????隨著就業(yè)市場(chǎng)好轉(zhuǎn)，找到和培養(yǎng)人才變得更加關(guān)鍵。具體可以按下面5個(gè)步驟執(zhí)行。

????1. 釣簡(jiǎn)歷

????為了與Facebook和蘋果（Apple）等龐然大物爭(zhēng)搶優(yōu)秀人才，在大學(xué)招聘會(huì)上，僅有150名員工的科技公司Inflection 采用了一種非常難對(duì)付的游擊營(yíng)銷策略來吸引最優(yōu)秀的求職者。這家公司讓來自名牌大學(xué)的員工分發(fā)“幸運(yùn)13”臨時(shí)紋身——意思是說公司將在2013年聘用13人。結(jié)果：這家來自加州紅木海岸的公司收到了1,500份求職申請(qǐng)，其中包括來自斯坦福大學(xué)（Stanford）和麻省理工（MIT）等名牌院校的高材生。

????2. 以文化契合度為標(biāo)準(zhǔn)

????建筑咨詢公司Little in Charlotte的初級(jí)崗位通常會(huì)有數(shù)百名追求者。為了找出能夠在“有趣、開放、協(xié)作的文化”中成長(zhǎng)的合適人選，公司全國(guó)工程總監(jiān)杰夫?羅曼會(huì)挑選出有過社區(qū)工作經(jīng)歷或在兄弟會(huì)、運(yùn)動(dòng)隊(duì)中擔(dān)任過領(lǐng)導(dǎo)角色的人選。展示陳述是這家公司工作的一個(gè)重要部分，因此他說：“你必須具備和其他人交談的能力。”

????3. 用獨(dú)特的視角看待過去的成就

????我們很難評(píng)估沒有全職工作經(jīng)驗(yàn)的年輕人，所以我們應(yīng)該從其他角度來評(píng)估他們的能力。在僅有十人的翻譯公司Choice Translating，公司首席運(yùn)營(yíng)官弗農(nóng)?梅納德發(fā)現(xiàn)，做過自由職業(yè)的年輕應(yīng)聘者習(xí)慣了在一個(gè)項(xiàng)目結(jié)束后領(lǐng)取薪酬，這一點(diǎn)非常適合他的虛擬公司。他說：“團(tuán)隊(duì)里的每一名成員都必須能夠自我管理。”

????4. 提高價(jià)碼

????筆者知道的一家美國(guó)中西部的公司會(huì)送給新員工意外的驚喜。當(dāng)時(shí)他正準(zhǔn)備前往一個(gè)不太吸引年輕人的城市，工作兩到三年時(shí)間。就在搬家之前，公司主動(dòng)給他加薪10,000美元。因?yàn)樗畛醯墓べY已經(jīng)非常體面，公司一個(gè)小小的舉動(dòng)給他留下了深刻印象——他開始迫切希望證明，公司為他花的每一分錢都物超所值。我猜，他待在那家公司的時(shí)間肯定不止三年。

????5. 配備導(dǎo)師

????這一代年輕人渴求進(jìn)步。如果公司能為他們提供一名顧問，幫助他們進(jìn)步，肯定更能吸引到那些最出色、最有才華的年輕人。Inflection公司會(huì)安排一名前一年入職的合適員工，為新員工提供12個(gè)月的輔導(dǎo)。公司CEO馬修?莫納漢說：“剛走出大學(xué)校門的年輕人都希望能盡可能多地學(xué)習(xí)。”他肯定深有體會(huì)：他自己也才29歲。（財(cái)富中文網(wǎng)）

????本文作者凡爾納?哈尼什是高管培訓(xùn)公司Gazelles Inc.的首席執(zhí)行官。

????譯者：劉進(jìn)龍/汪皓

????As hiring picks up, discovering and nurturing talent is ever more crucial. Here's how to do it:

????1. Seed the résumé pile

????Vying for top talent against the likes of Facebook (FB) and Apple (AAPL, Fortune 500), 150-employee tech firm Inflection uses a sticky guerrilla-marketing technique to attract the best candidates at college career fairs. It had staffers from elite schools hand out "Lucky 13" temporary tattoos -- built around the theme that it would hire 13 people in 2013. Result: The Redwood Shores, Calif., company got 1,500 applicants from schools like Stanford and MIT.

????2. Sort for cultural fit

????Architectural consulting firm Little in Charlotte often gets hundreds of aspirants for entry-level positions. To find people who will thrive in the "fun, open,?collaborative culture," Jeff Roman, national director of engineering, scours résumés for signs of community involvement and leadership roles in fraternities or on sports teams. Since presenting is part of life at the firm, he says, "you need to be able to talk to people."

????3. Look creatively at past results

????It's hard to evaluate young people who may not have any full-time work histories, so look for other signs they can get things done. Vernon Menard, COO of Choice Translating, a 10-person firm, has found that young hires who have done some freelancing -- and are used to getting paid only when they complete a project -- have been great fits for his virtual company. "Everyone on the team must be self-managing," he says.

????4. Up the ante

????One Midwestern company I know surprised a new hire with a $10,000 raise shortly before he relocated for a two- to three-year gig in a city that is not usually a big draw for young people. Since he was already getting a decent salary, that small gesture made a big impression -- and he started out eager to prove he was worth every penny the firm was paying him. My guess is he'll stay longer than three years.

????5. Provide a mentor

????This generation is hungry to advance. Your company will be more attractive to the best and the brightest if you offer them an adviser who can help them do that. Inflection provides every new hire with 12 months of mentorship from an appropriate staffer who had been hired at the firm the previous year. "People straight out of college want to learn as much as they can," says CEO Matthew Monahan. He should know: He is 29.

????Verne Harnish is the CEO of Gazelles Inc., an executive education firm.