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????對于想要招聘的企業(yè)來說,，現(xiàn)在的就業(yè)市場是買方市場,。不過許多經(jīng)理人都表示，他們對招聘人員招來的候選人并不十分滿意,。

????根據(jù)企業(yè)領(lǐng)導(dǎo)力委員會招聘調(diào)查服務(wù)（Corporate Leadership Council Recruiting,，簡稱CLC Recruiting）的統(tǒng)計，在具有招聘權(quán)的經(jīng)理人當中,，只有三分之一的經(jīng)理人對招聘給自己業(yè)務(wù)帶來的影響感到滿意,。

????對此，CLC Recruiting的常務(wù)董事托德?薩弗斯通表示,，人們很容易把這種情況怪罪在內(nèi)部和外部的招聘人員身上,。經(jīng)理人們普遍覺得“招聘應(yīng)該是一件輕而易舉的事”，因為市場上充斥著大量的求職者,。

????“招聘正確的人才就好比在干草垛里找針,。干草垛變得更大了，但是針的數(shù)量很大程度上并沒有改變,。僅靠招聘經(jīng)理自己的力量,，是無法攻克這些干草垛的?！彼_弗斯通表示,。

????的確正如薩弗斯通所說的那樣,，“現(xiàn)在活躍的求職者們對企業(yè)愛得要死，他們都在‘海投’簡歷”,。根據(jù)CLC Recruiting的報告,，在2007年到2010年間,，求職者的平均人數(shù)增長了128%,。

????不過薩弗斯通也表示，求職者過多,，容易使經(jīng)理人奢求所謂的“俊杰之才”,，也就是其資歷遠遠超過崗位需要的人才。

????艾德?戴維斯曾任美國聯(lián)合航空公司（United Airlines）和康尼格拉食品公司（ConAgra Foods）的人事總監(jiān),，他對這個問題并不陌生,。“如果一個市場上出現(xiàn)了過剩,，那么人們常犯的一個錯誤,，就是會附加許多不必要的要求?！?/p>

????戴維斯表示,，如果你想招聘員工的話，首先你需要明確確定這個崗位的關(guān)鍵技能,。你是如何定義這個崗位上的成功的,？哪些領(lǐng)導(dǎo)能力和技術(shù)能力是這個崗位真正必要的？

????“如果你加上了這些附加條件,，就會變得像大海撈針一樣,。招聘新人所花費的時間會變得更長。而且你最終得到的人才,，真的就是業(yè)務(wù)成功所需要的人才嗎,？”

????薩弗斯通表示，如果你的招聘經(jīng)理只是點頭附和,，同意尋找“俊才”的話,，那么他們并不會幫上你什么忙。而“如果你只想讓招聘人員嚴格服從你的命令,，那你很可能會以更高的代價,，換來更低質(zhì)量的人才?！?/p>

????薩弗斯通認為,，你所需要的并不是一個只知道討好你的人，而是一個讓你覺得有些不舒服的招聘人員,。 “最好的招聘人員會問一些最不明顯的問題,，比如他們會問：你需要招聘員工嗎,？告訴我你想讓他們做哪些日常工作?！?/p>

????Recruiting Toolbox, Inc公司是西雅圖的一家咨詢公司,，該公司的常務(wù)董事約翰?烏拉斯特里卡認為，一旦你做出了招聘員工的決策,，一名好的招聘人員應(yīng)該召開一場30分鐘到60分鐘的戰(zhàn)略會議,，以“商討如何尋找符合要求的人才，并且吸引這些人才,，向他們推銷公司,。此外還需在會上確定幾位優(yōu)秀的面試官，他們可以幫助評估人才,，以及向人才推銷公司,。另外會上還需討論薪酬、安置援助,、移民和總體流程等事宜,。”烏拉斯特里卡在一封電子郵件中說道,。

????烏拉斯特里卡指出,，最好的招聘人員可能會希望你抽出更多的時間。因為盡管一名出色的招聘人員“能夠釣到A級的人才”,，但你才是需要把那個人才“忽悠”進來的人,。“一個A級的人才在正式被錄用之前,，需要體驗到招聘經(jīng)理花費在他身上的投資,，因為這會告訴他，一旦自己被錄用了,，在這位經(jīng)理手下做事究竟會有多好——或者有多壞,。”

????如果你很難從招聘人員那里得到你真正需要的人才,，那么你應(yīng)該親自上陣去招聘嗎,？

????戴維斯指出，如果招聘不是你的日常工作的話,，那你定位人才,、篩選人才需要耗費的時間太多了。而專業(yè)的招聘人士“知道人才在哪里,。他們也知道如何以高效,、合法的方式來接觸到人才?！?/p>

????薩弗斯通指出,，最優(yōu)秀的招聘人員對人才的需求情況和可獲得的人才都有很深的了解,。這種了解使招聘人員有權(quán)利說：“在你愿意提供的薪資水平上，在你要求的時限內(nèi),，你是不可能找到一名能說五種語言,、而且具有你想要的資質(zhì)的會計的?！?/p>

