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????對(duì)于想要招聘的企業(yè)來(lái)說(shuō),，現(xiàn)在的就業(yè)市場(chǎng)是買(mǎi)方市場(chǎng)。不過(guò)許多經(jīng)理人都表示,，他們對(duì)招聘人員招來(lái)的候選人并不十分滿意,。

????根據(jù)企業(yè)領(lǐng)導(dǎo)力委員會(huì)招聘調(diào)查服務(wù)（Corporate Leadership Council Recruiting，簡(jiǎn)稱CLC Recruiting）的統(tǒng)計(jì),，在具有招聘權(quán)的經(jīng)理人當(dāng)中,，只有三分之一的經(jīng)理人對(duì)招聘給自己業(yè)務(wù)帶來(lái)的影響感到滿意。

????對(duì)此,，CLC Recruiting的常務(wù)董事托德?薩弗斯通表示,，人們很容易把這種情況怪罪在內(nèi)部和外部的招聘人員身上。經(jīng)理人們普遍覺(jué)得“招聘應(yīng)該是一件輕而易舉的事”,，因?yàn)槭袌?chǎng)上充斥著大量的求職者,。

????“招聘正確的人才就好比在干草垛里找針。干草垛變得更大了,，但是針的數(shù)量很大程度上并沒(méi)有改變,。僅靠招聘經(jīng)理自己的力量，是無(wú)法攻克這些干草垛的,?！彼_弗斯通表示,。

????的確正如薩弗斯通所說(shuō)的那樣，“現(xiàn)在活躍的求職者們對(duì)企業(yè)愛(ài)得要死,，他們都在‘海投’簡(jiǎn)歷”,。根據(jù)CLC Recruiting的報(bào)告，在2007年到2010年間,，求職者的平均人數(shù)增長(zhǎng)了128%,。

????不過(guò)薩弗斯通也表示，求職者過(guò)多,，容易使經(jīng)理人奢求所謂的“俊杰之才”,，也就是其資歷遠(yuǎn)遠(yuǎn)超過(guò)崗位需要的人才。

????艾德?戴維斯曾任美國(guó)聯(lián)合航空公司（United Airlines）和康尼格拉食品公司（ConAgra Foods）的人事總監(jiān),，他對(duì)這個(gè)問(wèn)題并不陌生,。“如果一個(gè)市場(chǎng)上出現(xiàn)了過(guò)剩,，那么人們常犯的一個(gè)錯(cuò)誤,，就是會(huì)附加許多不必要的要求?！?/p>

????戴維斯表示,，如果你想招聘員工的話，首先你需要明確確定這個(gè)崗位的關(guān)鍵技能,。你是如何定義這個(gè)崗位上的成功的,？哪些領(lǐng)導(dǎo)能力和技術(shù)能力是這個(gè)崗位真正必要的,？

????“如果你加上了這些附加條件,，就會(huì)變得像大海撈針一樣。招聘新人所花費(fèi)的時(shí)間會(huì)變得更長(zhǎng),。而且你最終得到的人才,，真的就是業(yè)務(wù)成功所需要的人才嗎？”

????薩弗斯通表示,，如果你的招聘經(jīng)理只是點(diǎn)頭附和,，同意尋找“俊才”的話，那么他們并不會(huì)幫上你什么忙,。而“如果你只想讓招聘人員嚴(yán)格服從你的命令,，那你很可能會(huì)以更高的代價(jià)，換來(lái)更低質(zhì)量的人才,?！?/p>

????薩弗斯通認(rèn)為，你所需要的并不是一個(gè)只知道討好你的人,，而是一個(gè)讓你覺(jué)得有些不舒服的招聘人員,。 “最好的招聘人員會(huì)問(wèn)一些最不明顯的問(wèn)題,，比如他們會(huì)問(wèn)：你需要招聘員工嗎？告訴我你想讓他們做哪些日常工作,?！?/p>

