????最新蓋洛普（Gallup）調(diào)查顯示,，全球僅有13%的員工會(huì)在工作中積極投入，也就是說(shuō),，他們是全身心致力于工作中,，可能做出巨大的貢獻(xiàn)。

????人們很容易對(duì)這樣的統(tǒng)計(jì)數(shù)據(jù)置之不理,，說(shuō)員工就是不想工作,。但作為雇主，自然不能就這么輕易放棄,。

????或許你的員工已經(jīng)在精神上開(kāi)了小差,，或許他們相互鼓勵(lì)幫助公司實(shí)現(xiàn)了目標(biāo)，無(wú)論如何,，招聘的方式,，為團(tuán)隊(duì)選擇不同人才的途徑，以及留住人才的策略等,，都能發(fā)揮重要的作用,。

????啟動(dòng)營(yíng)銷(xiāo)引擎，吸引優(yōu)秀人才

????在成長(zhǎng)型公司,，營(yíng)銷(xiāo)團(tuán)隊(duì)不應(yīng)該只關(guān)注吸引客戶(hù),。你還要盡量引起理想的、目標(biāo)員工的關(guān)注,。否則,，你的職位空缺便無(wú)法吸引足夠多的求職者——最終，公司便只能落入成長(zhǎng)型公司常見(jiàn)的招聘陷阱,，即招聘的員工只是在迫于無(wú)奈完成工作。如果一個(gè)職位的申請(qǐng)人數(shù)不超過(guò)20人,，那就說(shuō)明公司的招聘策略有問(wèn)題,。

????關(guān)鍵是要宣傳公司的愿景，不要擔(dān)心付不起誘人的薪酬,。對(duì)此筆者有切身的體會(huì),。多年前，筆者成立了大學(xué)院校創(chuàng)業(yè)者協(xié)會(huì)（Association of Collegiate Entrepreneurs）,，需要招聘第一位辦公室經(jīng)理,。當(dāng)時(shí)我們只能為這個(gè)職位支付18,000美元工資。我在威奇托當(dāng)?shù)匾患覉?bào)紙上發(fā)布了一則小廣告，廣告是這樣寫(xiě)的：“希望在一家全球性創(chuàng)業(yè)組織內(nèi)改變這個(gè)世界的大學(xué)生：你是否厭倦了為大公司工作,？你是否希望在充電之后再回到校園,？”我收到了從奧馬哈到達(dá)拉斯共120份申請(qǐng)，人選都非常出色,。最后我錄用了一位專(zhuān)業(yè)人士,，他曾在一家大型電信公司擔(dān)任CEO的行政助理，之前的薪酬高達(dá)60,000美元,。

????我認(rèn)識(shí)的另外一名創(chuàng)業(yè)者,，為技術(shù)人員定期舉行下班后快樂(lè)時(shí)光活動(dòng)，最終這項(xiàng)活動(dòng)吸引了大量人參加,，也為她在所在城市打出了自己的知名度——在那座城市,，人才爭(zhēng)奪非常激烈。每當(dāng)需要招聘的時(shí)候,，她都會(huì)把那項(xiàng)活動(dòng)作為尋找人才的渠道,。

????不要尋找自己的復(fù)制品。

????我去過(guò)許多公司,，經(jīng)?？吹絾T工的穿著、聲音和思維方式與CEO幾乎如出一轍,。身為創(chuàng)業(yè)者,，我們最不應(yīng)該做的，就是招聘一群自己的復(fù)制品,。你的團(tuán)隊(duì)?wèi)?yīng)該像好萊塢盜賊電影中的團(tuán)伙一樣,，各個(gè)身懷絕技——他們應(yīng)該擅長(zhǎng)不同的領(lǐng)域，能夠帶來(lái)獨(dú)特的視角,，而不是一群可以隨時(shí)被替換的通才,。這可以為團(tuán)隊(duì)的所有人創(chuàng)造一個(gè)更令人興奮的工作環(huán)境。

