已經(jīng)招錯(cuò)人了,該怎么辦?
無(wú)論規(guī)模大小,所有企業(yè)在創(chuàng)立初期都要經(jīng)歷成長(zhǎng)的痛苦。隨著企業(yè)發(fā)展壯大,客戶群擴(kuò)大,產(chǎn)品越來(lái)越有人氣,看上去一帆風(fēng)順,但有兩大問(wèn)題能讓積極的進(jìn)展戛然而止:人才不足,而對(duì)人才的需求又太大。 為了跟上人才需求,企業(yè)管理者最后還是要招募更多的員工。而與此同時(shí),人才爭(zhēng)奪戰(zhàn)從未如此白熱化?,F(xiàn)代企業(yè)面臨巨大的招聘壓力,招聘規(guī)模要大,動(dòng)手速度要快,才能搶在對(duì)手前面把優(yōu)秀人才招致麾下。 以下是企業(yè)在招兵買(mǎi)馬過(guò)程中穩(wěn)步前進(jìn)的三大高招: 必須清楚:招聘不力將付出極大代價(jià) 理論上,很多人都知道招聘決策不力最終會(huì)拖企業(yè)的后腿。比如,招來(lái)的員工缺少相關(guān)技術(shù),或者沒(méi)有足夠動(dòng)力完成工作,或是與企業(yè)文化格格不入。這種招聘非但不會(huì)推動(dòng)企業(yè)進(jìn)步,實(shí)際上還可能拖累企業(yè)。但大部分企業(yè)低估了招聘不力對(duì)公司的影響。數(shù)據(jù)顯示,每次招聘失誤的平均成本往往是招聘員工年薪的五倍。因此,招聘前需要好好了解情況。 在企業(yè)全力開(kāi)拓業(yè)務(wù)時(shí),招聘的壓力如影隨形,很容易就形成匆忙招人、而不是等到真正合適的人再發(fā)出offer。這種不重視招聘質(zhì)量的情況,幾乎不可能毫無(wú)影響,而且事實(shí)上都是負(fù)面影響。大部分管理者以為,只要能很快補(bǔ)足人手就能解決問(wèn)題,因?yàn)橛腥丝偙热比藦?qiáng)。當(dāng)真如此嗎?此言差矣。 真正的后果是: 需要六個(gè)月時(shí)間才能搞清楚,是否沒(méi)能招到適合的員工; 開(kāi)始啟動(dòng)某項(xiàng)正式的流程,教導(dǎo)或者管理該員工以提高業(yè)績(jī),又要花三個(gè)月; 最后不得不解雇員工,開(kāi)始找尋替代人選,可能還得花三個(gè)月。 這樣一來(lái),你就浪費(fèi)了整整一年時(shí)間。 但這還不是全部損失。在從發(fā)現(xiàn)招聘不力,再到被迫再次招聘期間,管理者還不得不把寶貴時(shí)間花在教導(dǎo)和管理對(duì)企業(yè)成長(zhǎng)毫無(wú)幫助的員工身上,卻沒(méi)能好好培養(yǎng)團(tuán)隊(duì)中真正的得力干將。 招聘要未雨綢繆,學(xué)會(huì)早做“伯樂(lè)” 在有效運(yùn)用新技術(shù)和數(shù)據(jù)方面,人才招聘工作實(shí)際上已經(jīng)落后于其他行業(yè)了。在這種情況下,老老實(shí)實(shí)地觀察企業(yè)的發(fā)展軌跡和渠道,明確未來(lái)需要哪些人才、以及何時(shí)需要用人,將是解決問(wèn)題的關(guān)鍵。也只有這樣,才能夠更為具體地了解企業(yè)到底需要聘用哪種員工。 我們都知道,客戶關(guān)系管理主張銷(xiāo)售人員要“以客戶為本”,實(shí)際上招聘工作也需要以“應(yīng)聘者為本”。 別再迫于形勢(shì)招聘了,主動(dòng)采取行動(dòng)吧。這樣還可能讓企業(yè)免受損失。 招聘要為企業(yè)發(fā)展服務(wù),做好人才長(zhǎng)線投資 如果你想讓企業(yè)走向成功,招聘時(shí)應(yīng)該格外留心。錄用應(yīng)聘者的標(biāo)準(zhǔn)不能僅僅是能勝任目前的工作。 運(yùn)用現(xiàn)代科技手段,我們可以比以往更了解應(yīng)聘者,可以掌握有關(guān)應(yīng)聘者過(guò)往職位、業(yè)績(jī)案例、性格特寫(xiě)等多種數(shù)據(jù)。企業(yè)應(yīng)該為招聘做充分的投入,因?yàn)檫@是決定企業(yè)成功的最關(guān)鍵因素,否則可能功虧一簣。 這意味著,要加大招聘流程和面試培訓(xùn)方面的投入,招聘流程中所有的人員都必須精誠(chéng)合作。如今,互聯(lián)網(wǎng)已經(jīng)可以幫助雇主在面試之前非常充分地了解應(yīng)聘者。企業(yè)應(yīng)該在一些工具和資源上增加投入,保證尋找、接觸并最終聘用的是真正希望擁有的賢才,而不是守株待兔,坐等人隨便找上門(mén)來(lái)。(財(cái)富中文網(wǎng)) 作者謝羅伊·德賽為招聘軟件公司Gild首席執(zhí)行官。 作者:Sheeroy Desai 譯者:Pessy 校對(duì):夏林 |
All businesses go through the typical “growing pains” no matter what size the company. Your business is developing, your customer base is thriving, your product’s popularity is rising — everything seems to be doing well. But there are two big problems that can grind that burst of positive development to a halt: not enough talent and too much demand. In order to keep up with the demand, you’re ultimately going to need to hire more employees. At the same time, the competition for talent has never been fiercer. There is incredible pressure for companies today to hire as many people as they can, as quickly as they can in order to lock down prospects before anyone else gets to them first. Here are three ways businesses can continue momentum through smart scaling: Understand the real cost of bad hires Many of us know, theoretically, that making bad hiring decisions will ultimately set the