????你了解你夢(mèng)寐以求的那位求職者嗎？他擁有出眾的個(gè)人履歷以及名牌大學(xué)學(xué)歷。為了從競(jìng)爭(zhēng)對(duì)手那里挖墻腳，各大公司爭(zhēng)相給出誘人的薪酬和福利待遇。但是，當(dāng)他在合同上簽完字，坐到自己獨(dú)立的辦公室，并把兩腳搭在紅木辦公桌上時(shí)，原先那個(gè)無(wú)可挑剔的求職者，此時(shí)已經(jīng)變成了公司的噩夢(mèng)。

????大部分企業(yè)依然在人際關(guān)系網(wǎng)LinkedIn上篩選簡(jiǎn)歷，想要找到經(jīng)驗(yàn)最豐富，并且擁有名牌大學(xué)學(xué)歷的求職者。但是，人才招聘企業(yè)和研究人員逐漸意識(shí)到，在許多行業(yè)，那些最符合條件的求職者，如果無(wú)法融入企業(yè)文化，通常會(huì)對(duì)企業(yè)造成損害。

????沃頓商學(xué)院（The Wharton School）管理學(xué)專業(yè)副教授南希?羅斯巴德表示：“求職者要想充分發(fā)揮自己的才能，文化契合度至關(guān)重要。你的技能會(huì)給企業(yè)帶來(lái)好處；但是，如果存在文化方面的沖突，這一好處將完全被抵消?！?/p>

????文化契合度可以包含各種特征，但是羅斯巴德以及其他人均認(rèn)為，最終，招聘經(jīng)理需要面對(duì)的問(wèn)題是，求職者的價(jià)值觀是否與企業(yè)的價(jià)值觀一致，他們工作與生活如何平衡，企業(yè)的使命甚至包括如何處理客戶來(lái)電。

????2009年，羅斯巴德與另外兩位作者在《組織科學(xué)》（Organization Science）上發(fā)表了一篇論文。在這篇名為《審視工作經(jīng)驗(yàn)：職業(yè)背景如何影響工作表現(xiàn)》（Unpacking Prior Experience: How Career History Affects Job Performance）的論文中，他們對(duì)一家保險(xiǎn)企業(yè)的招聘方法進(jìn)行了研究。研究人員預(yù)計(jì)，無(wú)法較好地融入企業(yè)文化，將會(huì)妨礙新進(jìn)員工取得成功，但是最終結(jié)果卻讓他們大吃一驚：糟糕的文化契合度，完全抵消了工作經(jīng)驗(yàn)帶來(lái)的所有優(yōu)勢(shì)。

????研究發(fā)現(xiàn)，不同企業(yè)的文化存在較大差異，即便最有經(jīng)驗(yàn)的新進(jìn)員工，也需要進(jìn)行再培訓(xùn)，才能在新企業(yè)繼續(xù)他們從事多年的工作。

????一位高級(jí)人事經(jīng)理對(duì)研究人員表示：“我們花了大價(jià)錢，從競(jìng)爭(zhēng)對(duì)手那里聘用經(jīng)驗(yàn)豐富的員工。但是[我們聘用的人]卻極少能取得成功?！?/p>

????羅斯巴德認(rèn)為，一名員工已有的經(jīng)驗(yàn)和技能，可能妨礙他在新公司的發(fā)展。比如，他在一家保險(xiǎn)公司形成了就理賠討價(jià)還價(jià)的習(xí)慣，那么在另一家收取高額保費(fèi)、但更注重為客戶提供卓越服務(wù)的保險(xiǎn)公司，他的發(fā)展可能會(huì)受到束縛。

????這些問(wèn)題并不僅僅限于保險(xiǎn)行業(yè)。公司執(zhí)行委員會(huì)（Corporate Executive Board）常務(wù)董事布萊恩?克魯普認(rèn)為，在許多行業(yè)中，與經(jīng)驗(yàn)相比，企業(yè)更注重個(gè)人品性。

????他表示：“高盛（Goldman Sachs）與美國(guó)富國(guó)銀行（Wells Fargo）在公司文化方面存在較大差異。雖然他們都屬于金融服務(wù)企業(yè)，業(yè)務(wù)也基本類似，但是他們的員工工作方式卻完全不同?！?/p>

