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Finding Your Team Members Unfortunately, good executives don't grow on trees (and you wouldn't want to hire the ones that do). Since their decisions can make or break your business, you want the best. Newspapers, classified ads and internet bulletin boards are not the way to go. And mass-market ads will attract exactly that--the mass market, people who have no other job prospects. (A skillful, former executive rarely lists themselves in the same newspaper
section as used backyard grills and heavy farm machinery.)
If you have the funds available, executive search firms are a good way to go. Although they charge through the nose to find candidates, they do due diligence and present you with pre-screened candidates, so when you're running around handling the emergency of the day, they can be a huge time-saver. They also monitor the pool of executive talent and can likely reach candidates you couldn't approach on your own. Search firms may specialize by industry, function, geography and level of job, so if you decide to hire one, make sure you know what you're getting.
寻找您的团队成员 不幸的是,好的管理人员不会自己出现(你不会想聘用那些平庸的人)。由于他们的决定可以让您的企业成功或失败,你想要最好的。报纸,分类广告和互联网电子公告板不是最好的选择。大众市场的广告会吸引没有其它选择工作的人们。(一个在后院使用重型农业机械的熟练的前线工作人员很少将自己的资料登记于这些大众报纸内)如果您有可用资金,猎头公司是一个很好的选择。他们负责寻找候选人,他们做调查,预先筛选候选人,所以当你紧急需要一个人才的时候,它可以帮你节省许多时间。他们还跟踪调查大量的候选人才,可以很快找到合适的候选人有时候你都不能自己找到的时候。猎头公司可能专门按行业,职能,地域和工作水平来区分人才,因此,如果您决定聘请一个人才,请了解你需要哪种人才。
Networking is a time-honored way to find new hires. Let your professional and personal networks know what kind of person you're looking for. Then get one-on-one introductions, and take the candidate to lunch to test the chemistry.
网络是一个由来已久找到新员工的方式。告诉你的专业和私人网页你想要寻找一个什么样的人。然后进行一对一的介绍,并选取候选人进行正式的测试。
When networking, avoid specific "networking forums." Go straight for what you want. If you want a law firm CMO, spend a weekend at the Legal Sales and Service Organization's Raindance conference, which attracts senior marketing folk from law firms. Network, network, network--but make sure it's targeted.
用网络征才,应避免具体的“网络论坛。”直接寻找你想要的。如果你想有一个律师事务所的首席营销官,花一个周末在合法销售和服务组织会议,这会吸引来自民间律师事务所的高级市场销售。网络,网络,网络,但你要确定自己的目标。
Once you've got a potential candidate, how will you know for sure they can do the job? Executives have great impact--on employees, on systems, on profits--so it's worth your time to check them out thoroughly. Call each of their references, and listen between the lines (with lawsuits today, recommendations always glow). A CFO may have embezzled from his last company, but the employer still says "They did a good job" (I swear--this is a true story). This grade inflation means you need to listen for less-than-glowing opinions. "Fred showed up and sat at his desk like a real trooper" is a sure sign that Fred enjoys taking every Wednesday off to go golfing with the boys.
一旦你已经有了一个潜在的候选人,您将如何确切知道他可以做好工作呢?执行有很大的影响不论对员工,对系统,还是对于对利润 ,它值得你花时间将它彻底检查。询问他们的推荐信,并听取不同的建议(包括诉讼,推荐信会显得重要)。一个首席财务官可能从他上一个公司盗用供款,但雇主仍说:“他们做得狠好”(我发誓,这是一个真实的故事)。通货膨胀意味着你需要倾听更多的意见。 “弗雷德坐在办公桌前表现像一个真正的骑兵”这是他乐于每个星期三休息去陪孩子们打高尔夫球前的明显迹象。
Interviewing Tips When it comes time to sit down with your potential C-suite candidate, there are a few things to know that will make your job a little easier:
面试技巧当你和一个非常有潜力的候选人面谈的时候,有几点建议可以使你的工作更轻松。
Make sure your candidate really knows the job. If your CMO-to-be doesn't know the difference between marketing and sales or your CFO can't tell you the difference between LIFO and FIFO, pass 'em by.
•确保你的候选人了解他的工作,如果一个首席营销官不能区分市场和销售,或者首席财务官不能区分LIFO和FIFP,请取消他们。
Interview for chemistry. Do you trust this candidate? Do you want to spend time with them? Believe me when I say, you don't want an abrasive team member, no matter how talented they may be. One COO I know, scared to make the hard decision, reorganized his entire company around a highly talented, incredibly obnoxious executive that everyone despised. The exec's talent got to shine--but everyone within 100 yards quietly subdued theirs.
•面试的化学反应。你是否信任这个候选人?你想花时间在他们身上?相信我,当我说,我不想要一个未成器团队成员,不管他们多么有才华。一位首席运营官,我知道,害怕作出困难的决定,改组人员使整个公司人才济济,这样的举动让每个人鄙视。这样的执行天才很闪耀,但每个人在离他100码内会静静的被他制服。
Talk to people from your candidate's former company. Are the candidate's claims of divine brilliance reflected in what their former peers and subordinates have to say about them? Find out if they got the work done and also how they contributed to the company's culture. In a small business, cultural issues can be every bit as important as getting things done.
•咨询候选人的前公司。从他前公司的同僚和下属去了解候选人是否如他所述的那样聪智?看看他们做了的工作,如何贡献于企业文化。在小型企业中,每个文化问题如同事情的解决一样重要。
Always hire really smart people. Here's a good guideline to follow: Every new hire should increase your company's average IQ. That means they should all be smarter than you. Get used to it.