????Recruiting Toolbox, Inc公司是西雅圖的一家咨詢公司，該公司的常務(wù)董事約翰?烏拉斯特里卡認(rèn)為,，一旦你做出了招聘員工的決策,，一名好的招聘人員應(yīng)該召開(kāi)一場(chǎng)30分鐘到60分鐘的戰(zhàn)略會(huì)議，以“商討如何尋找符合要求的人才,，并且吸引這些人才,，向他們推銷(xiāo)公司。此外還需在會(huì)上確定幾位優(yōu)秀的面試官,，他們可以幫助評(píng)估人才,，以及向人才推銷(xiāo)公司。另外會(huì)上還需討論薪酬,、安置援助,、移民和總體流程等事宜?！睘趵固乩锟ㄔ谝环怆娮余]件中說(shuō)道,。

????烏拉斯特里卡指出，最好的招聘人員可能會(huì)希望你抽出更多的時(shí)間,。因?yàn)楸M管一名出色的招聘人員“能夠釣到A級(jí)的人才”,，但你才是需要把那個(gè)人才“忽悠”進(jìn)來(lái)的人?！耙粋€(gè)A級(jí)的人才在正式被錄用之前,，需要體驗(yàn)到招聘經(jīng)理花費(fèi)在他身上的投資，因?yàn)檫@會(huì)告訴他,，一旦自己被錄用了,，在這位經(jīng)理手下做事究竟會(huì)有多好——或者有多壞?！?/p>

????如果你很難從招聘人員那里得到你真正需要的人才,，那么你應(yīng)該親自上陣去招聘嗎？

????戴維斯指出,，如果招聘不是你的日常工作的話,，那你定位人才、篩選人才需要耗費(fèi)的時(shí)間太多了,。而專(zhuān)業(yè)的招聘人士“知道人才在哪里,。他們也知道如何以高效、合法的方式來(lái)接觸到人才?！?/p>

????薩弗斯通指出,，最優(yōu)秀的招聘人員對(duì)人才的需求情況和可獲得的人才都有很深的了解。這種了解使招聘人員有權(quán)利說(shuō)：“在你愿意提供的薪資水平上,，在你要求的時(shí)限內(nèi),，你是不可能找到一名能說(shuō)五種語(yǔ)言、而且具有你想要的資質(zhì)的會(huì)計(jì)的,?！?/p>

????這些招聘人員“深知他們所說(shuō)的話是什么意思。他們擁有挑戰(zhàn)招聘經(jīng)理的權(quán)利,?！?/p>

????薩弗斯通說(shuō)，如果你的招聘人員遲遲沒(méi)有進(jìn)展,，你最好把你對(duì)人才的具體要求告訴他,，然后告訴他為什么你需要這些要求。

????如果你覺(jué)得招聘人員無(wú)法完成這一挑戰(zhàn),，你可能就得把問(wèn)題提交給招聘或人力資源部門(mén)的負(fù)責(zé)人了,。

????不過(guò)薩弗斯通認(rèn)為，在你這樣做之前,，你可以先與最了解當(dāng)前招聘形勢(shì)的人談?wù)?，這個(gè)人可能是一位級(jí)別更高的經(jīng)理人，也可能是人力資源部門(mén)的負(fù)責(zé)人,?！八麄兓蛟S能夠從現(xiàn)實(shí)的角度上進(jìn)行檢驗(yàn)”，看看你的預(yù)期是否合理,。

????不過(guò)公平起見(jiàn),，你要確保下達(dá)給招聘人員的目標(biāo)并非總是在變動(dòng)。薩弗斯通表示：“許多招聘人員稱,，經(jīng)理人很難堅(jiān)持他們最初的職位描述,。他們一直在改變要求,?！?/p>

????到了決定的時(shí)候，就要干脆利落地做決定,。

????“決策猶疑不定,，可能會(huì)十分危險(xiǎn)?！彼_弗斯通說(shuō),。

????有些經(jīng)理人花了大量的時(shí)間來(lái)對(duì)人才進(jìn)行比較和篩選，遲遲不做決定。他們應(yīng)該明白,，最佳的人才是會(huì)溜走的,。

????“你每推遲一天，招聘的質(zhì)量就會(huì)有所下降,。大多數(shù)業(yè)務(wù)經(jīng)理都理解收益遞減效應(yīng)的影響,，不過(guò)在招聘上，他們卻認(rèn)識(shí)不到這一點(diǎn),?！?/p>

????譯者：樸成奎

????It's a buyer's market for companies looking to hire, but managers aren't giving recruiters high marks for the candidates they are delivering.