????他在研究中發(fā)現(xiàn)，員工能否在入職后18個(gè)月內(nèi)獲得成功，約有一半的原因在于他能否和組織內(nèi)其他人員融洽相處，而另一半則取決于他是否具備勝任這個(gè)工作的能力。

????再就業(yè)咨詢公司挑戰(zhàn)者公司（Challenger, Gray & Christmas）首席執(zhí)行官約翰?A?基林格表示，任職資格是可以培養(yǎng)的，但文化契合度這種難以量化的指標(biāo)，對(duì)于求職者能否取得成功卻是至關(guān)重要的。

????基林格認(rèn)為，求職者的個(gè)人品性與企業(yè)的文化要保持一致?？杖钡穆毼辉礁?，這一點(diǎn)越是應(yīng)該得到確保。

????他表示：“對(duì)于更高級(jí)別的職位，你需要和老板甚至和職員們一起，對(duì)求職者進(jìn)行多次面試。你與求職者有什么樣的聯(lián)系？他是不是有點(diǎn)像我們現(xiàn)在團(tuán)隊(duì)中的某個(gè)人？”

????對(duì)于招聘人員來(lái)說(shuō)，回答這個(gè)問(wèn)題可能是最大的挑戰(zhàn)。由于文化契合度無(wú)法通過(guò)有形的方式進(jìn)行測(cè)試，所以最好從多個(gè)角度來(lái)完成這個(gè)任務(wù)。

????克魯普認(rèn)為：“面試問(wèn)題無(wú)法有效的預(yù)測(cè)這一點(diǎn)。”

????克魯普認(rèn)為，在正式的面試程序中，求職者會(huì)迎合面試官，調(diào)整自己的回答，只說(shuō)他們認(rèn)為面試官愛(ài)聽(tīng)的話。

????克魯普表示，通過(guò)心理智能測(cè)驗(yàn)，計(jì)量求職者的契合度的方法日益普遍，尤其是在歐洲地區(qū)。對(duì)于那些實(shí)際上難以計(jì)量的因素，這種測(cè)驗(yàn)是一種更加科學(xué)的計(jì)量方法。

????雇主們也在挑選一些更加詳盡的職位描述，作為另外一種策略。許多職位描述里充滿了陳詞濫調(diào)，并沒(méi)有突出特定的工作職責(zé)，以及企業(yè)希望獲得的任職資格。

????但克魯普表示，在一些企業(yè)的職位要求中，他們提供了詳細(xì)的企業(yè)及其文化方面的信息。他們希望，求職者能夠通過(guò)將其中的關(guān)鍵字與自己進(jìn)行對(duì)比，自己做出篩選。如果求職者希望一周工作40個(gè)小時(shí)，而公司要求更長(zhǎng)的工作時(shí)間，那么他就會(huì)打消求職的念頭。而更擅長(zhǎng)團(tuán)隊(duì)環(huán)境的求職者，則會(huì)自動(dòng)略過(guò)要求大量獨(dú)立工作的招聘廣告。

????克魯普表示：“公司可以提前將他們的要求明確地提出來(lái)，這樣求職者就可以明白他們是否適合這份工作，而不需要公司進(jìn)行評(píng)估?！?/p>

????但依靠自我選擇的劣勢(shì)在于，在當(dāng)前的就業(yè)環(huán)境下，即便知道自己并不適合這份工作，求職者也可能進(jìn)行嘗試，并相信自己能夠改變。

????要找到最適合一個(gè)企業(yè)的求職者，最有效的方法是從企業(yè)內(nèi)部著手。依靠員工的人脈，聘用他們了解的人，這是一種符合成本效益的方法，并且更能保證團(tuán)隊(duì)的其他成員愿意與新員工共事。

????內(nèi)部推薦還有額外的好處，那就是向員工授權(quán)，讓他們感到自己是公司的主人，并有機(jī)會(huì)挑選自己的同事。

????克魯普表示：“最好的方法并不是進(jìn)行測(cè)試。人們通常喜歡與志趣相投的人呆在一起。這是關(guān)系網(wǎng)該起作用的地方。”

????You know that dream job candidate? The one with the pristine resume and Ivy League credentials. The one that companies try to steal from their competitors by offering generous salaries and lavish benefits. The same dream candidate that can just as easily turn into a nightmare by the time he signs his contract and props his feet up on the mahogany desk in his corner office.

