Archive for 六月, 2013

16

成为HR高管的9个重要步骤

   Posted by: TZ   in HR General

尽管有些朋友可能在微博中已经看到过,但好东西多看几遍不是坏事。从事招聘行业的朋友也需要职业发展的GPS,希望下面内容能有些帮助。

【成为HR高管的9个重要步骤】企业招聘者应如何通过自身努力,在组织内得到提拔? ①建立内部关系网络 ②参与面试 ③学习销售语言 ④掌握市场动向 ⑤参加行业会议 ⑥积极参与社交媒体 ⑦和业务经理紧密合作 ⑧利用背调和认识高管 ⑨和市场部门交朋友

原文参见这里

 

成为HR高管的9个重要步骤

昨天接到一个老同事的电话,他现在负责一个公司招聘工作。几天前LinkedIn销售去登门拜访,介绍LinkedIn产品(打包价十万美金,包括几个Recruiter帐号和Career Page)。

他来咨询我的意见,值不值?LinkedIn销售说能够很大程度替代猎头工作和费用,因为猎头很多人选也都来自那里,他很心动。

尽管是LinkedIn超级粉丝,但从企业招聘角度我还是给朋友提了些想法:

1)首先猎头价值的存在不仅仅是找到候选人Sourcing,还有Selling企业职位价值,这需要技巧也需要耐心;

参加过LinkedIn分享会的朋友可能都了解,即使Sourcing,技巧也分高下;面对同样的2亿多LinkedIn会员,A能找到的候选人人未必B也能找到。对JD的把握、对关键词的展开、对搜索结果的Pattern分析都是需要技巧、经验和时间的积累。

有能力做内部猎头的HR并不便宜,公司内部是否有相应的奖励机制。如果把猎头服务提供的保证期算进去,自己内部借助LinkedIn进行猎头真不知道赔还是赚的生意。

2)LinkedIn数据固然庞大,而且人才高端。但毕竟覆盖面还有限,能找到的候选人更多是D以上或一些特殊人才。公司在金字塔顶部的职位预算才是可计算的Money。其它岗位的招聘还会需要更多渠道。

面对LinkedIn大数据的魅力和功能,很少有人能在销售演示的数据图表前不心动。但我们的企业招聘是一个复杂而全方面的战略设计,HR要更多地从老板角度去考虑采购和预算的平衡使用。

ROI(return on investment)是否有保障?预算都出去了,效果不如人意怎么办? 老板不一定记得你的好,但你犯的错他一定记得 :)

我建议的步骤是这样:

1 首先要让内部招聘者熟悉LinkedIn内容、规则和功能。要在一个新世界里找寻宝藏,熟悉地形,有份地图很重要。(可以多看几遍『加勒比海盗』加深理解) 让负责招聘同事听村长的培训课是一个不错的办法,如果有可能带老板一起来,请Bookmark! :)

2 在公司预算不足的情况下,可以先从免费会员开始玩(其实免费会员可以做很多事,只是许多人不知道);也可以用一下『玄德社交招聘』这样的免费招聘工具,村长还会打磨一下后再正式发布;或者买个便宜点的LinkedIn个人付费会员试试(200多美金/年,不贵)。

钱多的公司,也别一下子被忽悠走了十几万美金。还记得你上次疯狂采购完后悔的心情么? 美国的LI会员有7000万,中国还只有300万。 买一、两个Recruiter帐号先试试,如果两把菜刀就能闹革命,方天画戟也许真用不上。 有了效果,再多买些LI产品也不迟。如果能够给企业带来效果,几百万美金也不是什么大事。

(LinkedIn的中国价格不接地气,感觉还会掉,别说我没提醒你哦)

最后实在找不到你想找的人,还是(上基摩村)找猎头吧,多一个灵活救急的猎头渠道不是坏事。

点击底部“查看原文” - 【HR如何推动Line Manager更快地进行招聘】

===关于村长微信===

村长是了猎头服务平台『基摩村』创始人,平时关注前沿的招聘理念和动向。订阅“村长”微信,可以不定时获得村长对招聘市场的精选唠叨和吐槽。 要是觉得无聊的有趣也欢迎转发给你周围的招聘朋友。

