手机版|
二维码|
没有哪间公司提供的业务可以满足市场上的所有顾客或者客户，那么，在人才选拔时，我们为什么总认为“顶尖选手”就是“适配人才”？
英文作者/Author: Greg Basham, Steven Li
中文翻译者/Chinese Translator:陈晓芸（Irene）
英文原题/Original Title：Employer Branding in the Talent Smart Organizations
Top marketers know the value of having the right potential customer in the right place at the right time. They don’t hold a product launch for an expensive new item if not make sure the crowd in attendance is not just out for the free food and drinks.
市场营销高手信奉这样的原则：在对的时间和地点，和对的人打交道。如果缺乏可靠数据，他们不会盲目将新品高调推向市场，更不会通过免费小吃和不限量软饮，来吸引“闲杂人等”参与发布会。
To ensure they target the customers that actually fit their products and services, top players always spend considerable sums of money on market research and customer insight.
为了确保目标受众获得服务和产品，市场营销高手往往花费巨资，展开市场研究和用户洞察活动。
If this helps them being business solution providers to the right audience, are there lessons that can be applied in ensuring that the person – fit works across the entire organization?
如果说，高端品牌据此在市场上赢得了目标顾客；那么，面对人才市场，我们能够获得什么样的启发，准确锁定目标、收获高适配人才呢？
The 6 lessions we can learn from the best marketers toensure the hired talent that fit:
聘任、选拔适配人才，市场营销高手留给我们以下6点启发：
Lesson 1.
Not all customers are the right fit for our businesses.
没有哪间公司的服务可以满足市场上的所有顾客。
每个生意都有它的优势和劣势，每家公司都面临挑战和机遇，不同组织的领导者也有不同的期望，管理层应当学会取舍，以确认自己的相对优势地位，优化和调整相关价值主张。
While in the market, demands differ by group, age and region, smart employers invest into research and insight to scan for the right audience. Notall of candidates take salary over interest, and most of them understand the person-organization fit is vital for career success.
而在市场上，族群、年龄段和区域来源地的背景不同，人才的需求各异，明智的雇主通常花费不菲来进行调研和人才洞察。不是每个候选人都更看重薪酬、而忽略自身的兴趣；而他们中的很多种日益认识到“个人组织适配性”是职场成功的关键因素。
Take-away Remember to position well your employer brand to tap the right audience for cutting edge.
切记，准确定位你的雇主品牌，瞄准目标人才群体，才能获得相对优势
Lesson 2.
Having the right potential customer in the right place at the right time.
在对的时间和地点，和对的人打交道。
Give realistic overviews of the brand values, culture and work environment and expectations.
与候选人沟通时，切实描述您的品牌价值观、企业文化、工作环境以及企业愿景。
This helps a significant increase of qualified candidates who fit your situation better, though this may result in a significant dro of the overall application which still saves your energy and time from going through irrelevant applicants in the end of the day.
此举将显著改善候选人的相关性，从中找到更与组织适配的合适人才；当然，这样的一个另外的结果可能是，总体申请数下降了——相应地，避免了消耗无谓的精力和时间在更多错误的对手身上。
Whether it’s a business or a sports team such as football there are times when a less talent is a better and more productive fit than a more talented person who doesn’t match with the culture, expectations and work environment.
不论是在企业，还是足球队那样的运动团体，最终脱颖而出的往往是那些风头稍逊者，他们的业绩表现更出色、取得的成果也更大；因为，相比那些所谓的“顶尖选手”，这些风头稍逊的人才，可能更适应你的企业文化、公司前景以及工作环境。
Take-away Remember being honest to talent regarding who you are, to minimize the irrelivant application and employee's unreasonable expetection.
切记，客观传递雇主状况，减少不相关应聘，并降低现存员工不合理期待。
Lesson 3.
