??? 但有些時候公司需要新鮮血液，這就需要從外部聘請人才,。懷亞特杰斐管理研究公司（Wyatt and Jaffe）總裁馬克?杰斐稱，如果是這種情況的話,，公司應該避免對應征者進行純粹的自我標榜。他說：“我認為在這個階段,，公司不僅僅對股東,，還要對他們希望吸引的人才變得更加透明,，?！?/p>
????但如果公司的問題很嚴重，做到這一點并非易事,。舉例來說，2005年埃迪?蘭伯特將西爾斯和美國廉價超市公司K-Mart合并之后,，西爾斯的銷售額逐年下滑。勞埃德銀行則在謀求出售600多家分支機構以獲得政府援助,。
????所以,，如果應聘者沒有特別意愿加入到處于困境中的公司,，誰也不能責怪他們。但杰斐表示,，坦承在面試過程中非常關鍵，即使傷人也必須實事求是,。他說：“有時我會跟應聘者說：‘這么說吧，這就相當于買了一張?zhí)┨鼓峥颂柕拇?，但是你會擁有一間頭等艙的套房,。得有一點謙遜和幽默感,，還要樂于實事求是……’”
????敢于直面自身問題的公司非常清楚自己的優(yōu)勢和劣勢所在。這種自我認知聽起來可能很簡單,，但實際上卻是非常關鍵的第一步。此外,，誠實而徹底的自我評估能夠讓公司在考慮理想領導者時更有創(chuàng)新性,。杰斐說：“候選者可能多達40人，他們年屆五旬,，相貌堂堂,，人們都以為他們是高手,，但實際上這些不過是浮云而已?！?/p>
????在傳統(tǒng)人才庫之外尋覓良材，這對于正在招聘人才的公司來說也會獲益頗多,。杰斐稱,，不是說有很多人正準備著來扭轉西爾斯的頹勢,，而是“我們可以用一種不同的視角來考核管理者的業(yè)績，并列出一份清單,，物色與以往類型完全不同的優(yōu)秀人才,?！?/p>
????公司面臨困境時通常會打安全牌，在招聘首席執(zhí)行官的時候采取更為保守的態(tài)度,，這可以理解。但在某些情況下,，最佳方案是選擇那些要價更低,、更渴望得到職位的候選人,，雖然他們可能沒有熱門人選那么耀眼，但誰又能說,，他們將來就不會成為人人爭搶的香餑餑呢,？
????譯者：李玫曉/汪皓 |
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????But sometimes companies need fresh eyes and must hire outside. If that's the case, they should steer clear of a purely self-promotional pitch to CEO candidates, says Mark Jaffe, president of executive search firm Wyatt and Jaffe. "I think we've reached a point where companies need to be a little bit more transparent, not only with their shareholder constituency, but with the talent they are trying to attract."
????That can be a tough sell when a company has serious problems. Sales at Sears (SHLD), for example, fell every year since Eddie Lampert combined the company with K-Mart in 2005. Lloyds Banking Group is navigating a sale of over 600 branches to start to pay the government back for its bailout.
????So you can't blame executives if they aren't breaking down the door to get to a corner office at a troubled company. But honesty is critical in the interview process, Jaffe says, even if the truth hurts. "Sometimes I'll say, 'Look, you may be buying a ticket on the Titanic here, but you will have a first-class suite,'" he says. "You have to have a little bit of humility and a sense of humor and a willingness to be realistic…."
????Companies that are upfront about their problems show that they know their strengths and weaknesses. That kind of self-knowledge might sound simple, but it is actually a critical first step. Besides, an honest, thorough self-assessment may lead some organizations to think more creatively about who their ideal leader might be. "There is a small club of about 40 50-year-old men with fabulous hair that are considered to be the diamond-cutters," Jaffe says, "but it's all smoke and mirrors."
????Companies in recruiting mode could actually benefit from looking beyond the typical talent pool. Not that there are hundreds of unknowns waiting in the wings to turn Sears around, Jaffe says, but "it's very possible to take a different view of an executive's performance and come up with a whole different kind of list of people who do extraordinary things."
????Understandably, businesses that are facing problems usually play it safe and make more conservative CEO hires. But in some situations, the best choice is to go after someone cheaper, hungrier, and possibly a little further from the limelight than the usual suspects. And who knows, he or she could be the next big name that everybody wants. |
