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如何发现和聘用合格的人才 在和大中华区的企业领导交流时，我发现不管是哪个行业、企业规模大小、不同国别的高层管理者都有一个共同担心的问题：那就是如何发现和聘用合格的人才。 虽说培训和留住人才同样也不容忽视，但首当其冲的还是人才的发现及聘用。 10月29日，《财富》杂志刊登了一篇由Gazelles 公司CEO维尔纳•哈尼什（Verne Harnish）撰写的文章，对我很有吸引力。文中的一些角度极富创意，令人耳目一新。哈尼什常为《财富》杂志撰稿，也是德高望重的商务会议演讲人。而Gazelles 公司从事的正是经理人教育行业。 他的建议分为五个部分。 首先，要像冠军队教练那样“选好板凳队员”，不要等缺人时再现抓。应该持续不断地搜寻人才，与你瞄准的对象保持接触，建立关系。还要让你的骨干定期地推荐潜在的候选人。 第二，要“找对圈子”，或者是“在目标人群出没的地方出没”。行业协会的会议以及专业媒体都是有效的渠道，可以透过它们找到具备相关技能和经验的人才。 第三，“尝试游击战术”。因为好的人才都在为别人打工，所以要想办法去识别、结识、培养他们。他举了个例子，一位企业领导在商业读物上看到一些业界翘楚，于是就给他们打电话，结果在这个过程中就聘到了绝佳的人才。 第四，“修改岗位描述”。有时候重新编写岗位描述会对应聘者的数量和质量产生意想不到的效果。而标准的人事招聘岗位描述通常都比较枯燥乏味。 第五，“成为名人”。不是每位CEO都能成为名人，但那些名人CEO通常会吸引到更多的顶级人才加盟。通过CEO办公室出书、有效曝光和公开演讲都可以提高企业的声望。 在哈尼什提出的五点基础上，我想再补充一点，这一点也特别适合于中国：“登上《财富》世界500强排行榜。” 今年年初，我和一家刚入选世界500强的中国公司的CEO见面， 他说公司上榜仅几周后，应聘公司职位的人数就大幅攀升。 以上说明：发现和聘用人才是企业高层需要持之以恒重视的工作。 要强调的是：由于各国文化不同，所以行动方式会有所区别。前文提到的杂志文章所包含的一些例证就可能会因为太过西化而令中国读者侧目。 尽管如此，文章的要义还是切中要害的。 |
Finding the Right People to Bring on Board In talking with top management leaders in Greater China, regardless of the industry, company size or nationality, the single most common concern I hear relates to the challenge of finding and hiring the right people. Training and retention are closely related concerns, but finding and hiring come first. An article by Verne Harnish, CEO of Gazelles Inc., in the October 29 issue of FORTUNE, caught my eye. It offers some creative and innovative perspectives. Harnish is a regular contributor to the magazine and a well-respected speaker at business conferences. Gazelles Inc. is in the business of executive education. His advice on this comes in five parts. First, like the coach of a successful sports team, "Build your bench." Don't wait until you have an active need for talent to start looking. You should constantly be on the lookout for talent, and stay in touch with those on your target list to develop the relationship. Get your key executives to suggest potential candidates on a regular basis as well. Second, "Play in the right sandboxes", or "Hang out where the people you're looking for hang out." Industry association meetings and specialized media can be useful channels to reach talent with related skills and experience. Third, "Try guerilla tactics." Since good talent is usually working for someone else, find ways to identify, contact, and cultivate them. He cites one example of a business head who telephoned industry high-fliers he read about in a trade publication and found an excellent hire in the process. Fourth, "Tweak the job description." Sometimes rewriting the job description can produce dramatically better results in terms of numbers and quality of applicants. Standard HR-style job summaries often sound dull and boring. Fifth, "Become a celebrity." Not every CEO can be a celebrity, but those with star status will often attract more top talent to their companies. Writing a book, effective publicity efforts, and public speaking can help enhance the company's reputation through the CEO's office. To Harnish's five points, I might add one more, especially applicable in the context of China: "Make the FORTUNE Global 500 list." Earlier this year I had a conversation with the CEO of a Chinese company which had just made the list for the first time. He said that in the weeks immediately following their entry to this exclusive list, the volume and quality of job applications for posts they were advertising jumped significantly. Moral of the story: finding and hiring the right people needs to be a constant focus for the top management of the company on an ongoing basis. Underlying reality: how this is put into practice will necessarily vary widely from one culture to another. Some of the examples mentioned will no doubt strike readers in China as way too American in style to work here. Still, the moral of the story is right on target. |
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