????招聘的時(shí)候,，我們難免會(huì)傾向于和我們類(lèi)似的人,。所以，為了可靠起見(jiàn),，我建議使用記分卡系統(tǒng),。在對(duì)求職者進(jìn)行面試和評(píng)價(jià)的時(shí)候，不僅要依據(jù)你希望他們承擔(dān)的責(zé)任,，還要以你希望他們實(shí)現(xiàn)的目標(biāo)作為基礎(chǔ),。比如在2014年為公司帶來(lái)100萬(wàn)美元的銷(xiāo)量等。要迅速了解如何使用這種方法,，我推薦由頂級(jí)評(píng)級(jí)法招聘系統(tǒng)的共同創(chuàng)造者杰夫?斯瑪特編寫(xiě)的一本非常簡(jiǎn)明的書(shū)《誰(shuí)》（Who）,。

????創(chuàng)造一個(gè)有利于優(yōu)秀人才成長(zhǎng)的環(huán)境

????不要擔(dān)心如何激勵(lì)最優(yōu)秀的員工,，重點(diǎn)是不要讓愚蠢的員工妨礙其他人的發(fā)展。在每天或每周的會(huì)議上,，詢(xún)問(wèn)他們遇到的障礙,，替他們掃清道路，讓他們完成最重要的工作,。要想調(diào)動(dòng)優(yōu)秀員工的積極性,，領(lǐng)導(dǎo)者應(yīng)該關(guān)心的是取消效率低下的流程和糟糕的管理實(shí)務(wù)。

????New Gallup research shows that only 13% of workers worldwide are actively engaged in their jobs, meaning they're psychologically committed to doing their best and likely to make a strong contribution.

????It's easy to write off statistics like this and say that employees just don't want to work, but as an employer, you shouldn't let yourself off the hook so easily.

????How you hire, the way you select a mix of talent on your team, and the strategies you use to retain people can make a major difference in whether you find yourself leading a bunch of people who've mentally checked out -- or a group that feeds off each other's energy as they help the company reach its goals. Here are three strategies you can use to build an engaged team.

????Crank up your marketing engine

????At a growing company, your marketing team shouldn't focus only on attracting customers. You need to get onto the radar screen of your ideal, target employees, too. Otherwise, you won't attract enough candidates to interview for your positions -- and leave yourself prey to the common growth-company trap of hiring anyone who's breathing, out of sheer desperation to get the work done. If you're not getting at least 20 applicants for each position, you're doing something wrong.

????The key is to sell your vision and to stop worrying if you can't pay top dollar. I learned this lesson years ago when I was starting the Association of Collegiate Entrepreneurs and needed to hire my first office manager. We could only afford to pay $18,000 for the position. The tiny ad I placed in a local Wichita paper said, "College student looking to change the world in global entrepreneurship organization: Are you tired of working for a big company? Do you want to get reenergized and back on campus?" I received 120 responses from amazing people, from Omaha to Dallas. I ended up hiring a pro who had been the executive assistant to the CEO of a large telecom company and had been earning $60,000 before that.

????Another entrepreneur I know held a regular after-work happy hour for techies that eventually became the place to go and be seen in her city -- where she faced plenty of competition for talent. That event became her talent pipeline when she needed to fill a position.

????Don't hire clones

????Time after time when I visit companies, I see a bunch of employees who dress, sound, and think the same way as the CEO. As entrepreneurs, the last thing we should do is try to recruit a bunch of mini-me's. Your team should be more like the motley crew in a heist movie -- experts who excel in different areas and bring unique perspectives, not a bunch of interchangeable generalists. It will create a more exciting environment for everyone on your team.

????It's hard to avoid the tendency to gravitate to people who are like us when we hire, so I recommend using a scorecard system to keep things honest. Interview and rate candidates based not just on the responsibilities you need them to fill, but also the outcomes you need them to achieve, such as bringing in $1 million in sales in 2014. For a quick overview of how to use this approach, I recommend the concise book Who by Geoff Smart, co-creator of the Topgrading hiring system.

????Create an environment where great people thrive

????Instead of worrying about how to motivate your most talented employees, focus on keeping the stupid stuff out of their way. Ask them at your daily or weekly meetings what roadblocks they're hitting and clear them, so they get their most important work done. Leaders should focus on stomping out inefficient processes and bad management practices if they want to keep talented employees engaged.