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建立企業(yè)文化，完成優(yōu)秀的業(yè)績(jī)對(duì)所有公司來說都是最重要的，這已經(jīng)不是秘密。但商界最重要的教訓(xùn)之一就是，能否處理好這兩大問題都取決于招聘做得怎樣。關(guān)于招聘有許多常見的誤解，而且可能會(huì)把公司帶入歧途。以下就是四個(gè)最常犯的錯(cuò)誤：

錯(cuò)誤1：速度是關(guān)鍵

現(xiàn)實(shí)：“招聘要慢，解雇要快”才是節(jié)約之道。招聘過程應(yīng)該慢慢來。企業(yè)家一定要給自己和團(tuán)隊(duì)足夠時(shí)間，明確新崗位的具體職責(zé)、對(duì)求職者有什么期望、最適合的人應(yīng)該符合哪些要求。整個(gè)招聘過程中都要清楚自己在尋找什么。如果并不清楚，最后你和應(yīng)聘者都會(huì)很懊惱。招聘一開始，就要確保一切準(zhǔn)備就緒。所有問題的答案都已經(jīng)清楚，然后通過面試充分了解求職者。可能初期要投入許多時(shí)間和精力，但可以避免以后碰到令人頭痛的大麻煩。

錯(cuò)誤2：最重要的是招業(yè)務(wù)高手

現(xiàn)實(shí)：每一次招聘都要銘記，應(yīng)聘者與企業(yè)文化的接受程度都比自身能力更重要。你當(dāng)然想聘用既認(rèn)同本企業(yè)文化，工作能力又強(qiáng)的人。不過，培養(yǎng)員工掌握特定的技能容易，改造一個(gè)人以適應(yīng)某種特定的文化要難得多。如果新員工不適應(yīng)企業(yè)文化，不僅員工本人痛苦，整個(gè)團(tuán)隊(duì)也受影響，甚至?xí)绊懫髽I(yè)的成長(zhǎng)和愿景。企業(yè)不僅要尋找能出色完成工作的員工，而且要知道該員工是否能融入企業(yè)文化，這樣才能提升整個(gè)團(tuán)隊(duì)的水平。星巴克的前首席執(zhí)行官霍華德·舒爾茨對(duì)此做過極為精辟的解釋：“招聘是一門藝術(shù)，不是科學(xué)，從簡(jiǎn)歷里看不出求職者能否適應(yīng)企業(yè)文化?！?/p>

錯(cuò)誤3：只要能力夠強(qiáng)，傲慢也無妨

現(xiàn)實(shí)：你不會(huì)喜歡和腦袋聰明但性格怪癖的人共事，你的團(tuán)隊(duì)成員也不會(huì)喜歡。事實(shí)上，沒人喜歡。每周花40多小時(shí)和一個(gè)傲慢、自負(fù)或者有負(fù)面情緒的人相處是浪費(fèi)寶貴時(shí)間。招你愿意共處的人，招對(duì)團(tuán)隊(duì)有益，提升團(tuán)隊(duì)活力的人。討人喜歡不代表一切，但很加分?？赡芎茈y讓人相信，但確實(shí)有很多客戶會(huì)選擇把業(yè)務(wù)交給喜歡和尊重的公司，也確實(shí)有很多企業(yè)招聘時(shí)會(huì)優(yōu)先選擇能跟別人相處融洽的求職者。讓人有好感其實(shí)很重要。

錯(cuò)誤4：通過性格和職場(chǎng)能力測(cè)試就能充分了解求職者

現(xiàn)實(shí)：各種測(cè)試并沒那么靠得住?，F(xiàn)在有些測(cè)試確實(shí)設(shè)計(jì)精妙，對(duì)性格判斷有所幫助。通過邁爾斯布里格斯（MBTI）職業(yè)性格分析測(cè)試，管理者可以針對(duì)不同員工的特點(diǎn)安排適合職業(yè)發(fā)展的崗位，但性格測(cè)試也只能幫助了解某位潛在員工的優(yōu)點(diǎn)和缺點(diǎn)。在面試中，要確保能充分判斷應(yīng)聘者展示出來的哪些方面是真實(shí)的，哪些則可能是偽裝的假象。要多花時(shí)間和精力設(shè)計(jì)面試問題和談話要點(diǎn)，這樣才能在招聘時(shí)胸有成竹。如果過于依賴性格分析檔案來了解求職者，那無異于賭博，日后沒準(zhǔn)會(huì)自食其果。

招聘方面的老觀念流傳已久，但并不是每條都能放之四海而皆準(zhǔn)。拋開過往的錯(cuò)誤觀點(diǎn)，充分理解招聘過程，才能確保事得其人，人盡其才。（財(cái)富中文網(wǎng)）

作者威廉·馮德布魯曼是馮德布魯曼搜索集團(tuán)的創(chuàng)始人兼首席執(zhí)行官。

譯者：Pessy

審校：夏林

It’s no secret that culture and excellence in work should be at the top of every company’s priority list. But one of the most important lessons to learn in business is that the ability to do those two things well depends on how you hire. There are a lot of hiring myths out there that will lead you down the wrong path. Here are four of the biggest:

Myth 1: Speed is key

Reality: “Hire slow, fire fast” is right on the money. Go slow in the hiring process. You’ve got to give yourself and your team enough time to clearly establish what the new role is, what the expectations for candidates are, and what the best fit will be. Make sure you know what you’re looking for in the process. If you don’t, it’ll be extremely frustrating—for both you and the applicants. Once the process begins, be thorough in vetting. Get all of the answers you need. Understand the people you’re interviewing. It may be a lot of time and energy on the front end, but it’ll save you from a massive headache on the back end.

Myth 2: Above all else, hire an all-star

Reality: Culture wins the day over competency every single time. To be sure, you’re hiring for both. But you can teach a person specific skills a lot easier than you can change a person to fit a culture he or she naturally doesn’t. When a new hire doesn’t fit the culture, it’s not just that person who suffers—the whole team is affected. Growth and vision are affected. Look for people who can do the job with excellence, but also know that if the culture piece is there, it will make your team better across the board. Starbucks former CEO Howard Schultz phrased it best when he said, “Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture.”

Myth 3: Arrogance is okay as long as it’s backed up

Reality: You don’t want to work with a brilliant jerk. Your team doesn’t want to work with a brilliant jerk. Nobody does. Spending 40-plus hours a week on someone who is arrogant, entitled, or negative is a waste of precious time. Hire people you’d want to spend time with. Hire people who bring something good and positive to the team dynamic. Likability isn’t everything, but it’s a lot. It’s amazing how many times customers give their business to companies they like and respect, and how many times firms hire candidates based on who plays well with others. Being likable matters.

Myth 4: Personality and strengths tests will tell me all I need to know

Reality: They won’t. Now, certain tests are great and beneficial. Insights and Myers-Briggs can help leaders strategize about which positions different employees will thrive in, but personality profiles will only get you so far in discerning what a potential employee’s true strengths and weaknesses are. In the interview process, make sure you’re thorough enough to really gage what a person can actually bring to the table, and where potential pitfalls may be. Dedicate the time and energy to forming questions and dialogue points that will give you all of the answers you need to hire from a place of confidence. If you bank on strengths profiles to tell you everything, you’re taking a gamble that could come back to bite you over time.

The old ideas surrounding hiring have been around for a long time, but they don’t always work. Debunking these myths and understanding the reality of the hiring process will allow you to find the right candidates for the right positions, which in turn puts everyone in a place to succeed.