如何撬開求職推薦人的“金口”？
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????親愛的安妮：招聘經(jīng)理是我的第一份工作，但之前我沒有任何招聘經(jīng)驗(yàn)，所以，不知道我問的是不是個(gè)愚蠢的問題。一般求職推薦人只會告訴求職者的姓名、職位和工號之類的信息，我該如何從他們那里獲取更多有關(guān)求職者的信息呢？現(xiàn)在，擺在我面前的有三位求職者，他們的履歷和資質(zhì)都非常優(yōu)秀，我不知該如何抉擇，所以希望推薦人能夠幫我。但到目前為止，我打過電話的推薦人都嚴(yán)格遵照公司規(guī)定，不肯透露一丁點(diǎn)有用的信息。比如，在平時(shí)工作中，求職者的表現(xiàn)如何。我們公司人事部根本幫不上忙（我懷疑，這是因?yàn)楣疽沧裱愃频摹盁o可奉告”原則），而要聘用專業(yè)的推薦人核實(shí)服務(wù)所需的費(fèi)用根本就不在公司預(yù)算范圍之內(nèi)。我該怎么辦？您能給我一些建議嗎？——HBW ????親愛的HBW：這可不是什么愚蠢的問題。格雷格?莫蘭就認(rèn)為,“大多數(shù)招聘經(jīng)理犯的最大錯(cuò)誤就是滿足于向求職者要三個(gè)推薦人，然后給這些推薦人打電話，進(jìn)行一通完全沒有意義的談話?！?/p> ????莫蘭曾經(jīng)做過招聘，目前擔(dān)任Chequed.com公司的董事長兼CEO，他也曾“為核實(shí)推薦人而焦頭爛額”。Chequed.com位于美國紐約薩拉拖加斯普林斯市，主營業(yè)務(wù)是向迪斯尼（Disney）等大公司推銷軟件，幫助他們提高招聘效率。 ????他補(bǔ)充說：“核實(shí)推薦人是一個(gè)很好的機(jī)會，但可惜的是，許多招聘人員經(jīng)常錯(cuò)失良機(jī)。所有研究均顯示，同儕審查，或者說推薦人核實(shí)，如果處理得當(dāng)，能最準(zhǔn)確地預(yù)測出求職者在新工作崗位的表現(xiàn)?！钡霃耐扑]人那里獲得最詳細(xì)的信息，“需要招聘人員拿出偵查員的勁頭，不過你的付出終會得到回報(bào)。” ????那么，該從哪里開始呢？首先，不要按照慣例，要求求職者提供三位推薦人，而是要求五位推薦人（許多人的第一反應(yīng)是為什么）。而且，這五位推薦人必須是前任或現(xiàn)任同事、上司或下屬，但不能是人力資源部的員工。莫蘭稱：“招聘經(jīng)理希望與之交流的，應(yīng)該是每天與求職者共事的人?！?/p> ????下一步，讓求職者知道，推薦人核實(shí)過程將由他/她來負(fù)責(zé)。莫蘭說道：“招聘方要想獲得真實(shí)的信息，就必須讓求職者參與核實(shí)過程。這會產(chǎn)生完全不同的效果。此外，不要冒昧地給不認(rèn)識的人打電話，可以讓求職者先與每位推薦人聊一下正在應(yīng)聘的工作，然后由他/她安排招聘人員與推薦人的通話。” ????但有人會產(chǎn)生這樣的疑問：這么做，不是給了求職者與推薦人“串供”的機(jī)會了嗎？莫蘭解釋道：“不論是否有這樣的機(jī)會，聰明的求職者都會事先與推薦人通氣。不過，有求職者的請求做鋪墊，招聘人員打電話時(shí)，遵守‘無可奉告’原則的推薦人可能會破一次例?！?/p> ????按照約定打電話溝通之前，要拿出幾分鐘時(shí)間做點(diǎn)準(zhǔn)備。莫蘭認(rèn)為：“電話溝通容易跑題，因此，為了節(jié)省時(shí)間和避免跑題，要仔細(xì)分析求職者要在應(yīng)聘的工作崗位獲得成功需要具備哪些素質(zhì)和能力，然后有針對性地列出具體的問題?！?/p> ????按照上述步驟，招聘人員仍可能遇到一些管理人員，他們除了求職者的職務(wù)和聘用日期外拒絕透露其他任何信息。對此，莫蘭解釋道：“這正是為什么要求求職者提供五位而不是三位推薦人的原因。”他發(fā)現(xiàn)，五位推薦人中，平均有兩人會恪守成規(guī)，“所以，即便有兩個(gè)人不肯破例回答你的問題，還會有三個(gè)人愿意這么做?！?/p> ????莫蘭還給出了另外兩條建議：“要牢記，不要僅僅局限于求職者提供的推薦人。如果招聘人員在商務(wù)社交網(wǎng)站LinkedIn或其他地方認(rèn)識了解求職者的人，同樣可以征求他們的意見。此外，在向求職者的前任同事和老板核實(shí)情況時(shí)，不妨問問他們：‘您能不能推薦其他人跟我交流一下？’多花些時(shí)間，深挖一下，會讓你對求職者有更全面的了解?！?/p> ????除了標(biāo)準(zhǔn)的推薦人核實(shí)流程之外，另外一種途徑是對求職者進(jìn)行面試時(shí)，詢問他認(rèn)為前任老板會如何評價(jià)他。莫蘭建議：“瀏覽求職者的簡歷，然后對他擔(dān)任過的每一個(gè)崗位，都問：‘你在XYZ公司的上司是誰？’‘如果我向他或她核實(shí)，他或她會如何評價(jià)你？’招聘人員還可以問：‘你的幾位上司中，誰對你的評價(jià)會最為冷淡？誰會給你最熱情的評價(jià)？為什么？’” |
????Dear Annie:I'm in my first job as a manager and have never hired anyone before, so I hope this isn't a dumb question. How can I get references to tell me more than the corporate equivalent of name, rank, and serial number? I'm looking at three candidates whose credentials and experience are all equally impressive, so I was hoping that references would serve as a tie-breaker. But everyone I've called so far has been very correct and conscientious about observing their companies' policies against commenting on anything useful -- such as, for example, what the candidate is like to work with on a daily basis. ????Our HR department is no help (I suspect because our company has the same kind of no-comment policy), and hiring a professional reference-checking service isn't in the budget. Any suggestions about how to deal with this? —Hitting a Brick Wall ????Dear HBW:It's not a dumb question at all. "The biggest mistake most hiring managers make is asking a candidate for three references, and then calling those three people and having totally meaningless conversations," says Greg Moran. ????A former recruiter who "got very frustrated