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如何打造卓越团队

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小编摘要:作为风险投资机构高原资本(Highland Capital Partners)的招聘合伙人,专长是帮助他们打造一支出类拔萃的团队,让我们一起来见识哪些方法有效。


As the recruiting partner at venture capital firm Highland Capital Partners, I have the privilege of working with some truly remarkable young entrepreneurs. My expertise is in helping them build exceptional teams. While I don't have all the answers, I've seen enough to know what works and what doesn't. Here are some thoughts:

1. Treat recruiting as life or death for your company because it is. Building an exceptional team is the most important thing you can do as a young leader. If you're great at it, you will likely succeed. If not, you will likely fail.

2. Build a road-map of key hires tied to specific business objectives/milestones. Decide which hires are "must-haves" now vs. later. How critical is the role and functional area to achieving your short-term objectives? Determine the right level (C-level, VP, Director, individual contributor) not only for today but for two or three quarters out. One good proxy to determine the level is to estimate how many people you expect to report to this person. Avoid the trap of making everyone C-level or VPs. At some point you may want to bring in a rock star and you don't want to be title constrained.

3. Always be looking for talent. At times, 100% of your day should be dedicated to recruiting. Make it a competitive challenge and give yourself measurable objectives (i.e., three exceptional candidates this week). Paul English, co-founder and CTO of Kayak, asks recent hires to name the most talented people they know, and then Paul makes it a point to meet them in less than one week. Treat every discussion with someone as an opportunity to source candidates. For example, customers can point you toward great sales people, investment bankers to great CEOs, accountants to great CFOs, etc. Looking for great developers? Open-source communities are like watering holes for smart, collaborative talent.

4. Understand when you're selling and when you're buying. The best candidates need to be sold, and you need to do your work before buying a candidate. A critical part of selling is to develop a tight, compelling story of why candidates should join your company. Prospective candidates should hear the key themes of this story from everyone on your team. Your board should be involved in helping you sell and buy candidates.

5. For buying, leverage proven interviewing techniques. Evaluating top talent is a topic unto itself. That said, there are several effective hiring methodologies; one of the best is the Topgrading methodology by ghSmart. It's captured pretty well in the book, Who: the A method for hiring.

6. Once you find the right candidate, speed and decisiveness are key. This is another key competitive advantage that you can have over other companies. But fast doesn't mean easy. Reference extensively (10+ references) focused on off-list references (those not provided by the candidate). If they check out, make them an offer that they're proud of and explain the associated expectations. Determine the current market compensation for talent at this level/function. For critically important hires, 75th percentile of market for cash and equity is a good target. Remember, you're creating the core structure of your company with each hire.

7. Leverage recruiters where appropriate. Chances are you're starting a company in a hot sector. Its also likely that top technical, product, marketing and leadership talent will be hotly contested. Recruiting is a full contact sport and sometimes you need a hired gun to help. Only work with recruiters who have been referred to you by your network and carefully screen them. Ask them for a recent search that didn't have a successful outcome and reference that person. If you do engage a recruiter, be explicit about the bar for talent in your company. If you decide that they're right for you, make them a true partner. Share everything you can about your company so there are no surprises and arm them with every weapon you can to help land that exceptional candidate.

8. Build a board of directors/advisors/ecosystem that can't lose. Make a list of superstars that you think is unobtainable and then land one of them. The very process of shooting for these people will make your pitch better. Bring people into your company's orbit who, by their very association, are a branding event. A young entrepreneur recently told me that one of the consistent characteristics of companies that have achieved greater than $1 billion in sales is that they had a board member who previously led a company at this level. For more information, the book is Blueprint to a Billion by David Thompson. Use this group as a source and to help close exceptional candidates for your team.

9. Be accepting of mentorship. People will want to help you and it's a critical differentiator - people don't want to help incumbent companies. Successful entrepreneurs will see you in themselves and will want to provide advice. Soak it up. Be proactive, follow-up and thank them. Make sure when you're successful you do the same for another young entrepreneur.

10. As you hire your team, embed a culture of recruiting. Make it part of every employees target objectives. Plan and budget for the activity. Make it part of weekly company meetings. Celebrate successes.

And finally, enjoy being the leader of your newly created all-star team. You've earned it.

Craig Driscoll is recruiting partner at Highland Capital Partners, where he leads recruiting activity for the firm and advises Highland's portfolio companies on executive recruiting issues. He previously was a client partner in the Boston office of executive search firm Korn/Ferry, focusing on venture capital and technology placements.


作为风险投资机构高原资本(Highland Capital Partners)的招聘合伙人,我有幸与一些十分卓越的年轻企业家合作。我的专长是帮助他们打造一支出类拔萃的团队。尽管我并非无所不知,但我已经见证了很多企业的兴衰,知道哪些方法有效,哪些无效。以下是我的一些看法:

(1)将招聘看成事关公司生死的大事。作为一位年轻的领导者,你能做的最重要的一件事就是打造一支出类拔萃的团队。如果你在这一点上做得很好,那么你很有可能会成功。反之,你可能会失败。