????這些招聘人員“深知他們所說的話是什么意思,。他們擁有挑戰(zhàn)招聘經(jīng)理的權(quán)利?！?/p>

????薩弗斯通說,，如果你的招聘人員遲遲沒有進展，你最好把你對人才的具體要求告訴他,，然后告訴他為什么你需要這些要求。

????如果你覺得招聘人員無法完成這一挑戰(zhàn),，你可能就得把問題提交給招聘或人力資源部門的負責人了,。

????不過薩弗斯通認為，在你這樣做之前,，你可以先與最了解當前招聘形勢的人談?wù)?，這個人可能是一位級別更高的經(jīng)理人，也可能是人力資源部門的負責人,?！八麄兓蛟S能夠從現(xiàn)實的角度上進行檢驗”，看看你的預(yù)期是否合理,。

????不過公平起見,，你要確保下達給招聘人員的目標并非總是在變動。薩弗斯通表示：“許多招聘人員稱,，經(jīng)理人很難堅持他們最初的職位描述,。他們一直在改變要求?！?/p>

????到了決定的時候,，就要干脆利落地做決定。

????“決策猶疑不定,，可能會十分危險,。”薩弗斯通說,。

????有些經(jīng)理人花了大量的時間來對人才進行比較和篩選,，遲遲不做決定。他們應(yīng)該明白,，最佳的人才是會溜走的,。

????“你每推遲一天,，招聘的質(zhì)量就會有所下降。大多數(shù)業(yè)務(wù)經(jīng)理都理解收益遞減效應(yīng)的影響,，不過在招聘上,，他們卻認識不到這一點?！?/p>

????譯者：樸成奎

????It's a buyer's market for companies looking to hire, but managers aren't giving recruiters high marks for the candidates they are delivering.

????Only one in three managers who have hiring authority is satisfied with the influence recruiting has on their business, according to the Corporate Leadership Council Recruiting research service.

????It's easy to blame recruiters, both in-house and external, says Todd Safferstone, managing director of CLC Recruiting. Managers "think recruiting should be a cakewalk" because the market is teeming with candidates.

????"Haystacks are bigger, but the number of needles is largely unchanged. Hiring managers won't be able to cut through those haystacks on their own," Safferstone says.

????It is true that "active candidates are loving organizations to death right now. It's spray and pray" when it comes to sending out resumes, he says. CLC Recruiting reports that between 2007 and 2010 the average number of applicants increased by 128%.

????However, that surfeit can lure managers into demanding "purple unicorns," candidates with qualifications that go far beyond what's required, Safferstone says.

????Ed Davis, former head of staffing for United Airlines and ConAgra Foods (CAG), is familiar with the problem. "In a market where there appears to be a surplus, the common mistake is to tack on too many unnecessary requirements."

????If you're planning to hire someone, you need to clearly identify the skills that are crucial for that position, Davis says. How will you define success in the job? What are the truly necessary leadership and technical skills?

????"When you layer those [extra] things on, it's like looking for a needle in a haystack. It may take longer to get [the new employee] and is what you ultimately end up getting really what you need for on-the-job success?"

????Recruiters who just nod their heads and agree to hunt for purple unicorns aren't doing you any favors, says Safferstone. And those "who want recruiters who are order takers are likely to get lower quality candidates … at greater expense."

????Instead of a complacent order taker, you want to a recruiter who makes you a little uncomfortable, Safferstone says. "The best recruiters ask the most non-obvious questions: Do you need to hire someone? Tell me what the day-to-day experience is going to be."

????John Vlastelica, managing director for Recruiting Toolbox, Inc., a Seattle-based consulting firm, believes that once you make a decision to hire someone, you should expect a good recruiter to set up a 30 to 60-minute strategy meeting "to discuss how to find, engage and sell candidates who fit the profile, identify quality (not just available!) interviewers who can help to assess and sell candidates, and discuss things like compensation, relocation assistance, immigration, and the overall process," Vlastelica says in an email.

????The best recruiters might expect even more of your time, says Vlastelica. Although a great recruiter "can get an A-player on the hook," you're the one who will need to reel that candidate in. "A-players need to experience the investment a hiring manager makes in them as a candidate, as it tells them volumes about how good -- or how bad -- it may be to work for that same manager once hired."

????If it's so difficult to get what you need from recruiters, should you just do it yourself?

????No, it takes far too much time to locate good candidates and screen them when that's not part of your day-to-day job, Davis says. Recruiters "know where the talent is. They know how to access talent in a way that's efficient and legally compliant."

????The best recruiters have deep knowledge on both the state of the demand for talent and the available talent, according to Safferstone. That knowledge allows a recruiter "to say that finding an accountant who speaks five languages is never going to happen at what you are willing to pay, with the quality you want, in the timeframe you want."

????These recruiters "really know what they're talking about. They've earned the right to challenge the hiring manager."

????If a recruiter you work with hasn't stepped up, spell things out, Safferstone says. It's best to say "here's exactly what I need [and] why I need it."

????If you feel the recruiter can't meet the challenge, you may need to raise the issue with the head of recruiting or human resources.

????But before you do that, Safferstone recommends talking with the person who is most in tune with the current recruiting situation. That person, perhaps a more senior manager or head of HR, "might be able to give you a reality check" on whether your expectations are reasonable.

????Be fair -- make sure you haven't been giving the recruiter a moving target. "A lot of recruiters report [that] managers have difficulty sticking to the original job description. They keep changing requirements, Safferstone says."

????And when it comes time to decide, decide.

????"Dithering on the decision can be really dangerous," Safferstone says.

????Managers who take their time shopping around should understand that the best candidates will slip away.

????"Every day you delay, the quality-of-hire ticks down. Most business managers recognize the point of diminishing returns, but they don't tend to recognize that in hiring."