招聘是一項(xiàng)挑戰(zhàn)，尤其是在較小的公司。引入一位新員工，就是像給家庭增添了一位新成員，特別是在有著強(qiáng)大文化的公司。可是，在新創(chuàng)企業(yè)，你經(jīng)常沒有搞多次面試的余地。你有活要找人干，所以必須快速招聘。盡管如此，還是有三個(gè)方法讓你從個(gè)人和職業(yè)方面對應(yīng)聘者做出有效的評估。

1、評估文化適應(yīng)性

先要理解你的企業(yè)的目標(biāo)，再在你面試的人身上尋找與之一致的跡象。在Ceros，我們在這方面的測試方法是給應(yīng)聘者10到15分鐘的時(shí)間，講一個(gè)他們熱衷的話題。這種練習(xí)有助于你深入了解應(yīng)聘者的個(gè)性，發(fā)現(xiàn)他們關(guān)心什么。

考察文化價(jià)值觀。文化價(jià)值觀通常不過是墻上的那幾個(gè)字，沒什么實(shí)際意義。如果你打算用它們來考察應(yīng)聘者是否合適，那它們一定要充滿真情實(shí)感，必須有實(shí)際的意義。只要你的價(jià)值觀符合這個(gè)標(biāo)準(zhǔn)，你就可以把它們做為應(yīng)聘者的評分依據(jù)。

最后一個(gè)策略可能有點(diǎn)另類。不過，如果是面試應(yīng)聘高管職位的人，我會(huì)跟他們?nèi)ズ纫槐Ｔ诠就饷娓鷳?yīng)聘者拉關(guān)系意義何在呢？你會(huì)看到一個(gè)沒有戒備的人。在輕松的氛圍中，人們就不太容易裝相了，因而更可能說出他們真實(shí)的感受和想法。帶著團(tuán)隊(duì)一起去，也非常有利于觀察他如何與他人互動(dòng)。

2、評估技能和經(jīng)驗(yàn)

盡可能明確職位與責(zé)任。制定一個(gè)框架，幫助你評估每位應(yīng)聘者的優(yōu)缺點(diǎn)。

如果有你認(rèn)為應(yīng)聘者可能不了解的現(xiàn)實(shí)挑戰(zhàn)，就問他們與之相關(guān)的難答的問題。另外，找職位類似的人問同樣的問題，問得更細(xì)一些，也是聰明的作法。

帶上更多不同崗位的員工。在Ceros，我們努力讓面試不拘一格。有時(shí)候，我們讓應(yīng)聘者在辦公室里待上三到四個(gè)小時(shí)，認(rèn)識(shí)更多的團(tuán)隊(duì)成員。或者，我們會(huì)請應(yīng)聘者到辦公室的酒吧里喝點(diǎn)什么，以便更好地了解他們。

讓他們做個(gè)測試項(xiàng)目。如果是內(nèi)容方面的職位，請他們寫個(gè)模板；應(yīng)聘開發(fā)人員的，可以寫點(diǎn)代碼；如果是銷售人員，就請他們向你推銷一支鉛筆。要是他們不愿意做，或是做的時(shí)候熱情不高，你就知道，他們不是合適的人選了。

3、發(fā)現(xiàn)和解決不好的招聘

如果你不確定某人是否勝任工作，就看看這個(gè)不帶感情的評估方法。問問自己和別人，按照下面的標(biāo)準(zhǔn)，你會(huì)給那個(gè)員工做何評估：

特別好

非常好

好

一般

差

你希望與特別好和非常好的員工共事。如果某人的評估是“好”，給他一些時(shí)間，對他進(jìn)行培訓(xùn)，他就有可能變?yōu)椤胺浅：谩保珕T工不太可能跳兩級(jí)以上，特別是在新創(chuàng)企業(yè)的成長周期內(nèi)。所以，要是某人被評為“一般”、“差”甚至是“好”那一級(jí)，你都應(yīng)該過掉他。

無論你的招聘流程有多棒，你終究還是會(huì)犯錯(cuò)。你肯定會(huì)招來幾個(gè)不合適、必須走人的員工。出現(xiàn)這種情況時(shí)，最好的辦法就是迅速了斷。如果早早發(fā)現(xiàn)此人不行，就及早處置。相信我，你等的時(shí)間越長，讓他們走就變得越難。

Simon Berg是Ceros公司首席執(zhí)行。

譯者：天文

Hiring is a challenge, especially in a smaller company. Bringing on a new employee, particularly at a business with a strong culture, is like adding a new member into the family. But in the startup world, you often don’t have the luxury of conducting several interviews. You’re trying to hire quickly because you have stuff to get done. That said, there are ways to effectively evaluate candidates both personally and professionally:

Evaluate cultural fit

Understand your business’s purpose and look for signs of alignment in the people you interview. The way we test for this at Ceros is by having candidates present on a topic they’re passionate about for 10 to 15 minutes. This exercise helps you dig deep into candidates’ personalities and find out what they care about.

Check against cultural values. Often times, cultural values are just some words on a wall that don’t really mean anything. If you’re going to use them as a way to test whether a candidate is a good fit, they have to be tangible and they have to be meaningful. If your values meet this criteria, you can then use them as a scoring matrix for candidates.

This last tactic may be unconventional, but for candidates interviewing for executive roles, I go drinking with them. What’s the point of socializing with a potential hire outside of the office? You see that person unguarded. It’s difficult for people to put up a facade in a casual setting, so they’re more likely to say what they really think and feel. Group settings are also great for seeing how the person will interact with others.

Evaluate skills and experience

Be as clear as possible on what the role is and what responsibilities it entails. Use a framework to help you assess each candidate’s strengths and weaknesses.

Ask difficult questions about real-world challenges you think they might get wrong. It’s also wise to get someone in a similar role to ask the same questions in a more granular way.

Involve a wide range of employees. At Ceros, we tend to keep our interviews pretty freeform. We sometimes have people in the office for three to four hours to meet with additional team members, or we’ll invite candidates to have a drink at the office pub to get to know them better.

Have them do a test project. If it’s a content role, ask for a writing sample; if it’s a developer, give them something to code; if it’s a sales person, ask them to sell you a pencil. If they’re not willing to do it, or they do it without much enthusiasm, you know they’re probably not going to be a good fit.

Identify and address bad hires

If you’re unsure whether someone is going to work out, here’s a non-emotional way to evaluate the situation. Ask yourself and others how you would rate the employee on this scale:

Exceptional

Very good

Good

Average

Poor

You want to work with people who are exceptional and very good. If someone falls into the “good” bucket, they can potentially become very good with time and training, but people are unlikely to jump more than one tier, especially in a timeframe that works for startups. So if someone appears to be in the average, poor, or possibly even the good tier, you should pass.

Ultimately, no matter how great your hiring process is, you’re going to make mistakes. You’ll end up with a few people who aren’t a good fit and have to be let go. When this is the case, it’s best to part ways quickly. If you see early on that it’s not going to work, deal with the situation early on. Trust me, it’ll get much harder to let them go the longer you wait.

Simon Berg is CEO of Ceros.