trying to check references," he says, Moran is now president and CEO of Chequed.com, a company based in Saratoga Springs, N.Y., that markets software aimed at making the process more efficient for big clients like Disney (DIS). ????"Reference checking is often a missed opportunity, which is too bad," he adds, "because all the research shows that peer reviews -- which is what references are, when they're handled right -- are the single best predictor of how a candidate will perform in a new job." Getting the most out of checking them "requires you to become a bit of an investigator, but it is worth the effort." ????Where do you start? First, instead of asking for the usual three references, ask for five (more in a minute about why). At the same time, request that all five be former or current peers, bosses, or subordinates, not human resources staffers. "You want to speak with people who worked with this person on a day-to-day basis," Moran says. ????Then, let the candidate know that he or she is going to be in charge of the checking process. "If you want real information, the candidate has to get involved," says Moran. "It creates a whole different dynamic. Instead of your calling someone you don't know out of the blue, ask the candidate to call each reference, talk a little about the job she's trying to get, and set up an appointment for you to call." ????Doesn't this give the candidate a chance to coach references about what to tell you? "Any smart candidate is going to do that anyway," Moran notes. "But having the candidate pave the way, by essentially asking for a favor, increases the odds that the person you're calling will make an exception to the no-comment policy." ????Next, before each appointment, take a few minutes to prepare. "Phone conversations can get very unfocused and meandering. So, to save time and stay on track, analyze exactly what traits and skills will lead to success in this job," Moran advises. "Write a short list of specific questions that pinpoint those things." ????You may still run into some managers who balk at revealing more than titles and dates. "That's why you ask for five instead of three," Moran explains. On average, he has found, two out of five references are policy sticklers -- "so even if two won't make an exception and answer your questions, you'll still have three who do." ????Two other suggestions you might find helpful: "Bear in mind that you aren't necessarily limited to the references a candidate gives you," Moran points out. "If you know people on LinkedIn or elsewhere who also know this person, you can certainly ask them about him or her. Also, when you do reach former colleagues and bosses, ask them, 'Is there anyone else you'd recommend I speak with?' Taking a little extra time to dig around a bit can give you a really well-rounded picture." ????Another way around the standard pro forma reference check is to ask the candidate in an interview what he thinks former bosses would say about him. "Go through the person's resume and, for each position, ask, 'Whom did you report to at XYZ Corp.? What is he or she likely to tell me about you if I ask?'" says Moran. "You might also ask, 'Out of all these people you reported to, who would give you the least enthusiastic review? What about the most enthusiastic? Why?'" |
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