有效招聘的5个秘诀

招聘一个优秀的员工是不容易的。这往往比人们想象的要复杂得多。在经营一家猎头公司十年之后，我认识到正是以下这些细节才彰显出招聘人才的能力。如下，我已经列出5个秘诀。当然，这几条秘诀行之有效的前提是他必须是一个诚实、被求职者信任且来自一家严肃正规的公司。 第一，千万不向求职者问他们期望的薪资，只问他们目前的薪资并在此基础上加15%即可。 当我们向求职者问他们想要多少钱的时候，他们总倾向于说高一点。当求职者说出一个数字，他们往往再也不松口了。最好只问他们目前的薪资福利情况，并相应地安比例增加。最好不好让求职者狮子大开口。 第二，做一个“巧舌如簧”的人物。 让求职者从你口中知道人们为什么要在这个公司工作，在这个公司能得到什么？例如，他们是否有途径升到CEO？有多少职业发展空间？是否有极其优越的福利待遇？问问你自己为什么喜欢在目前的公司工作，并绘制一幅客观实际的激励蓝图。千万要记住：你必须诚实。假如你承诺了某些做不到的东西（比如，潜在的奖金），这很有可能引起雇员的不满，并将严重地影响你的管理能力。 第三，招聘的流程不能太长，也不能太短。 时间太长，你可能损失一个求职者；太短，你又没办法做一个明智的决定。一般来说，一个典型的职位，理想的时间范围是三到五个星期。 第四，试着从不同的角度看求职者的履历。 试着从企业家的角度看履历。每份简历不仅阐述了这个求职者曾经做过什么，还可以推断这个未来的员工今后能在你公司企业里做什么。有时候，最漂亮的简历正出自哪些在人才市场里“闲置最久”的人之手。忘记那些文采和修饰，把精力聚焦在内容上，并做适当的推断。 第五，学会调整预算。 招聘一个人才，就像买一辆车。当你想要越多的配置（或经验），你就要付越多的钱。因此，如果一个人具备了你想找的每一点，那么他肯定会超出你的预算。在招聘的第一天，你就必须懂得合理地调整预算，懂得那些方面的能力是可以被培训的，哪些方面是无法培训的。等到一轮的分析之后，你就可以找出哪些方面可以节省你的预算了。 最后，你要非常地尊重每一位求职者，因为，对外你就代表你的单位，你的公司。如果某人不适合该岗位，也要非常礼貌地告诉他。设定一个坚定的目标并且深信你将得到一个优秀的人才，那么招聘也不是那么难的事情了。 本文作者系KAS Placement Recruiters的首席执行官Ken Sundheim，由发布人翻译投稿，转载须经译者本人同意，本页链接【围一桌】http://www.wewehr.com/point/769/ 阅读译者更多文章，点击链接http://www.wewehr.com/user/940/ 英文原文 5 Secrets to Effective Recruiting Recruiting great employees is very difficult and, often is more complex than people perceive it to be. After running a headhunting firm for the past 10 years, I’ve learned that it is the little things which separate your ability to recruit the right job applicants. Below, I’ve listed 5 of these secrets. They only work if the hiring manager is coming from a sincere place, is honest, and is trusted by the applicant. Don’t ask an employee their desired salary; ask them what they are making now and increase that amount by around 15 percent. When we ask a job applicant how much money they want, they will tend to over ask. When an applicant gives a number (regardless of how outlandish it may seem), they tend to stand firm. Ask about their current compensation package and increase that number accordingly. It’s not best to give the applicant an open forum. Have a sales pitch. Know why employees should want to work for your company. What’s in it for them? Speak in terms of the other person’s wants. For instance, will they have access to the CEO? Will they have room for career advancement? Does the company offer great benefits? Ask yourself why you like working at your current company and draw on that for realistic inspiration. Always remember to be honest. If you promise something (ex: potential bonus) and the numbers are not close, you will have hired a resentful employee which could prove to carry significant ramifications to your management ability. The recruiting process should not be too long nor should it be too short. Too long, and you’re going to lose applicants and time. Too quickly, you’re going to lose the ability to make a sound decision. For a typical position, the ideal time frame is three to five weeks. Learn to look at resumes differently. Learn to look at a resume as an entrepreneur. Each resume tells a story not only of what the applicant has done, but one could infer as to what the potential employee can do. Sometimes, the prettiest resumes are written by those who have been on the job market longest. Forget about formatting. Focus on content and extract the proper inferences. Learn how to stretch a budget. Recruiting employees is like shopping for a car. The more options (or experience) you want, the more you have to pay. Therefore, someone who likely has everything you’re seeking may be out of your budget. To properly stretch expenditures, learn what you can and cannot train this person on, and what is absolutely necessary from day 1. After close analysis, you should find some places you can cut costs. In the end, make sure you treat every applicant with respect, as you are representing your organization to the outside public. If someone is not right for the job, politely tell them in a kind manner. Set firm goals and believe that you deserve a great employee and recruiting one should not be too difficult. Ken Sundheim，CEO of KAS Placement Recruiters，Oct 22, 2013