Make sure every colleague is counted in brand values delivery
市场营销高手确保组织中的每个同事 理解品牌的价值主张
Your employees understand everything about your organization which makes impact on Employer Brand you live with this moment.
你的员工了解组织的一草一木、一举一动，而这些日常事物正好决定了雇主品牌的实际状态的呈现。
Encourage employees, including good and bad employees to speak out whatthe job is like. Wait. What?
鼓励员工分享真实的工作体验，包括“好员工”和“差员工”。真的要这样做？
The good employees, i.e. high performance employees naturally will talk about their positive experience, at career talk activities, on social networking sites or wherver– and I strongly suggest you invite some of them tobuild up a volunteer group, which serves as an employer brand ambassador organization online.
“好员工”，比如高绩效的员工；他们自然愿意谈论和分享在组织当中的积极体验，不论是在宣讲会上，是在社交媒体平台当中，还是任何其他地方。并且我强烈建议去邀请部分“好员工”，组织起来一个志愿小组，在社交媒体环境中，扮演雇主品牌大使的角色。
As of the so-called ‘bad employees”, i.e. underperformance employees, you may be worried about what they are going to say. Don’t be, let them say it! All you need is to address them as soon as possible, to see what issue prevents them from performing better.
至于所谓的“差员工”，一开始，你可能会担心他们乱说话。大可不必过于紧张，放宽心，让他们说。没准是好事？你需要做的只是，做好准备，尽快对他们的负面分享做出响应，立即了解导致他们工作低效的缘故是什么。
If they camplain about your winning performance culture or innovation spirit , good for you, they are saying in a reversed way, that you are a great employer in doing right things.
Sure, it's also time for them to walk way.
如果“坏员工”吐槽的对象是进取文化和创新精神，那太好了，恭喜你，因为他们正以“反面教材”的方式，告诉大家，你们正在做对的事情。当然，他们是时候走人了。
If the person- organization fit issue is the case, you need ask them out quickly (with explanation and compensation hopefully!), thus a competitive workforce always remain (those ex-employee will be a good fit at other places too!), the ROI of human capital is secured, and the chance is lower that your other employees and candidates get confused about what your team is like.
如果是“个人组织适配性”的问题，你只需要尽快请他走人（当然要有解释和可能的相应补偿），这样，职场的活力和士气得以保持（这些离职员工们也将在别的地方找到更适配的职位），人力资本构成得到优化；更不用说，也大大降低他们在社交媒体发表负面评论的可能性，避免让和其他员工和候选人混淆雇主的价值主张。
Take-away Just let employees speak out about what the job is like, if you do right with it, even negative comment will endose you in an interesting way.
不妨让员工分享真实工作体验,如果应对恰当，就算是负面评价也不过是对你的“反面背书”
Lesson 4.
Foster customer loyalty for a quality growth.
赢得顾客忠诚，获得优质增长。
If you want top talent and the highly engaged most of them are already employed. Research shows they want to know about you and the job before they apply.
如果你想招到杰出又非常敬业的人才，实话说，他们大部分人都已经有工作了。研究表明，他们在申请新工作之前，都想要首先了解你的公司和职位。
Bad brands do it differently. ‘Give us your entire detailed work history includingsalaries and dates before we’ll give you anything.’ Top candidates simply take a pass.
差的品牌刚好做着相反的事情：“把你完整的工作经历，包括薪资情况发给我们，然后我们给你我们的信息。”优秀的候选人通常就放弃这个机会了。
That's external thing, how about the internal story?
这是面对外部候选人的情形，那么内部呢？
Many employers with great reputation in regions and the world, they are fond of setting up great senarios for candidates, crazy with developing packages for new hires, but internally the totally opposite. Why?
很多雇主久负盛誉，是区域市场的老大，又或者是巨头驰名世界，他们很照顾（外部）候选人的感受，热衷于为新人提供阳光缭乱的待遇；但在内部，情形却是相反的。为什么呢？
Don't they realize every current employee is lured by the same approaches by their counterparts and the annoying head hunters? Futhermore, since you pay a lot to get a new hire, why not pay the same to get them work better inside?
