??? 但有些時(shí)候公司需要新鮮血液，這就需要從外部聘請(qǐng)人才,。懷亞特杰斐管理研究公司（Wyatt and Jaffe）總裁馬克?杰斐稱，如果是這種情況的話,，公司應(yīng)該避免對(duì)應(yīng)征者進(jìn)行純粹的自我標(biāo)榜,。他說(shuō)：“我認(rèn)為在這個(gè)階段，公司不僅僅對(duì)股東,，還要對(duì)他們希望吸引的人才變得更加透明,，?！?/p>

????但如果公司的問(wèn)題很嚴(yán)重,，做到這一點(diǎn)并非易事。舉例來(lái)說(shuō),，2005年埃迪?蘭伯特將西爾斯和美國(guó)廉價(jià)超市公司K-Mart合并之后,，西爾斯的銷售額逐年下滑。勞埃德銀行則在謀求出售600多家分支機(jī)構(gòu)以獲得政府援助,。

????所以,，如果應(yīng)聘者沒(méi)有特別意愿加入到處于困境中的公司，誰(shuí)也不能責(zé)怪他們,。但杰斐表示,，坦承在面試過(guò)程中非常關(guān)鍵，即使傷人也必須實(shí)事求是,。他說(shuō)：“有時(shí)我會(huì)跟應(yīng)聘者說(shuō)：‘這么說(shuō)吧,，這就相當(dāng)于買了一張?zhí)┨鼓峥颂?hào)的船票，但是你會(huì)擁有一間頭等艙的套房,。得有一點(diǎn)謙遜和幽默感,，還要樂(lè)于實(shí)事求是……’”

????敢于直面自身問(wèn)題的公司非常清楚自己的優(yōu)勢(shì)和劣勢(shì)所在。這種自我認(rèn)知聽(tīng)起來(lái)可能很簡(jiǎn)單,，但實(shí)際上卻是非常關(guān)鍵的第一步,。此外，誠(chéng)實(shí)而徹底的自我評(píng)估能夠讓公司在考慮理想領(lǐng)導(dǎo)者時(shí)更有創(chuàng)新性,。杰斐說(shuō)：“候選者可能多達(dá)40人,，他們年屆五旬，相貌堂堂,，人們都以為他們是高手,，但實(shí)際上這些不過(guò)是浮云而已?！?/p>

????在傳統(tǒng)人才庫(kù)之外尋覓良材,，這對(duì)于正在招聘人才的公司來(lái)說(shuō)也會(huì)獲益頗多,。杰斐稱，不是說(shuō)有很多人正準(zhǔn)備著來(lái)扭轉(zhuǎn)西爾斯的頹勢(shì),，而是“我們可以用一種不同的視角來(lái)考核管理者的業(yè)績(jī),，并列出一份清單，物色與以往類型完全不同的優(yōu)秀人才,?！?/p>

????公司面臨困境時(shí)通常會(huì)打安全牌，在招聘首席執(zhí)行官的時(shí)候采取更為保守的態(tài)度,，這可以理解,。但在某些情況下，最佳方案是選擇那些要價(jià)更低,、更渴望得到職位的候選人,，雖然他們可能沒(méi)有熱門人選那么耀眼，但誰(shuí)又能說(shuō),，他們將來(lái)就不會(huì)成為人人爭(zhēng)搶的香餑餑呢,？

????譯者：李玫曉/汪皓

????But sometimes companies need fresh eyes and must hire outside. If that's the case, they should steer clear of a purely self-promotional pitch to CEO candidates, says Mark Jaffe, president of executive search firm Wyatt and Jaffe. "I think we've reached a point where companies need to be a little bit more transparent, not only with their shareholder constituency, but with the talent they are trying to attract."

????That can be a tough sell when a company has serious problems. Sales at Sears (SHLD), for example, fell every year since Eddie Lampert combined the company with K-Mart in 2005. Lloyds Banking Group is navigating a sale of over 600 branches to start to pay the government back for its bailout.

????So you can't blame executives if they aren't breaking down the door to get to a corner office at a troubled company. But honesty is critical in the interview process, Jaffe says, even if the truth hurts. "Sometimes I'll say, 'Look, you may be buying a ticket on the Titanic here, but you will have a first-class suite,'" he says. "You have to have a little bit of humility and a sense of humor and a willingness to be realistic…."

????Companies that are upfront about their problems show that they know their strengths and weaknesses. That kind of self-knowledge might sound simple, but it is actually a critical first step. Besides, an honest, thorough self-assessment may lead some organizations to think more creatively about who their ideal leader might be. "There is a small club of about 40 50-year-old men with fabulous hair that are considered to be the diamond-cutters," Jaffe says, "but it's all smoke and mirrors."

????Companies in recruiting mode could actually benefit from looking beyond the typical talent pool. Not that there are hundreds of unknowns waiting in the wings to turn Sears around, Jaffe says, but "it's very possible to take a different view of an executive's performance and come up with a whole different kind of list of people who do extraordinary things."

????Understandably, businesses that are facing problems usually play it safe and make more conservative CEO hires. But in some situations, the best choice is to go after someone cheaper, hungrier, and possibly a little further from the limelight than the usual suspects. And who knows, he or she could be the next big name that everybody wants.