TZ

订阅方法:

点击右上角按钮,选择“查找微信公共帐号”,或在“添加朋友”里搜索“jmchief”。

6

美国大学招聘案例研究

   Posted by: TZ   in News, Recruiting, Technology

UCLA neuroscientists Arthur Toga, left, and Paul Thompson

近日轰动美国学术界的一起招聘案例,USC(南加州大学)从同一个城市竞争对手UCLA(加大洛杉矶分校)那里偷了2位神经科学专家。

跳槽的原因中,钱不是决定性的。2位专家在跳槽前一个收入一百万美元,另一个40多万美元。USC为了吸引他们前后跟踪了几年。这个过程堪称如何吸引顶级人才的经典案例。

After years of unsuccessfully courting two of the world’s preeminent  neuroscientists with offers of more money, bigger and better facilities,  a larger budget, and almost anything else they wanted, the University  of Southern California finally closed the deal last month when its top  recruiters sold them on lifestyle.

Poaching Arthur Toga and Paul Thompson and practically the entire  staff of their Laboratory of Neuro Imaging from crosstown rival  University of California/Los Angeles came down to things as hard to  predict as a senior school official greeting janitors and doctors alike,  and as hard to control as a commute.

How USC finally lured Toga and Thompson is a case study in recruiting  world-class talent, showing the importance of every part of the  process; from building and maintaining a relationship, to encouraging  employee networking, involving the most senior people, and creating a  culture where deans know janitors as well as they know their medical  school faculty.

Toga and Thompson announced they would be leaving UCLA,  where both have been for almost two decades. With them go some 85  graduate and post-doctoral students, and others from the 105 laboratory  staff. UCLA tried to put a good face on the mass exit, but, the Los Angeles Times quoted other leaders in the field describing it as a major coup for USC.

In an anatomy of the recruiting effort, The Times  described an effort that began three years ago with offers of money and  facilities. Then, UCLA responded by expanding the lab and giving the  men more resources. This time, when USC heard the men and their lab were  being courted by the University of Pennsylvania, an all-out recruiting  effort was launched that extended from faculty friends of the two who  tipped off the university Penn’s interest all the up to the top USC  executives.

The Times reports that a turning point came at a dinner in  February when USC Provost Elizabeth Garrett and Executive Vice Provost  Michael Quick talked with Toga, not about the lab, or a possible offer,  but about his life and the things that excite him. Toga told The Times that driving home from that dinner, “I knew I really wanted to work for these people.”

Thompson, his partner in the lab, was touched when, during one of the  campus tours, Dr. Carmen Puliafito, dean of the USC medical school and a  future boss, greeted doctors and janitors alike, convincing him it was  genuine by mentioning personal details.

Salary, though certainly one of the issues on the table, wasn’t  decisive. Toga was being paid $1 million a year at UCLA; Thompson earned  $421,000. What convinced them was USC’s commitment to building a  world-class program, the facilities, and those other, “softer”  considerations, including, for Toga, proximity to family and commute  time, and for Thompson, Southern California’s climate and the imposition  a move to Pennsylvania would have made on his family and lab staff. The  USC culture, too, was important, especially the faster decision-making a  private school offers over the state run UCLA.

By the time the details were finally resolved, Toga and Thompson were  clearly so convinced they didn’t give UCLA an opportunity to counter.  Toga told The Times he didn’t want “to play games.”

===关于村长微信===

村长是了猎头服务平台『基摩村』创始人,平时关注前沿的招聘理念和动向。订阅“村长”微信,可以不定时获得村长对招聘市场的精选唠叨和吐槽。 要是觉得无聊的有趣也欢迎转发给你周围的招聘朋友。

TZ

订阅方法:

点击右上角按钮,选择“查找微信公共帐号”,或在“添加朋友”里搜索“jmchief”。