Archive for 八月, 2007

16

猎头工具: Google Cheat Sheet

   Posted by: TZ   in Technology

Google对于猎头顾问的重要性我就不多说了,掌握各种最新、最酷的Google产品也变成了一种挑战。

这里是一份最新的Google Cheat Sheet,你掌握多少呢?

Note: Cheat Sheet – An interface that guides users through the wizards and steps required to perform a complex task, and links to relevant sections of the online help. Cheat sheets are launched from the Help menu. 

15

我是谁?

   Posted by: TZ   in Opinion & View, Recruiting

我要说的不是成龙的电影,而是猎头经常(也许不经常)思考的问题。

不少猎头顾问在(别人)介绍自己的时候,都不愿意听到猎头Headhunter这个词。其中的原因很多,但归纳起来无非几条:

  1. 猎头和其它所有咨询类工作一样,好像不是一个正当行业
  2. 猎头的概念太泛、从业人员层次高低不等,导致自己不愿‘同流合污’
  3. 猎头是否会等同挖墙脚,一定得是偷偷摸摸、晚上出洞
  4. 猎头是否会给刚接触的人很功利的印象,不容易深入交谈

资深的猎头都知道如何应付这样的场面,但对于入行不久的猎头来说这一关就不是很容易过去。在和候选人或客户接触的时候,自己都不能够很清楚、很自信地介绍自己,可以想像社交的效果就可能大打折扣了。要成为一个出色的猎头顾问,首先就必须要搞清楚“我是谁”的问题。我把自己思考过程给大家分享一下:

  1. 猎头的确是属于咨询行业的一种,但整个服务行业是社会以及城市化进展中走向高级的必然产物。和律师、会计师等等一样,猎头顾问是一种高级的中介服务职业,是为中、高级人才流动提供服务的实现者,是为企业集团发展提供战略人才的供应商。 Headhunting is a HR service provider.
  2. 旁人对于猎头的理解,不在于这个单词的本身,而在于猎头顾问本身的素质。当一个猎头顾问本身都看轻猎头这个词的时候,别人对你的尊敬也高不到哪里去。当你对自己的职业充满激情和喜欢的时候,你接触的人也会体会和被感染到的。 I am proud of who I am.
  3. 猎头是信息的中介。和股票市场一样,高级人才市场也存在严重信息不对称。猎头工作的核心就是让人才市场的信息能够更加充分的流动,让高级人才的价值得到更合理的体现。所以猎头是高级人才市场的重要参与者和组成部分。一个通过获取信息、分析信息、传播信息、利用信息来赚钱的职业或行业是没有什么可以害羞或遮遮掩掩的!仔细想想,哪个行业不是呢?
  4. 猎头是信息的获取者,同时的给予者。优秀的猎头顾问在社交的过程中,不仅要了解接触对象的背景,同时也会给接触对象带来很多有用的行业、职业信息或机会。这就要求猎头顾问要多学会自我提高和学习,能够给你社交的对象足够的信息是你们的对话变得有趣。没有人不对自己的职业发展、薪资水平、招聘需求说不,但关键是这个猎头顾问究竟掌握多少有价值的信息。

好猎头和一般猎头的区别在于是把猎头做为职业还是仅仅一份工作来对待。好猎头注意打造个人名片,让周围的朋友都知道自己从事的工作,在朋友圈子里面建立个人的职业网络,为自己发展创造无限的商机。一般猎头每天仅在公司里面打CC,下了班以后最好希望没有人知道自己干什么。

知道“我是谁”,就要准备一些“我是谁” 的对话。

  • “我是德卡猎头公司的高级猎头顾问,我叫TZ”
  • “我是德卡猎头公司的顾问助理,我叫Sarah”
  • “我的工作主要是认识和发掘在xx行业中像xx一样优秀的管理人员,也许你就是我的客户公司理想的候选人”
  • “哦,原来你是从事这个xx行业的工作的,我正好有好几个500强的客户也在这个行业,我能了解你负责什么部门和产品么”

猎头顾问的优势就在于信息面全,跨领域广,对职业发展领域的各类信息掌握。这本来是很容易吸引社交对象的注意,也容易找到共同话题的。但对于一个不知道“我是谁”,不敢说“我是谁”的猎头来说,也许反而是件痛苦的事情。

德卡猎头 (www.dacare.com)

14

Monster全球裁员800

   Posted by: TZ   in HR General, News

全球最大的在线招聘网站Monster近日宣布全球裁员800人,约占员工总数的15%。Monster第二季度的季报显示利润下滑28%(尽管收入上升20%)。成本控制有点失控了。但核心问题是让网民访问它的网站变得越来越困难,成本也越来越高了。

随着竞争的加剧,中国的几个主要招聘网站(ChinaHR,51job,zhaopin等等)也面临同样的困局。Alexa显示几个招聘网站的数据都在往下掉,51job在新浪上猛做广告也没见很大起色。

都在美国上市,51job是否也会布Monster后尘而采取缩减成本方法来提高利润?被Monster直接控股(也许还不完全)的ChinaHR是否也要受到裁员风暴影响?既没有上市,也没有和Monster关联的Zhaopin能够置之度外么?

