如何借面試看穿一家公司的文化
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????親愛的安妮：在面試的時候，有沒有什么方法可以弄清楚，在一家公司工作到底是什么樣子？我現(xiàn)在正在求職，我希望找到一家與我在文化上比較契合的公司，這對我很重要，因為我現(xiàn)在工作的公司都快把我逼瘋了。 ????幾年前來這家公司求職時，當(dāng)時公司的面試官告訴我，這家公司的文化是“鼓勵創(chuàng)新”和“有創(chuàng)業(yè)精神”，但事實卻截然相反——公司內(nèi)官僚主義橫行，新的想法被視為不信任他人，決策過程緩慢，每一件小事都要得到許多人的批準(zhǔn)，但最后卻沒有人對事情負(fù)責(zé)。我的大多數(shù)同事看上去對這種現(xiàn)狀都非常滿意，但我恨不得馬上從這里蒸發(fā)。這一次，我該如何確保找到真正“在文化上契合”的雇主？——格格不入的方木釘 ????親愛的方木釘：很好的問題，賈森?哈羅德花了很長時間來思考這個問題。作為著名獵頭公司Hanold Associates的CEO，他曾為耐克（Nike）、eBay、亞馬遜（Amazon）、麥肯錫（McKinsey）、施樂（Xerox）等公司招聘過高級人才。哈羅德認(rèn)為，文化合拍是職場成功（更不用說幸福）的關(guān)鍵所在，因此“我們有時候會告訴別人：‘不，你不適合XYZ公司?！蛘哒f相反的話?！辈徽搶Ψ介_出的條件多么誘人，“如果他們對你最擅長的東西沒有興趣，那便是不合適的文化?！?/p> ????當(dāng)然，問題在于公司文化非常復(fù)雜，包含了方方面面，比如從辦公室裝飾到著裝規(guī)定，從歷史到傳統(tǒng)，以及各種不成文的規(guī)定（而且大多數(shù)是潛規(guī)則），員工的日常工作方式正是由所有這些因素合力促成的。 ????此外就是雇主的品牌，即一家公司希望在潛在員工市場中展現(xiàn)的形象，哈羅德稱其為“夢寐以求的”文化，也就是說公司希望擁有，或者正在為之努力的一種文化，但肯定不是公司現(xiàn)有的文化。哈羅德認(rèn)為，對你進(jìn)行面試的管理者可能并不是故意誤導(dǎo)你，而“有創(chuàng)業(yè)精神”和“鼓勵創(chuàng)新”等詞匯，有時候意味著說這些話的人“將雇主品牌或夢寐以求的文化與真實情況混為一談?！?/p> ????那么，如何保證自己不會犯同樣的錯誤？經(jīng)過多年研究，哈羅德總結(jié)出向客戶公司提出的五個問題，以確保他為客戶尋找的候選人不會與客戶公司的文化格格不入。你也可以并且應(yīng)該問一下這些問題。 ????1. 你如何形容你們的組織文化？哈羅德說道：“你要注意他們回答問題的速度。他們在這個問題上是否有所猶豫？如果是，這可能意味著該公司沒有深厚的文化，或者不同部門自行其是?！?/p> ????假如你得到的回答是“有創(chuàng)業(yè)精神”。要求對方舉一兩個例子?！叭绻@確實是公司的文化，面試官會立刻告訴你不同的人和團(tuán)隊在速度、靈活性和自主權(quán)等方面的趣聞軼事?！比绻皇沁@樣，那就足以說明許多問題了。 |
????Dear Annie:Is there any way to figure out, in a job interview, what a company is really like to work for? I’m job hunting right now, and it’s important to me to find a place where I’d be a good cultural fit, because where I work now is driving me crazy. ????When I came here a couple of years ago, interviewers told me the culture was “innovative” and “entrepreneurial,” but it’s really the opposite—a huge bureaucracy where new ideas are seen as suspect, decision-making is slow, and every little thing has to get approval from so many different people that no individual is ever responsible for anything. Most of my coworkers seem perfectly content, but I can’t wait to get out of here. How can I make sure I get the “fit” right this time? —Square Peg in a Round Hole ????Dear Square Peg:Great question, and one that Jason Hanold spends lots of time pondering. As CEO of boutique headhunters Hanold Associates, he has recruited top talent for Nike, eBay, Amazon, McKinsey, Xerox, and many others. Hanold regards the right fit as so essential to success (not to mention happiness) that “we do sometimes tell people, ‘No, you’re not right for XYZ Corp.’ or vice versa,” he says. No matter how lucrative the offer, “if there’s no appetite there for what you’re best at, it’s the wrong culture.” ????The trouble, of course, is that corporate culture is complicated, encompassing everything from office décor and dress code, to history and tradition, to a whole range of unwritten (and mostly unspoken) rules that add up to how work gets done day to day. ????Then there’s employer branding, which is the image a company hopes to project to the marketplace of potential employees, and what Hanold calls “aspirational” culture, which is the culture a company wishes it had or is striving toward, rather than the one it has. Those managers who interviewed you probably weren’t trying to mislead you, Hanold says, but buzzwords like “entrepreneurial” and “innovative” can sometimes mean that the person speaking “has got the employer brand, or the aspirational culture, confused with the real thing.” ????So how can you be sure you don’t make the same mistake? Over the years, Hanold has come up with a list of five questions he asks client companies to make sure the candidates he brings them aren’t cultural misfits. You can, and should, ask these questions too. ????1. How would you describe your organizational culture?“You want to see how quickly they respond. Do they struggle with the question?” says Hanold. “If so, that might mean the company doesn’t have a strong culture, or that different groups are running in different directions.” ????Let’s say the answer you get is “entrepreneurial.” Ask for an example or two. “If that’s really true, the interviewer should instantly be able to tell you, not just one, but many anecdotes about speed, flexibility, the autonomy of different individuals and teams, and so on.” If not, well, that says a lot. |
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