????NetSuite的首席執行官扎克?尼爾森有一項任何管理者都會樂意遭遇的麻煩：這家公司通過互聯網銷售的企業軟件銷售火爆異常，尼爾森相信幾年內NetSuite的年銷售額就將達到或超過10億美元。而去年，該公司的銷售額僅為2.36億美元。但他現在需要更多的人手來聯系潛在客戶，推銷產品。

????尼爾森早就習慣了應對旺盛的客戶需求。NetSuite于2007年上市，如今年銷售額已較上市之年的1.08億美元增長了一倍以上，很大程度上要歸功于現有銷售團隊的努力工作，銷售更多的軟件（沒錯，誰都想要這樣的煩惱)。為了實現六年內NetSuite的銷售額增長三倍的目標，尼爾森正在和他的首席人力資源官緊密合作，希望能快速有效地招到大批新員工。

????對于像NetSuite這樣高速增長的年輕公司而言，招聘和管理員工是巨大的挑戰。員工隊伍的快速擴充會傷害到一家公司的創業文化。招到資歷很好、但脾性不對的員工也可能會造成這種后果。但如果一家公司為招到理想的員工而長時間地等待下去，就可能錯失業務發展的良機。

????招聘已經成為成長型公司一項重要的戰略性事務。許多CEO都直接參與其中，而不是將所有職責都交由人力資源部門。作為關于管理合作的高管夢之隊系列文章中的一篇，《財富》雜志（Fortune ）曾經詳細探討過，尼爾森如何與他的首席人力資源官馬迪?雷奧米共同改革公司招聘和培訓新員工的方式。

????幾年之前，兩人就開始更緊密地合作。到2012年底，他們將招聘660人，主要是銷售人員，但也有營銷和產品開發的人員。屆時，公司1,600名員工當中將有超過1/3是新人。

????雷奧米于2005年加入NetSuite，是公司招聘架構的主設計者。最初她的團隊有6、7個招聘人員，那時，他們還得想潛在應聘者解釋，NetSuite到底是做什么的。【該公司專營客戶管理和物流軟件，競爭對手包括Salesforce.com和甲骨文（Oracle）等。】

????問題是NetSuite新招的人當中有太多人都不成功。2008年，公司新招的450個人里有100人到公司未滿一年就離職了。另外，管理層搞不懂的是，為什么總是固定的那10個人拿到最高的銷售業績。

????擁有組織心理學碩士學位的雷奧米設計出了一項評估工具TriMetrix，目的是建立成功銷售人員的特質和行為檔案。結果，公司明星員工總是有類似的得分；那些不成功的銷售人員也是相似的。后來，NetSuite開始在招聘銷售、管理人員以及面試時使用這項測試。結果？去年，只有5個銷售不到一年就離職。

????同時，尼爾森也開始復核公司的每項錄用意向。“我在甲骨文時，拉里?埃里森會審批每項錄用決定，我想他怎么能批得過來？”尼爾森說。然后，他開始看到這樣做的價值。隨著公司規模擴張，他再也不能和每個人親自見面，但如果在投進來的簡歷上簽字，他至少能知道NetSuite吸引來的是什么樣的人才。而且尼爾森相信，如果招聘人員知道首席執行官會過目，他們對招聘就會更加用心。偶爾尼爾森也會否決什么人，但已經有一年沒這么干了。

????NetSuite CEO Zach Nelson has a problem that any executive would love to have: The company's business software, which is delivered via the Internet, is so hot that Nelson thinks NetSuite (N) could, in several years, book $1 billion a year or more in revenue, up from $236 million last year. But he needs more people knocking on doors and pitching potential customers.

????Nelson is used to dealing with fervid demand. NetSuite has already more than doubled in size -- from annual revenue of $108 million in 2007, the year it went public -- largely because the existing team of sales reps worked harder, selling even more software (again, a good problem to have). To achieve his goal of quadrupling NetSuite's top line within six years, Nelson is working closely with his chief human resources executive to quickly and effectively recruit an army of new employees.

????For fast-growing young companies such as NetSuite, hiring and managing workers are huge challenges. Rapidly expanding the workforce can strain a company's entrepreneurial culture. So can hiring people who have great credentials and the wrong temperament. But if a company waits too long to find the right people, it risks missing business opportunities.

????Hiring has become such an important strategic issue for growth companies that many CEOs are getting directly involved instead of ceding all responsibility to human resources. As part of the ongoing Executive Dream Team series on management collaboration, Fortune took a close look at how Nelson is teaming up with his chief people officer, Marty Réaume, to revamp the way the company hires and trains newcomers.

????The pair started working more closely together several years ago. By the end of 2012 they will have hired 660 people, mainly in sales but also in marketing and product development. More than a third of the company's 1,600 employees will be newcomers.

????Réaume joined NetSuite in 2005 and was the main architect of its recruiting structure. Her initial team of six or seven recruiters had to teach prospective job candidates what NetSuite did. (It specializes in customer-management and logistics software and competes with companies like Salesforce.com (CRM) and Oracle (ORCL).)

????Problem was, too many of NetSuite's new hires weren't working out. In 2008, 100 of the 450 new hires left before they had been at the company a full year. At the same time, executives couldn't understand why it was always the same 10 guys pulling in the highest sales.

????Réaume, who has a master's degree in organizational psychology, began to roll out an assessment tool called TriMetrix that is used to create a profile of the traits and behaviors of successful salespeople. Company stars consistently scored the same way; those who didn't make it also held a common profile. NetSuite started using the test in its recruitment of sales executives, along with in-person interviews. The result? Last year just five salespeople left within a year of their start date.

????Nelson also began to review every job offer the company made. "When I was at Oracle, Larry Ellison used to approve every offer, and I thought, How could he approve all these people?" Nelson says. Then he began to see value in the practice. As the company grew, he could no longer meet everyone in person, but by signing off on the incoming résumés he was at least able to get a glimpse at the type of talent NetSuite was attracting, and it also motivated the recruiters, who, Nelson believes, put extra effort into the hire when they know the CEO will look at it. Nelson occasionally even turns someone down, though he hasn't done so in a year.