我们只能拭目以待。

14

播种和收获

   Posted by: TZ   in Opinion & View

虽然贵为美国《财富》杂志新近评出的世界首富,墨西哥电信巨子卡洛斯·斯利姆从未因为自己的巨额财富感到不安。他说:“财富就像一个果园、一棵果树,是有待分发的果实。你必须为了收获财富种下更多种子。”

猎头做为一个职业也是这样。很多年轻的猎头容易犯地错误就是没有花心思去播种、没有耐心等待果实的成长。只是匆匆地从一个果园到另一个果园,看到别人收获的喜悦,抱怨自己缺乏机会和运气。

不愿多付出的猎头不会有收成,只会苦干但不懂巧干的猎头也不能高产。优秀的猎头不仅懂得投入和产出的关系,更知道如何计划自己的行动(每天、每周、每月和整个未来)。猎头的养成计划包括但不限于:

  1. 选择行业
  2. 进行必要的行业学习和分类
  3. 公司和职位的熟悉
  4. 候选人的准备和积累
  5. 顾问和服务的包装
  6. 市场推广和品牌营销
  7. 公司合同关系建立
  8. 项目管理和操作
  9. 服务不断提高

以上计划内容除了1以外,2-9都是不断循环往复的过程。每一个步骤看似简单,但都包含很多内容和知识。在不同阶段回头看看,我也都有不同的感悟。不是每个猎头顾问在公司里都经历所有的步骤,但了解每个步骤的意义和重要性对每个人都很重要。

德卡猎头 (www.dacare.com)

3

猎头经验:候选人搜寻流程图

   Posted by: TZ   in Recruiting

候选人搜寻(Sourcing)是猎头公司中Researcher的主要工作。下面的流程图简单描述了德卡公司Researcher在Sourcing过程中的主要步骤和内容。

注释:

  • Researcher的工作内容主要可以分成三类:1)候选人开发(Cand. Developer) 2)电话搜寻(Phone Sourcer) 3) 网络搜寻 (Internet Sourcer)
  • 招聘(Recruiting)是在Pre-Qualify以后的主要行为,也是猎头的收入来源 
  • 整理候选人进入数据库(Database)是不同搜寻都应该坚持的最后结果,是经验的不断积累,是合格猎头顾问都应该坚持的行为

很多年轻的猎头顾问、猎头公司对于流程图中最后的一个步骤往往忽视或不很理解。急功近利、缺乏恒心、没有合适的技术工具以及不懂得候选人关系管理(CRM, Cand. Relationship Management)的重要性都是产生这个现象的原因。Researcher和猎头顾问每天都要接触大量的候选人信息,没有一个人脑能够长期地记住所有的线索,必须通过现代化的数据库手段进行储存和分类。数据库里的候选人信息除了能够被方便的检索、海量的记忆空间,还能起到备份和资源共享的效果。

猎头应该是一个越老约吃香的行业。但如果不注重平时的积累和沉淀(不及时对候选人信息进行整理和分类、没有一套候选人关系管理的手段和方法),那么白头发多了也是白搭。

德卡猎头 (www.dacare.com)

3

我最喜欢的面试问题 (II)

   Posted by: TZ   in Recruiting

【TZ按】 知道问什么固然很重要,但知道为什么问更重要。

Interviewing can be a tedious and stressful time. Which questions should you ask, which ones are appropriate? Are you going to pick the right person for the position? Below is a list of the top 14 interview questions hiring managers find most effective. These inquiries range from basic to complex and give descriptions of what the question accomplishes. Some of the questions are very straight forward and some are tricky ones that bring out the candidate’s personality and behavior without directly asking them.

What circumstance brings you here today? 是什么情况让你今天来到这里?

This is one of the best opening questions ever. This open ended question surprises many candidates. If they do not respond quickly, just sit quietly and wait for the response. Some candidates reveal problems with their current employer, potential insubordination, and both positive or negative character traits.