????Only one in three managers who have hiring authority is satisfied with the influence recruiting has on their business, according to the Corporate Leadership Council Recruiting research service.

????It's easy to blame recruiters, both in-house and external, says Todd Safferstone, managing director of CLC Recruiting. Managers "think recruiting should be a cakewalk" because the market is teeming with candidates.

????"Haystacks are bigger, but the number of needles is largely unchanged. Hiring managers won't be able to cut through those haystacks on their own," Safferstone says.

????It is true that "active candidates are loving organizations to death right now. It's spray and pray" when it comes to sending out resumes, he says. CLC Recruiting reports that between 2007 and 2010 the average number of applicants increased by 128%.

????However, that surfeit can lure managers into demanding "purple unicorns," candidates with qualifications that go far beyond what's required, Safferstone says.

????Ed Davis, former head of staffing for United Airlines and ConAgra Foods (CAG), is familiar with the problem. "In a market where there appears to be a surplus, the common mistake is to tack on too many unnecessary requirements."

????If you're planning to hire someone, you need to clearly identify the skills that are crucial for that position, Davis says. How will you define success in the job? What are the truly necessary leadership and technical skills?

????"When you layer those [extra] things on, it's like looking for a needle in a haystack. It may take longer to get [the new employee] and is what you ultimately end up getting really what you need for on-the-job success?"

????Recruiters who just nod their heads and agree to hunt for purple unicorns aren't doing you any favors, says Safferstone. And those "who want recruiters who are order takers are likely to get lower quality candidates … at greater expense."

????Instead of a complacent order taker, you want to a recruiter who makes you a little uncomfortable, Safferstone says. "The best recruiters ask the most non-obvious questions: Do you need to hire someone? Tell me what the day-to-day experience is going to be."

????John Vlastelica, managing director for Recruiting Toolbox, Inc., a Seattle-based consulting firm, believes that once you make a decision to hire someone, you should expect a good recruiter to set up a 30 to 60-minute strategy meeting "to discuss how to find, engage and sell candidates who fit the profile, identify quality (not just available!) interviewers who can help to assess and sell candidates, and discuss things like compensation, relocation assistance, immigration, and the overall process," Vlastelica says in an email.

????The best recruiters might expect even more of your time, says Vlastelica. Although a great recruiter "can get an A-player on the hook," you're the one who will need to reel that candidate in. "A-players need to experience the investment a hiring manager makes in them as a candidate, as it tells them volumes about how good -- or how bad -- it may be to work for that same manager once hired."

????If it's so difficult to get what you need from recruiters, should you just do it yourself?

????No, it takes far too much time to locate good candidates and screen them when that's not part of your day-to-day job, Davis says. Recruiters "know where the talent is. They know how to access talent in a way that's efficient and legally compliant."

????The best recruiters have deep knowledge on both the state of the demand for talent and the available talent, according to Safferstone. That knowledge allows a recruiter "to say that finding an accountant who speaks five languages is never going to happen at what you are willing to pay, with the quality you want, in the timeframe you want."

????These recruiters "really know what they're talking about. They've earned the right to challenge the hiring manager."

????If a recruiter you work with hasn't stepped up, spell things out, Safferstone says. It's best to say "here's exactly what I need [and] why I need it."

????If you feel the recruiter can't meet the challenge, you may need to raise the issue with the head of recruiting or human resources.

????But before you do that, Safferstone recommends talking with the person who is most in tune with the current recruiting situation. That person, perhaps a more senior manager or head of HR, "might be able to give you a reality check" on whether your expectations are reasonable.

????Be fair -- make sure you haven't been giving the recruiter a moving target. "A lot of recruiters report [that] managers have difficulty sticking to the original job description. They keep changing requirements, Safferstone says."

????And when it comes time to decide, decide.

????"Dithering on the decision can be really dangerous," Safferstone says.

????Managers who take their time shopping around should understand that the best candidates will slip away.

????"Every day you delay, the quality-of-hire ticks down. Most business managers recognize the point of diminishing returns, but they don't tend to recognize that in hiring."