僻的人共事。

图片来源:Courtesy of Twentieth Century Fox

建立企业文化,完成优秀的业绩对所有公司来说都是最重要的,这已经不是秘密。但商界最重要的教训之一就是,能否处理好这两大问题都取决于招聘做得怎样。关于招聘有许多常见的误解,而且可能会把公司带入歧途。以下就是四个最常犯的错误:

错误1:速度是关键

现实:“招聘要慢,解雇要快”才是节约之道。招聘过程应该慢慢来。企业家一定要给自己和团队足够时间,明确新岗位的具体职责、对求职者有什么期望、最适合的人应该符合哪些要求。整个招聘过程中都要清楚自己在寻找什么。如果并不清楚,最后你和应聘者都会很懊恼。招聘一开始,就要确保一切准备就绪。所有问题的答案都已经清楚,然后通过面试充分了解求职者。可能初期要投入许多时间和精力,但可以避免以后碰到令人头痛的大麻烦。

错误2:最重要的是招业务高手

现实:每一次招聘都要铭记,应聘者与企业文化的接受程度都比自身能力更重要。你当然想聘用既认同本企业文化,工作能力又强的人。不过,培养员工掌握特定的技能容易,改造一个人以适应某种特定的文化要难得多。如果新员工不适应企业文化,不仅员工本人痛苦,整个团队也受影响,甚至会影响企业的成长和愿景。企业不仅要寻找能出色完成工作的员工,而且要知道该员工是否能融入企业文化,这样才能提升整个团队的水平。星巴克的前首席执行官霍华德·舒尔茨对此做过极为精辟的解释:“招聘是一门艺术,不是科学,从简历里看不出求职者能否适应企业文化。”

错误3:只要能力够强,傲慢也无妨

现实:你不会喜欢和脑袋聪明但性格怪癖的人共事,你的团队成员也不会喜欢。事实上,没人喜欢。每周花40多小时和一个傲慢、自负或者有负面情绪的人相处是浪费宝贵时间。招你愿意共处的人,招对团队有益,提升团队活力的人。讨人喜欢不代表一切,但很加分。可能很难让人相信,但确实有很多客户会选择把业务交给喜欢和尊重的公司,也确实有很多企业招聘时会优先选择能跟别人相处融洽的求职者。让人有好感其实很重要。

错误4:通过性格和职场能力测试就能充分了解求职者

现实:各种测试并没那么靠得住。现在有些测试确实设计精妙,对性格判断有所帮助。通过迈尔斯布里格斯(MBTI)职业性格分析测试,管理者可以针对不同员工的特点安排适合职业发展的岗位,但性格测试也只能帮助了解某位潜在员工的优点和缺点。在面试中,要确保能充分判断应聘者展示出来的哪些方面是真实的,哪些则可能是伪装的假象。要多花时间和精力设计面试问题和谈话要点,这样才能在招聘时胸有成竹。如果过于依赖性格分析档案来了解求职者,那无异于赌博,日后没准会自食其果。

招聘方面的老观念流传已久,但并不是每条都能放之四海而皆准。抛开过往的错误观点,充分理解招聘过程,才能确保事得其人,人尽其才。(财富中文网)

作者威廉·冯德布鲁曼是冯德布鲁曼搜索集团的创始人兼首席执行官。

译者:Pessy

审校:夏林

It’s no secret that culture and excellence in work should be at the top of every company’s priority list. But one of the most important lessons to learn in business is that the ability to do those two things well depends on how you hire. There are a lot of hiring myths out there that will lead you down the wrong path. Here are four of the biggest:

Myth 1: Speed is key

Reality: “Hire slow, fire fast” is right on the money. Go slow in the hiring process. You’ve got to give yourself and your team enough time to clearly establish what the new role is, what the expectations for candidates are, and what the best fit will be. Make sure you know what you’re looking for in the process. If you don’t, it’ll be extremely frustrating—for both you and the applicants. Once the process begins, be thorough in vetting. Get all of the answers you need. Understand the people you’re interviewing. It may be a lot of time and energy on the front end, but it’ll save you from a massive headache on the back end.

Myth 2: Above all else, hire an all-star

Reality: Culture wins the day over competency every single time. To be sure, you’re hiring for both. But you can teach a person specific skills a lot easier than you can change a person to fit a culture he or she naturally doesn’t. When a new hire doesn’t fit the culture, it’s not just that person who suffers—the whole team is affected. Growth and vision are affected. Look for people who can do the job with excellence, but also know that if the culture piece is there, it will make your team better across the board. Starbucks former CEO Howard Schultz phrased it best when he said, “Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture.”

Myth 3: Arrogance is okay as long as it’s backed up

Reality: You don’t want to work with a brilliant jerk. Your team doesn’t want to work with a brilliant jerk. Nobody does. Spending 40-plus hours a week on someone who is arrogant, entitled, or negative is a waste of precious time. Hire people you’d want to spend time with. Hire people who bring something good and positive to the team dynamic. Likability isn’t everything, but it’s a lot. It’s amazing how many times customers give their business to companies they like and respect, and how many times firms hire candidates based on who plays well with others. Being likable matters.

Myth 4: Personality and strengths tests will tell me all I need to know

Reality: They won’t. Now, certain tests are great and beneficial. Insights and Myers-Briggs can help leaders strategize about which positions different employees will thrive in, but personality profiles will only get you so far in discerning what a potential employee’s true strengths and weaknesses are. In the interview process, make sure you’re thorough enough to really gage what a person can actually bring to the table, and where potential pitfalls may be. Dedicate the time and energy to forming questions and dialogue points that will give you all of the answers you need to hire from a place of confidence. If you bank on strengths profiles to tell you everything, you’re taking a gamble that could come back to bite you over time.

The old ideas surrounding hiring have been around for a long time, but they don’t always work. Debunking these myths and understanding the reality of the hiring process will allow you to find the right candidates for the right positions, which in turn puts everyone in a place to succeed.

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