•总能雇用到聪明的人。这里有一个很好的遵守的准则:每个新员工要增加您的公司的平均智商。这意味着他们都应该比你聪明。准守这个原则。
Look for evidence of learning ability. Will your candidate repeat mistakes they've made in the past? Or will they learn from those errors and adapt that knowledge to your company?
•寻找学习能力的证据。你的候选人是否重复他以前曾经犯过的错误?或者他从错误中学到些什么并融入你的公司
Use "behavior description interviewing" techniques. Don't ask about principles, knowledge or "what if" stories. Instead, ask your potential executive team member to share specific past events. Their stories will reveal their values, skills and abilities. For example, you might ask a CFO to describe a budget they set up and how they handled it when a manager exceeded their budget and asked for more.One word of caution: Be wary of hiring friends or family members. They'll expect you to trust them and just assume they have a high skill level. What's worse, you may trust them and assume they have a high skill level without any evidence to the contrary until after you've hired them. And unless you take care to be very clear about the boundaries between friendship and work, you may find your friendship in ruins over workplace disagreements.
•使用“行为描述面试”技术。不要问原则,知识或“假设”的故事。相反,要求你的潜在的管理团队成员共享的一些过去的事件。从他们的故事就会发现他们的价值观,技能和能力。例如,你可以问一个首席财务官如何处理当你一个经理超过了你原先已经设定好的预算。
忠告:要雇用朋友或家庭成员持谨慎态度。他们会希望你能信任他们,并确定他们具有较高的技术水平。更糟的是,直到你雇用他们,他们不能够使你那么信任和有更高的技术水平。除非你能清晰地分清友谊和工作的界线,否则你可能会发现你们的友谊会在不断的分歧中流失。
Making The Deal Once you've found the executive you'd like to hire, you have to entice them to join your team. There are no standard rules for the best deal to offer them. Hourly workers may be thrilled to get cash, but executives aren't so easily satisfied. They often want stock options, exorbitant pay and an annual--or even quarterly--bonus. Since their job is to make the entire company succeed, use stock options and a bonus plan to link their income to the company's overall performance. Stock options should be aligned with long-term performance, while bonuses and profit sharing should be based on the past year's results.
Of course, not all executives crave stock. Ideally, you'd love someone capable who's happy with a challenging job and modest salary. And they're out there! Some well-qualified people care much more about family time, a fun culture, a challenging job, or being part of a world-changing effort. The more you understand each person's drivers, the more you can craft deals that satisfy them in ways that transcend mere dollars.
But no matter what you decide to offer, keep it simple. If your bonus formula requires a PhD in higher math to understand, it won't motivate anyone.
当然,并非所有高管渴望分配股票。理想情况下,你会喜欢一个有能力并喜欢有挑战性的工作的人,但薪金要求微薄。他们不可能在那里!一些富有经验的人更在乎和家人在一起的时间,一个有趣的文化,一个具有挑战性的工作,和为改变世界的某一部分而努力。你越是了解每一个人,越能满足他们而超越给与金钱的方式。但无论你如何决定怎样提供,保持简单。如果您的奖金计算公式,需要一个数学博士才能理解,它不会激发任何人。
Delegating to Your New Executives Once the new members of your team are on board, it's time for the truly hard part: trusting them. Your gut will fight you every step of the way. You'll assume your instructions are clear and misunderstandings are their fault. You'll assume when you disagree that you're right and they're wrong. But you'll sometimes be wrong. The key to successful executive relationships is changing what your gut tells you.
Remember how you interviewed for trust? That's important because once you hire an executive team, you must let them take their responsibilities and run with them. That means agreeing with them about what their roles are, what deliverables they're responsible for and on what timeframe.
委派新总裁 你的新成员刚开始加入的时候,这段时间是最困难的时候:信任他们。你的直觉会打击你的每一步。你会认为自己的指示是清晰的他们是错误的。你会以为你在不同意他们的观点时,你是对的,他们是错的。但是,有时你是错的。成功关键是改变你的直觉。 It's also worth deciding in advance how you'll handle disagreements. You hired this person assuming their judgment was better than yours. So when you disagree, if you did your job right, chances are that they're right and you're wrong. Discuss early on about how you'll make the call, so you get the most benefit from constructive conflict. Just remember: If you agree on everything, one of you is redundant.
还记得面试的时候你是怎么信任他们的?这一点很重要,因为一旦你聘请了一个管理团队,你必须让他们履行自己的责任和执行责任。这意味着你要承认他们的职位,他们要在什么时间负起责任。你也必须事先知道如何处理分歧。假设你雇用一个人,他的判断会好过你。因此,当你不同意的时候,你仍然行使了你工作的权利,有机会会证明他们是对的,你是错的。事先讨论使你在建设性冲突的时候做更为有利的决定。只要记住:如果你们对一切都达成协议,只能说明你们其中必有一人是多余的。
Entrepreneurship is about going for the things that are much bigger than what you could do alone. Your job isn't to reach the goal; it's to build a team that will reach the goal. If you really want to reach your goals, you'll need to bring on others to help, and creating a good executive team means knowing what you need them to do, finding good candidates, and giving them what they need to do their jobs. If you choose well, they'll be successful and make you successful as well.
创业有关的事情比你一个人能够独自处理的事情要多得多。你的工作不能达到目标,建立一个团队去达到的目标。如果你真的想达到自己的目标,你需要别人的帮助,创造一个良好的管理团队意味着知道你需要他们做什么,找到好的候选人,给他们提供完成工作的必备条件。如果你选择正确,他们就会获得成功,并且让你也成功。