company back. Simply put, a bad hire (someone who lacks the skills or drive to get the job done, or is not a fit with your culture) won’t move you forward and in fact, may move you backward. But most companies underestimate the impact a bad hire has on their business. Data shows that the average cost of a bad hire can often be five times that person’s annual salary. That’s a much needed reality check. But in the midst of a company growth when the pressure is on, it’s easy to default to making thefirst hire instead of the right hire. The problem with that approach is that bad hires almost never end up having zero impact — they have negative impact instead. Most managers think that if they hire quickly then they’ve plugged a hole, becausesomeone’s better than no one, right? Wrong. Here’s what really happens: ?It takes you six months to truly figure out that the person is a bad hire. ?You start some type of formal process to coach or manage that person to improve his or her performance, which goes on for another three months. ?Finally, you fire the person and start the process of replacing them. That probably takes another three months. ?You’ve wasted a whole year. But that’s not all. Throughout the process, you, as a manager, had to spend your precious time coaching and managing someone who was having zero impact on your business instead of coaching some of the true superstars on your team. Hire ahead of the curve Take an honest look at your business’ trajectory andpipeline to figure out what employees you’ll need and when you’ll need them. This will give you a more detailed understanding of exactly what you need in a new hire. Talent acquisition has fallen leagues behind other industries in terms of using new technology and data effectively. Similar to howSalesforce has made salespeople “customer-centric,” hiring needs to get “candidate-centric.” Stop hiring reactively and start hiring proactively — it could end up saving your business. Hire for growth If you want to grow successfully, you’re going to have to hire deliberately. Simply hiring someone because they “can do the job” isn’t good enough. With the technology available today, we can get more information about candidates than ever before — data about their past roles, samples of their work, snapshots of their character, etc. Companies have no excuse for failing to invest in their hiring. It is the single most determinant factor of their ultimate business success (or lack thereof). This means investing in hiring processes, interview training, and strong collaboration between all team members involved in the hiring process. It means doing your homework outside of the interview process. Today, the Internet allows us to learn so much about a person before you even meet them. You need to invest in tools and resources to make sure you are finding, engaging, and ultimately, hiring the people you really want working for you, not just waiting around for whoever happens to fall into your lap. |
-
熱讀文章
-
熱門(mén)視頻