(2)打造一份关键职位的招聘路线图,它应该取决于特定的业务目标和重要事件。决定哪些职位的招聘是现在必须进行的,而哪些职位则可以留待以后再进行招聘。你必须想好这个职位的角色和职能领域对于实现你的短期目标有多重要,而且你还需要明确所招聘职位的等级(即究竟需要招聘“首席”级的高管,还是要副总、主管级的领导,抑或是招聘个体工作者)。你不能只盯着眼下,还要把眼光放到两三个季度之后。要确定某个职位的等级,有一个好方法可以借鉴,那就是估算有多少人将向其汇报工作。你要避免出现人人都是“首席”或副总的情况,有朝一日,你可能会想招聘一位商界的明星人物,你肯定不想到时候为了头衔的问题伤脑筋。

(3)不断寻找人才。有时你要把100%的时间贡献在招聘上。你要使它成为一种挑战,令你感到求胜心切,并且给自己制定一个可以量化的目标(例如规定自己本周必须会见三位优秀的候选人)。例如Kayak公司的共同创始人兼首席技术官保罗?英吉利让公司的新进员工列出他们认识的最杰出的人才,然后他会力争在一周内与他们见面。由此可见,你可以把每次与别人的谈话都当成慧眼识珠的机会。例如你可以通过客户,认识一些杰出的销售人员;通过投资银行家认识一些杰出的首席执行官;通过会计人员认识一些杰出的首席财务官等等。想认识优秀的研发人员吗?开源社区就像天才的聚集地,里面有的是聪明的、善于协作的人才。

(4)理解什么时候“推销”,什么时候“收买”。你需要向最好的人才“推销”你的公司,所以你必须提前做好准备工作,以“收买”一个人才的心。你需要给他讲一个牢靠的、吸引人的故事,来说明为什么要加盟你的公司,这是“推销”的重要一环。这些人才也应该从你的团队的每个成员那里听到这个故事的主题,你的董事会也应该参与进去,帮助你推销公司、收买人才。

(5)利用经过验证的面试技巧“收买人心”。评估人才是一门学门,市面上有几种有效的招聘方法,其中最好的一种是ghSmart公司的“顶级评级法”(Topgrading)。这种方法在畅销书《聘谁:用A级招聘法选择雇员》(Who: the A method for hiring)一书中得到了很好的阐述。

(6)一旦你找到了合适的人才,速度和果断就是关键。比起别的公司,这是你的另一大竞争优势。不过,快速并不意味着放松要求。你应该广泛的进行背景调查(核对10份以上的证明材料),并把重点放在对方没有提供给你的材料上。如果查证无误,你要提供令他们感到骄傲的薪资待遇,并向他们说明公司的相关预期。因此你要先确定当前市场上这一等级/职能的人才的薪资水平。对于特别重要的新进人员来说,不妨将目标定为,给他们开出的现金和股权报酬比市场上75%的公司高。记住,每一次招聘,你都是在打造自己公司的核心结构。

(7)在适当的时候利用招聘专家。也许你正在一个热门领域上开创自己的企业,这个领域上的顶级科技、产品、营销和领导人才也许正在受到热烈的追捧。招聘是一项竞争激烈的运动,有时你需要专业人士来帮忙。只和别人曾经向你提起过的招聘专家进行合作,并且仔细地对他们进行筛选。你可以让他们讲讲自己最近一次没有成功的招聘,然后向被招聘人了解情况。如果你真的聘用了一位招聘专家,那么你一定要明确无误地对他说明公司的用人标准。如果你认定了这位招聘专家适合你,就要使他成为一名真正的伙伴,你要把公司的一切信息与他进行共享,使双方不至于发生意外,并且为他提供你能提供的一切武器,帮助他“拿下”卓越的人才。

(8)建立一个强大的董事会/顾问委员会/生态委员会。你可以列出一些你觉得无法招至麾下的商业明星,然后邀请他们进入上述委员会。这种招揽人才的手段可以使你的公司形象变得更好。将人才带入你公司的轨道,使他们与你合作,这本身就是一种品牌战略。一位年轻的企业家最近对我说,销售额在10亿美元以上的企业都有一个特点,那就是他们都有一名董事会成员,而这个董事会成员此前曾带领自己的公司达到这一水平。如果你想了解更多关于这方面的信息,可以阅读大卫?汤普森的《通往十亿美元的蓝图》(Blueprint to a Billion)一书。你可以把这些人当成一笔资源,并且使杰出的人才更加靠近你的团队。

(9)接受师徒制。别人是想帮助你的,这正是你作为初创公司的区别所在——人们不想帮助已经步入正轨、按部就班的公司。成功的企业家会以他们自己的眼光来审视你,并且想为你提供建议。你要吸收这些建议,变得具有前瞻性,保持跟进,并对他们表示感谢。并且确保在你成功后,你也会向年轻的企业家提供同样的帮助。

(10)在招聘你的团队时,植入一种招聘文化。你要使它成为每个员工的目标之一。你还需要计划你的招聘活动,并且做好预算,使招聘活动成为公司周会上的议题。然后庆祝成功。

最后,你已经拥有了一支全新的全明星团队,你可以享受领导这样一支团队的快感了。

本文作者Craig Driscoll是高原资本的招聘合伙人,负责公司的招聘活动,并且就高管招聘方面的问题,向高原资本所投资的企业提供咨询。他曾在猎头公司Korn/Ferry的波士顿办公室担任客户合伙人,主要关注风险投资和科技领域。


标签:团队
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2011-01-27 09:36 编辑:kuaileyingyu
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