將錯誤的人招進公司，可能會導致你和你的公司損失幾萬甚至幾十萬美元——這取決于你給他開多少薪水。根據2013年北美最大的招聘網站凱業必達（CareerBuilder）進行的一項調查，有27%的公司表示，他們的每一次招聘失誤，都會導致公司付出5萬美元以上的損失。

過去20年間，我一直致力于幫助《財富》500強企業構建他們的團隊并招聘合適的人才。以下是我在輔導客戶的過程中總結的五個經驗步驟：

1、清楚自己需要什么，據此進行面試。

首先，你要歸納出自己到底需要新人具備哪些素質。比如，他們應該熟悉哪些平臺？他們是主要和客戶對接，還是和你對接，亦或兩者兼而有之？另外，他們必須具備哪些技術能力？

一旦你明白了自己到底需要什么，而且如果你已經開始對求職者進行面試了，那你就要放棄含糊不清和假設性的問題。比如，不要問“介紹一下你自己”這樣大而化之的問題，而是要問：“你在為上一家公司工作時，是怎樣使用社交媒體提高客戶轉換率的？”總之，只有你明白了自己真正想要的是什么，才會更容易得到自己想要的東西。

2、至少挑選五名求職者進行面試，不要輕易招聘第一個被推薦過來的人。

不要因為圖省事就略過面試過程。雖然面試和審核求職者是一項很耗時的工作，但它可以避免你招到錯誤的人。很多人往往傾向于招聘第一個被推薦過來的人，但你永遠不知道另一家公司的內部運作是怎樣的。一個人對某家公司來說是可能是杰出人才，但這個人對你的公司來說，卻可能只是泛泛之輩。再比如說，你面試的某個人可能比較適合在一個親歷親為的經理人手下做事，但你需要的卻是一個主觀能動性強、善于主動工作的人。

3、知道你的盲點和弱點。

說老實話，我并不擅長發現自己的錯別字，也不是特別擅長把我的輔導意見轉換成營銷語言。由于知道自己有這樣的弱點，我便請了一個擅長這些領域的助手來幫助我。

那么，你怎樣才能找到一個能填補你的盲點的人呢？首先，在面試時不要直截了當地問：“你擅長糾正錯別字嗎？”（因為大多數求職者會說擅長。）而是要問他們擅長什么。如果你提出的是開放性的問題，那么你就更容易得到誠實的回答。你也可以組織一次小考，測試一些他們的相關技能。

如果你不確定自己的盲點是什么，可以試著做做九型人格測試，或者也可以問問你最“毒舌”和最誠實的朋友。

4、如果不能見到本人，至少通個視頻電話。

身體語言和面部表情是很能說明一些問題的。當你們談到上一份工作時，求職者們的表現如何？當你要求他們談談他們做過的一些比較乏味的任務時，他們又是什么反應？他們的反應是投入和開放，還是焦慮和抗拒？這些事情通過電話面試是看不出來的。

5、讓求職者提供幾名你想聯系的證明人的聯系方式——而不僅僅是由他們提供的證明人。

我們在求職的時候，都喜歡找愿意為我們說好話的人來當證明人。但如果你主動要求求職者提供更多的證明人，就可以對求職者產生更加全面的了解。

因此，你不妨這樣說：“我們剛才談到了你在某公司時所做的項目。我能聯系一下他們，好進一步了解那個項目的情況，以及你在其中扮演的角色嗎？”

如果你這樣問了，最好的結果是：求職者給了你有關證明人的聯系方式，然后你了解到了關于他的更多信息。最壞的結果是：他告訴你，他已經與那些人斷了聯系，或者他們之間有矛盾——不過這也是一種有用的信息。

如果你從招聘流程一開始就投入了更多的時間和精力，那么你就會招聘到更聰明、更投入、更合適的員工——而這會給你的公司省下好幾萬美元。這絕對值得你的付出。

本文作者蘇珊·德拉姆是一名CEO咨詢顧問和一名領導力輔導專家。她在帶領團隊和企業家超越自身潛能方面擁有超過20的經驗。她輔導過的學員包括康泰納仕（Conde Nast）、歐萊雅和維康（Viacom）等公司的高管。

譯者：樸成奎

Hiring the wrong person could cost you and your company tens of thousands of dollars—maybe even hundreds of thousands, depending on his or her salary. In a 2013 CareerBuilder survey, 27% of U.S. companies said they lost $50,000-plus for each bad hire.

I’ve spent the last two decades helping Fortune 500 companies build teams and hire right. Here are the five steps I coach my clients through:

Get clear on exactly what you need, and interview based on that

Outline what exactly you need in new team members. Which platforms should they be familiar with? Will they be working with customers, with you, or both? What sort of technical know-how is required?

Once you know what you’re looking for and you’ve started the interview process, forego the vague, hypothetical questions. Instead of, “Tell me about yourself,” try, “Tell me how you increased conversion rates for your last employer using social media.” When you know what you’re looking for, you’re more likely to find it.

Start with a pool of at least five candidates—don’t just hire the first person who comes recommended

Don’t try to shortcut the interview process. While interviewing and vetting multiple candidates is time-consuming, it can prevent you from hiring the wrong person. It’s tempting to hire the first person who comes recommended, but you’ll never know the inner workings of another business. One company’s outstanding performer might be your average employee. You might be interviewing someone who needs a hands-on manager, but what you need are self-starting, autonomous employees.

Know your blind spots and weaknesses

Truth be told, I’m not great at catching typos and could use a bit of help turning my coaching language into marketing language. Knowing that about myself, I looked for an assistant who excelled in those areas.

How do you find a team member who fills in your blind spots? Rather than asking them point-blank, “Are you good at catching typos?” (because most applicants will say they are), simply ask them what they’re good at. When you lead with open-ended questions, you’re more likely to get honest answers. You can also create a sample exercise that tests them on those skills.

If you’re not sure what your blind spots are, try the Enneagram personality test (or just ask your most brutally honest friend).

If you can’t meet in person, at least do a video call

Body language and facial expressions are incredibly telling. How do the candidates behave when talking about previous jobs? How do they respond when you ask them about some of the less exciting tasks they’ve been asked to do? Do they seem engaged and open or anxious and closed off? These aren’t things you can necessarily tell from a phone interview.

Ask for the references you’d like to speak to—not just the references they provide

We’re all inclined to use references we know will speak highly of us. You’ll get a more complete picture of a potential hire if you ask to speak with a few more people.

Here’s how to do that: “We talked about the project you worked on with X. Would it be possible for me to contact them so I can hear more about that project and your role in it?”

Best-case scenario: The candidate gives you the contact information and you learn more about her as a potential employee. Worst-case scenario: She tells you she’s no longer in contact with that person or they had a falling out, which is also helpful information to have.

When you put in more time and effort at the beginning of your hiring process, you’ll hire smarter, more committed, better employees—and save your company tens of thousands of dollars. It’s absolutely worth the effort.

Susan Drumm is a CEO advisor and leadership coach with over 20 years of experience leading teams and entrepreneurs to exceed their potential. She’s coached C-Suite executives from Conde Nast, L’Oreal, and Viacom.