How would your best friend describe you? 你最好的朋友会怎样描述你?

In most cases, the response to this question indicates how the candidate wants you to feel they are perceived by friends. Take notes on the response and then ask, “May I call your best friend and see how they describe you?” You may or may not be interested in talking to the best friend. However, the response and body language after the follow-up question can indicate if you received a truthful response. I suggest asking this question near the beginning of the interview. It helps you get truthful responses for the rest of your time with the candidate.

What would you say are your 2 greatest weaknesses? 你最大的两个弱点是什么?

This question reveals the candidate’s ability to identify the need for personal improvement. The best responses include a plan on how the candidate is addressing the weakness.

This question reveals the candidate’s ability to identify the need for personal improvement. The best responses include a plan on how the candidate is addressing the weakness. Some candidates also do an effective job turning their weakness into a positive, which indicates the candidate has good alternative thinking or good sales skills. Watch out for candidates who are unaware or will not admit that they have weaknesses.

How do you alleviate stress? 你是如何自我减压的?

Every job has stress. So if someone says they are not stressed or claim to not do anything about it, then they are either lying or they do not know how to control it. Look for positive activities or hobbies, rather than substance use or dangerous activities as stress relievers.

What are your short and long term goals? 你的短期和长期目标是什么?

The response to this question usually reveals if the candidate has personal or professional goals. If they do not have a quick response, it may indicate they do not plan ahead. I especially like responses which indicate drive, planning and good work/life balance. You may also need to ask for more details about certain goals to gain insight into whether or not the employee intends to stay for awhile or just gain a little experience and move on. Consider asking the follow-up question, “What are 3 goals that you have achieved in the past year?”

What type of work environment do you prefer? 你希望一个什么样的工作环境?

If the company is very professional and usually quiet, someone who likes a loud, casual environment might not be the best fit.

When choosing potential employees, it is helpful to know what type of environment in which they prefer to work. If the company is very professional and usually quiet, someone who likes a loud, casual environment might not be the best fit. It is sometimes good to hire someone who does not fit the mold, but it is usually best to hire people who fit your work environment.

What is your typical way of dealing with conflict? 你是如何应对矛盾的?

As with stress, conflicts are something we deal with frequently. Conflicts may range from differences with a supervisor, to differing lunch preferences. Most employers look for someone who can deal with an issue without getting frustrated. Either ask for a real-life example or build a hypothetical scenario and ask how they would handle the conflict. Some managers, who prefer a more confrontational interview style, intentionally create conflict and stress in the interview to see how the candidate responds.

What tools or habits do you use to keep organized? 你有什么样的工具或习惯来保持条理性?

Instead of asking are you an organized person, this makes the interviewee prove and describe their organizational skills. Most hiring managers expect that their employees have some type of system to stay organized. Whether it is using a planner, or electronic calendar, these tools confirm that the potential employee is reliable and responsible.

Tell me about a time when you had to go above and beyond to get a job done. 告诉我一个实例,你如何通过额外的努力完成一项工作的。

This is an excellent question that lets a potential employee really sell themself. In doing so, the hiring manager can see what type of person they are really interviewing. They can also measure how out of the way this candidate had to go in order to complete their duty. This gives a clearer picture about the work ethic of the potential employee.

What was a major obstacle you were able to overcome in the past year? 你在过去的一年里克服了什么重要的障碍?

Problem solving is the major topic covered by this question. What kind of thinker is this candidate? Can they do projects on their own or does their manager need to hold their hand. It also confirms how determined they can be toward a project.

In what ways do you raise the bar for yourself and others around you? 用什么样的方法来使你和你周围的人提高?

This question gives the interviewer an idea of who is and is not an above average performer. It also demonstrates leadership potential and the willingness to be a team player.

Tell me about two memorable projects, one success and one failure. To what do you attribute the success and failure?

Tell me about two memorable projects, one success and one failure. To what do you attribute the success and failure? 告诉我两个你记忆深刻的项目,一个成功、一个失败。你都在里面起了什么作用?

Asking this question helps determine the candidate’s ability to learn from successes and failures.

What unique experience or qualifications separate you from other candidates? 你有什么特质可以让你区别于其它的候选人?

Some candidates have interesting characteristics and experiences that will not be exposed without asking a question like this.

Where do you see yourself in five years? 五年以后你会在哪里?

Save this question for the end of the interview. A good response should be consistent and defined when you asked about short and long term goals. Beware of candidates who plan to be the same position five years from now. My favorite response is, “I plan to have either your job or your boss’ job.”