????While most businesses continue to scour resumes and lurk on LinkedIn for the person with the most experience and degrees from the best schools, hiring firms and researchers are beginning to realize that in many industries, the most qualified candidates often do damage to a firm when they don't jibe with the firm's culture.

????"Cultural fit is incredibly important on a candidate's abilities to use his skills," says Nancy Rothbard, an associate professor of management at The Wharton School. "You have a positive effect through skills, but culture completely cancels that out."

????Cultural fit can cover a variety of characteristics, but ultimately, Rothbard and others say, the question hiring managers should be looking to answer is, does this candidate's values align with those of the company, be they work-life balance, corporate mission or how to handle a customer phone call.

????Rothbard and two co-authors published a paper, "Unpacking Prior Experience: How Career History Affects Job Performance," in Organization Science in 2009 that examined the hiring practices at an insurance firm. They expected that poor fit would be detrimental in the success of new employees, but in fact, the results were a surprise to researchers: poor cultural fit completely eliminated all the good that came from experience.

????Culture varied so vastly from company to company in the study that some of the most experienced hires appeared to need retraining to complete tasks they had been doing for years.

????"We tried to hire from our competitors and paid a premium for the experience, but [those hires] were the least successful," a senior human resources manager told the researchers.

????The learned skills that an employee honed, such as haggling over claims at one insurance company, hindered that employee's development at another organization that charged high premiums but provided excellent customer service, Rothbard says.

????These issues are not restricted to the insurance industry. Brian Kropp, a managing director at Corporate Executive Board, says that companies value personality over experience in a range of industries.

????"The culture of Goldman Sachs is very different from the culture of Wells Fargo," he says. "Both are financial services firms and do similar things, but their employees behave very differently."

????In his studies, he has found that almost half of an employee's success in the first 18 months on the job can be attributed to how the employee fits in with others in the organization while the rest of his success depends on whether he can do the job.

????John A. Challenger, CEO of outplacement consulting firm Challenger, Gray & Christmas, says that qualifications are malleable, but fitting in -- a less quantifiable measure -- should make or break a candidate.

????The more senior the open position, the more a company ought to ensure that a candidate's personality is in line with the organizational culture, Challenger says.

????"At higher levels, you need to conduct multiple interviews across the chain, with employers and employees," he says. "What kind of connection do you feel to the candidate? Does this person seem like one of us?"

????Answering those questions can be the greatest hiring challenge. There is no one concrete way to test for cultural fit, so it's best to approach the task from several directions.

????"Interview questions tend not to be great predictors," Kropp says.

????During formal processes like interviews, Kropp says, candidates tend to tailor their answers to what they think the interviewer wants to hear.

????The use of psychometric tests to gauge a candidate's fit continues to increase in popularity, especially in Europe, Kropp says. These tests are a somewhat more scientific way to measure something that is, in reality, immeasurable.

????Employers are also drafting more detailed job descriptions as another strategy. Many job descriptions are filled with platitudes and clichés, instead of focusing on the specific tasks and qualifications that a firm is looking for.

????Instead, Kropp says, some companies are providing detailed information about the company and its culture in the postings. The hope is that candidates will screen themselves out when they see keywords that don't align with their lifestyles. Someone looking for a 40-hour week will likely be discouraged by a listing that advertises long hours, while a job seeker who thrives in a team environment would skip an ad that requires lots of independent work.

????"Rather than have the organization do an assessment, they can make it much clearer, and clearer earlier, what they are looking for, so job candidates can figure if it's a bad fit," Kropp says.

????The downside of relying on self-selection is that, in the current job market, applicants may try for jobs that they know won't fit them, convincing themselves that they can change.

????The most effective way to find a candidate that belongs to the group may be to look within the group. Relying on employees' networks to recruit people they know is cost-effective and creates a higher level of assurance that the rest of the team will want to work with the new person.

????Referrals have the added benefit of empowering employees, giving them a sense of ownership and the opportunity to pick their coworkers.

????"The best way is not to test," Kropp says. "Like people like to spend time with like people. That is where networks come in."