把紀律納入招募流程

Bring Discipline to Your Hiring Process
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這四個步驟可協助你做出更好的聘雇決定。

我們都有潛意識的認知偏誤,這可能導致我們做出糟糕的聘雇決定。我們渴望熟悉的感覺,所以偏好與自己相似的人。我們假設面談時看到的就是應徵者真正的樣子,而因此在面談中無法更深入了解對方。我們對某些人感情用事,任由壓力和疲憊讓自己出錯。傑克.威爾許曾告訴我,他年輕時在奇異公司擔任經理的時候,所做的聘雇決定可能有50%是錯的。後來他擔任執行長時,錯誤率仍然約有20%。因此,最優秀的人也可能做出糟糕的人事決定。

在我將近三十年的高階主管獵才經歷中,我一再目睹這樣的事情發生。但你可以改善聘雇成功率,做法是在招募流程中加入紀律。以下是我推薦的一些策略。

步驟一:擬定清單

列出某人需要具備哪些技能和特質,才能勝任你想填補的職缺。我的清單首先列出智慧、價值觀,還有一些潛力指標,包括動機、好奇心、洞察力、參與感和決心,以及情緒智慧、可攜性,或是在許多不同環境中表現出色的能力。對於資深高階主管,我還會關注領導成功的一些關鍵因素,包括策略焦點、結果導向、市場洞察力、顧客影響力、協作、團隊管理和變革領導力。但你的標準應該盡可能具體。如果你在招募過程中很想調整清單,就該自問:「是情況有所改變,還是我被接受面談的人所影響?」

步驟二:進行深入的面談

了解應徵者是否有能力滿足你提出的條件。要求他們舉出例子,證明自己具備你尋求的技能。別忘記後續與推薦人進行事實查核。

步驟三:尋求其他夠資格的評估人員協助你

他們必須和你一樣了解這份職務的需求。我建議,其他的優秀面試主管不要超過兩名,因為超過這個人數之後,效益將遞減。

步驟四:以更廣遠的觀點來思考

問自己:「十分鐘之後,十個月之後,十年之後,我對自己的決定會有什麼感想?」尋求決策顧問的協助,不是要讓他們評估求職者,而是聽取他們對你的決定有什麼看法。休息一下。人們經常思考一段時間再做出決定,是有原因的。人事決定是你做出的最重要決定。請放心,只要你能有紀律地遵循上述四個步驟,就能做出更明智的決定。

(劉純佑譯)


We all have subconscious biases that can lead us to poor hiring decisions. We crave familiarity, so we favor people similar to us. We assume that what you see is what you get with job candidates and fail to go beyond the obvious in interviews. We get emotional about certain people, and we let stress and exhaustion derail us. Jack Welch once told me that as a young manager at GE, he probably got 50% of his hires wrong.

And by the time he was CEO, his error rate was still about 20%. So poor people decisions happen to the best of us. After almost 30 years of executive search experience, I've seen these things happen all the time. But you can get better at hiring by bringing discipline into your process. Here are a few strategies I recommend. First, create a checklist of the skills and attributes someone needs to do the job you're trying to fill.

My checklist starts with intelligence, values, and a few indicators of potential, including motivation, curiosity, insight, engagement, and determination, emotional intelligence, and portability, or the ability to excel in many different environments. For senior executives, I also watch for some key factors for leadership success, including strategic focus, results orientation, market insight, customer impact, collaboration, team management, and change leadership. But your criteria should be as specific as possible. If you are tempted to tweak your list doing the hiring process, ask yourself, “Has the situation changed, or am I being swayed by the people I've seen?”

Second, conduct in-depth interviews that address the candidate's ability to meet the requirements you've set out. Ask for examples of situations in which they've had to demonstrate their skills you're looking for. And don't forget to follow up with thorough reference checks. Third, enlist the help of other qualified assessors who understand the needs of the job as well as you do. I recommend no more than two other great interviewers. After that, there are diminishing returns

Finally, get some perspective. Ask yourself, “How will I feel about my decision 10 minutes from now, 10 months from now, and 10 years from now?” Enlist the help of a decision advisor – not to evaluate candidates but to use as a sounding board. And take some time off. People sleep on decisions for a reason. People decisions are the most important ones you make. Rest assured you'll make smarter ones if you follow these four steps with discipline.



本篇文章主題人力資源管理