Interviewing is about finding the right candidate for a position. Proper questions reveal the most promising candidate for a hiring manager. Before interviewing, write down the characteristics the ideal candidate would possess and try to tailor your questions around those attributes. Also, open ended questions make applicants create a clearer image of who they are for the hiring manager. Interviewing is simply a matching game to see which candidate is the best fit for the position.

德卡猎头 (www.dacare.com)

如果你曾经因为一个好的候选人由于缺乏面试经验而被否决,那么试试Lou Adler的建议How to prep A candidate如何准备候选人。Lou认为通过一些简单的候选人培训和辅导(如果他熟悉一些常用问题和答案),猎头顾问的成功率就能够再提高50%-TZ

How to prep A candidate 如何准备候选人

By Lou AdlerWe all know that most hiring managers don’t conduct broad-based, evidence-based interviews. Many base their judgments about candidate competency on some combination of first impressions, technical knowledge, academics, and smarts. One sure way to improve your hiring batting average (sendouts/hire) is to prep your candidates to cope with whatever questions or circumstances arise. If you handle the candidate prep well enough, you can also prep your clients without them even knowing it.

Following are some key points you should cover when prepping your candidates:

Step 1: Make sure your candidates know their own strengths and weaknesses. Have your candidates write down their four or five strengths and one or two weaknesses. Have them include a short, one-paragraph example of an accomplishment using each strength. With the weaknesses, have them write up a specific situation where they’ve turned that weakness into a strength, or have overcome the weakness. As you’ll see in the “Universal Answer” below, these examples are critical.

Step 2: Learn the “Universal Answer.” Most answers during the interview should be about one to two minutes long. If the candidate talks for more than three minutes, the interviewer loses interest. The candidate is then ranked as boring, long-winded, or too self-centered. If the candidate talks less than a minute, the person is considered superficial, incompetent, or lacking interest. Have your candidates practice their answers using the “Say a Few Words” acronym (SAFW):

S: make an opening Statement
A: Amplify that statement
F: provide a Few examples
W: Wrap it up

Providing the example is the most important part of the exercise. This is the demonstrated proof behind the opening statement. Interviewers will use these examples to form their judgments about candidate competency. Most candidates talk in generalities. Specific examples are much more convincing. For instance, a marketing manager could give a specific example to describe how she launched a new product rather than saying she’s strong in advertising and new product promotions.

Step 3: Have candidates prepare write-ups for their two most significant accomplishments. To improve their verbal pitches, also ask your candidates to prepare more detailed write-ups for their two most significant accomplishments. Each of these should be two to three paragraphs in length, but no more than half a page each. One should be an individual accomplishment, and the other a team accomplishment. Make sure they include examples of their strengths in both write-ups. Most candidates get a little nervous in the opening stages of an interview, which can result in temporary forgetfulness. The write-ups will allow for better recall of this important information at these times. They’ll also be the basis of the examples in the SAFW response. Have them send you these write-ups so you can check out their written communication skills.

Step 4: During the interview, get your candidates to ask the “Universal Question.” Discussions about major accomplishments should dominate the interview session. Since most interviewers don’t ask about these naturally, you can have your candidates get them started. To do this, have your candidates ask this question early if they feel the interview is going nowhere, “I don’t have a complete understanding of your real job needs. Would you please give me an overview of what the job entails and describe some of the key challenges in the job? Then I can give you some examples of work that I’ve done that are comparable.”

Something like this will allow the candidate to then describe some important related projects she’s worked on. Managers generally like candidates who are more forceful and who ask good questions, so make sure your candidate has a list of other insightful questions to ask, such as: “What does the person in this job need to do to be considered successful?” “What’s the biggest problem that needs to be addressed right away?” “What types of resources are budgeted already?” “Why is the position open?” “How have you developed your team members?”

Step 5: Ask for the job. At the end of the interview, have your candidate tell the interviewer that she is interested in the job, and would like to know what the next steps are. If the next steps seem evasive or unclear, have her ask the interviewer if her accomplishments seem relevant to the performance requirements of the job. Understanding a potential gap here allows the candidate to fill it in with an example of a related accomplishment. Make sure your candidates do the best job possible of presenting their strengths. Sometimes they have to ask for the job to understand what points they need to get across.

Prepping is important. Well-prepped candidates are more confident and provide more thorough answers. If they know how to give complete answers, they worry less and are able to ask better questions. All of this improves the odds that they will be assessed fairly, especially if the focus of the interview is on detailed discussions about the candidates’ major accomplishments.

德卡猎头 (www.dacare.com)