領導實務的反思 #5 — 僱用合適的員工

Reflection from “Monday Morning Leadership” #5 — Hire Tough

Workable

故事軸線來到主人翁勇於作出「請走不適任員工」的橋段。在實務中我們都知道要「好聚好散」其實是門藝術,因此嚴謹地沙盤推演、立場堅持地「就事論事」著實不易;畢竟如書中所述「公司中最重要的財富,精確點來說,是合適的員工」(The most important assest in your company is having the RIGHT PEOPLE on your team.)。摘要幾則書中建議,同時分享實務作法。

"The first mistake some people make in interviewing is lack of preparation...Every question should be prepared in advance so you spend your time listening and evaluating instead of trying to figure out what question you want to ask next.Another problem with interviewing is you're always emotionally involved. The open position is taking time and energy away from you, so you want to fill the job fast. Fight those emotions. You will be far better off by taking your time and getting the right person...The Three Rules of Three in hiring are: interview at least three qualified candidates for every position; interview the candidates three times; and have three people evaluate the candidates. I know that sounds like a long process, but remember - your job is to hire tough."「首先,面試最容易犯的錯誤就是缺乏準備...提前準備好問題,這樣你才可以專心傾聽並給予正確的評價,而不是在面試過程中絞盡腦汁地想下個要問的問題。另外,有的主管會犯下感情用事的錯誤,例如會想要盡快填補空缺職位以節省心力 - 這種想法會讓你因為倉促而挑到不合適的員工...第三項徵人的要點是,每個職位至少要面試三個符合條件的應徵者,每個人面試三次,要有三個人對他們進行評估。我知道這做起來費時費力,但是切記,務必精挑細選。」

分享從業十多年來的不二心法:「疑人不用、寧缺毋濫」。說起來容易但其實要能協助組織貫徹在所有招募活動裡真的很挑戰。引用團隊夥伴的說法:「加入 P 社後,覺得團隊很難得、配合度很高,對於招募流程的 checkpoints 是『很一致』接受的,所以覺得很感動」(聽到這段根本掬一把老淚呀我)而 P 社招募的 101 心法只有一條:「只找比自己厲害的人!」,謝謝團隊各自堅持在守備位置,且不因心急而降低門檻、共同打造優秀的團隊文化:)

最後引用招募主題文章裡的操作建議如下。期許所有團隊,不論流程怎麼安排、要過幾個關卡,務必能將心比心、換位思考 — 「如果你是求職者,你會希望怎麼被對待」,用心在細節裡真的比花大錢去打品牌還要真誠溫暖。

1. 尊重求職者並充分溝通;避免舊式單向談判窠臼

2. 面試技巧準備:主試官角色、量化成效、STAR

3. 聘僱前哨站 — 徵信調查 (Reference Check)

(工商時間)歡迎各路高手分享你覺得很複雜、很有挑戰性,普遍一般人不懂,但是你有深刻專業認識的事情,一起讓 Pinkoi 更好:Be a Pinkoist!

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