也许他们没有意识到，他们的对手公司和猎头们“蠢蠢欲动”，“以彼之道，还施彼身”，也要对自己的员工下手？再者说，已经都花下重金请到了新人，为什么不能以同样的投资来帮助他们在内部获得更高绩效呢？
One thing you can do and that many of firms have done is internal transfer, however, most of them don't do right with this. As many as signatures will be required before an employee applies for an internal transfer, when they get enough with existing line mangers, and badly, no any further training and consulation will be provided to support this kind of adventure.
When you ask for the next signature, they fire you.
有一件事，可以做，可以很多公司都已经在做了，那就是内部转岗；但是，很多公司并没有做好。在一份转岗申请提交之前，大量的签字盖章需要完成；更可悲的是，在受够了现任主管之后，面对这样的“冒险”，到了新的岗位上，居然没有相应的岗位培训和指导。
I heard many cases each year from friends, and a similar case I came across is aleading IT research and advisory company who is amazing about attracting talent, but lazy about talent support.
每年我都听到不少朋友经历这样的境况，最近的一个类似例子是某全球著名IT研究和顾问咨询公司——在招募阶段是多么的“谦恭下士”，而在内部轮转时又是多么的“力不从心”。
当你要求下一个签字时，你的员工可能已经“用脚投票”了。
Take-away
Make sure the application process to be user friendly both externally and internally.
切记，外部申请和内部转岗流程都须具有用户友好性。
Lesson 5.
Make sure the crowd in attendance is not just out for the free food and drinks.
场子不该被在乎免费小吃和不限量软饮的“闲杂人等”所充斥。
Top brands are clear on what the roles are and clear on their expectations. Some go so far as to set out who does and who doesn’t do well in their firm.
顶尖品牌清晰地知道各岗位的职能以及胜任标准。其中一些公司能很容易判定现存员工“孰优孰劣”。
Of course, they play the selection process at many phases of the whole talent management, including leadership succession and recruitment.
他们力争在整个人才管理的不同阶段都使用筛选工具，当然，包括了领导继任计划和招聘环节。
For example, they use tools such as cost effective psychometric tests with norms when hiring leaders and managers as well as marketing and sales people. Tests that compare candidates with a population of proven performers in your region!
比如，在招聘领导层和管理层，还有市场和销售人才时，他们会利用经济实用的常规心理测试。还有一些测试，可以将候选人与同区域内优异绩效者进行标杆对比。
Some will use job simulations wher the candidates come in and are given a series of work related activities to participate in even though they might have no prior experience.
一些公司还会采用模拟工作的方式——将候选人邀请来，让他们参与一系列与此工作相关的活动，即使候选人从来没有过相关的工作经历也无妨。
Take-away Remeber to ensure your standards are high enough and selection tools fit the role.
切记，保证人才选拔的标准足够高，确保筛选、评测工具适用。
Lesson 6.
Brand value is always in the eyes of the customers
品牌的打分者永远是“顾客”
If your firm does employee engagement surveys (top brands do) they naturally include questions on the Employer Brand.
如果你的公司进行了员工敬业度调查（顶尖品牌都这么做），那么里面应该包含相应的问题。
Top brands get job candidate feedback on their entire recruitment process even from those they didn’t hire. Top brands see every interaction with someone inside or outside the organization as important to relationship building.
顶尖品牌能够在整个招聘过程中获得反馈信息，甚至能从他们未予以聘用的人那里获得反馈。这些品牌认为每一次与组织内部或者外部的人员进行互动都是十分重要的，有益于营造体验。
Take-away Remeber to measure how well your organization is living up to your Employer Brand Commitments
切记，衡量公司是否很好地履行了雇主品牌承诺。
How does your organization stack up?
你的组织进展如何呢？
