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[奇摩部落格- Nobody's Home] Lou Adler專欄 2010/04/30 高績效者的鑑別術

高績效者的鑑別術

分類:Lou Adler專欄
2010/04/30 06:30

Identifying High Achievers by Examining Their Wake Effect
高績效者的鑑別術

By Lou Adler / 譯者:Lynn Lee   
April 15, 2010

High achievers leave a lot of evidence in their wake.  As long as you know what you're looking for, much of this can be easily found during the work history review portion of the formal interview or during the phone screen.  Once you find it, you then need to determine if the person is a fit for the actual job available, and if the job offers a significant career move for your candidate.  This takes a bit longer, but if it's affirmative on both counts, then the fun can proceed (i.e., recruit, negotiate, close, hope).

舉凡高成就者總會留有許多可以舉證的事例。只要知道你的目標人選條件,便可以很容易的藉由面談或電話篩選的方式,由其工作經歷中發現。當你找到你認為的目標人選,你必須決定此人是否確實符合職務需求,同時此職缺是否相對提供絕佳的職涯發展。在這部分的認定會花上較多的時間,但是如果這兩個要件都是肯定的,那麼便可開始進相關事項 (例如:召募、薪資協議、完成聘雇契約等)

The hunt for evidence starts with this definition of a high achiever:

Highly motivated to do the work required
Consistently delivers high-quality results on time and on budget
Personally driven to become better
Works well with a broad and diverse group of people
Will commit and deliver consistently without making excuses
Volunteers for tough tasks or will take them on despite personal inconvenience
Overcomes challenging obstacles to meet personal commitments
Will do more than expected and expand the role of their primary jobs

要網羅高成就者有效事例的定義如下 

有高度動機從事工作所需事項
能持續性的在時間及預算內達成高品質工作成果
自我要求使事情更臻完美
能在大型與不同性質的工作團隊中表現良好
重然諾而不找藉口
即使造成自己的不便也會主動接受困難的工作
突破障礙達成個人承諾
能達超乎預期成果且增加其主要職掌廣度

Top people aren't conservationists, at least in terms of leaving footprints and making an impact.  Much of this is in the form of recognition, assignments given, or results achieved.  It all can be unearthed during the work history review portion of the interview.  In a phone screen the work history review should last about 15-20 minutes and about 30-40 minutes for a full interview.  It should be much longer for senior-level positions.  Here's how to conduct this portion of the interview and what to look for to determine if your prospect is a high achiever worth pursuing:

高績效者通常不會是自然保護論者,他們至少會留下些蛛絲馬跡或造成某些影響力。通常其展現方式有績效表彰、任務指派、或是成果展現。這些都可以在面談中從其過去工作經歷中發掘出。如果是用電話面談,大約需 15-20分鐘的時間,而正式面談約需30-40分鐘時間。若是高階職務的面談所花費的時間也會更久。下列為如何展開此部份面談,以及如何決定候選人是否是值得爭取的高績效員工:

Find out the actual dates of each major job including months and years.  Many people hide non-positive information in their resumes so it's important to create an accurate position-by-position calendar.

找出每一份主要工作的詳細工作年份與月份。許多人會在履歷中將其不確實的資訊隱藏起來,因此建立一份確實的歷史工作時間表是重要的。

Get an explanation of any gaps in employment.  If there are gaps, look for areas of self-initiated personal development or special training.  Achievers wouldn't consider wasting this valuable time.

找出每一個工作間斷時期的解釋。從這些間斷期中,尋找是否有相關的個人發展規劃,或是一些特殊的訓練,因為成功者通常不會浪費他們的寶貴時間。

Determine why the person changed jobs and why each new job was selected.  Achievers tend to carefully select jobs based on some major overriding career goal.  Look for this pattern and look for logical connections among the moves.

找出決定更換工作的原因與選擇下一份工作的理由。成功者對於每一份工作的選擇,會小心的依據其職涯規劃做每一步的躍進。只要依此種模式找出工作更換間的相關邏輯性,便可看出端倪。

Determine if the job change achieved the desired result.  Non-achievers tend to move from job to job based on circumstances out of their control or personal convenience.  The reasons why a job is accepted is typically more tactical, emphasizing compensation, location, security, and basic job content.  Achievers, on the other hand, tend to focus more on the strategic aspects of the job including the potential for learning, impact, and growth.

工作轉換的決定在於是否能達到其期望結果。與成功者相反的轉換工作者,他們的考慮點傾向於自己所無法控制的環境因素或是以自己的便利性為考量。他們接受工作的原因不外乎自己決策性的考量、強調薪資結構、工作地點、工作保障性以及基本的工作內容。而成功者則持相反的作法,他們傾向於重視工作面向的策略觀點,包含了是否有學習與成長的機會。

Within each company ask about major projects, accomplishments, and results achieved.  Achievers demonstrate a consistent pattern of increasing performance and more significant results.  Quantify this with specific details and look for trends and growing impact and influence over time.

詢問每一份工作中曾做過主要專案,成就以及達成的結果。成功者會持續的在工作中,呈現遞增的績效與更佳的成果。將這些特殊的事項量化,找出其成長趨線與影響。

Benchmark the person's performance.  Compare the person's specific performance to others in the group by asking about rankings, standings, differences between the top and average, and what the person would need to have done to be at the top level.

設定此人的基準標竿位置。將此人的特殊績效與團隊中的人,按職務排名,績效排名,高標與均標間的差異,列出其與高標差異間所需要加強的部份。

Ask about any type of recognition received.  Achievers receive lots of recognition, so look for this and be concerned if you don't find much.  Recognition includes items like raises, bonuses, awards won, promotions, patents awarded, assignments to bigger projects, presentations at industry conferences, published whitepapers, huge blog followings, commendations of any type, scholarships, honorary societies, and leadership awards.  The amount of recognition received, when it was received, and what it was for are the best confirming evidence of the high achiever pattern.

詢問其所有曾經獲致的表彰功績。成功者通常會獲得許多的表彰,因此如果你無法發現其有多項表彰,你便須加以考慮。可表彰的事蹟包含有加薪、獎金、獎勵、晉升、專利、參與大型專案、在產業研討會發表、發表白皮書、有名的部落客,所有的獎狀、獎學金、社團名譽職位、以及領導階層獎項。所獲得表彰的數量、何時獲得的、以及是屬於哪些性質的,都是對於評估一位高成就者的最佳模式證明。

Prepare a graphical work chart for each major position.  Don't use personality traits or personal affability to assess team skills.  Instead, track the growth of the teams the person has been involved with over the course of his/her career.  For each major job have the person create an org chart, plus add the titles of the people the candidate has worked with on different major projects.  Find out the person's role on these teams and how the person got assigned.  Look for increasing cross-functional influence, leadership roles, exposure to more senior executives, and increasing involvement with those outside of the company.

對每一份職務準備圖解工作執掌表。不要用個人特質或適性來評估他的團隊能力。而是要追蹤其所參與的團隊是否對其職涯有所成長。檢視其每份工作在組織圖內的位置,同時加上其在不同專案內所擔任的職位職稱,找出他在這些團體裡扮演的角色和所賦予的任務。檢視其在跨功能別的影響力、領導者的角色、與高階經理人接觸的機會,以及與公司外部接洽的機會有否增加。

If your candidate is a true high achiever, it won't be too hard to find ample evidence during the work history review.  Of course, if you find it, you then need to determine if the person is a good fit for your current job opening and if the opening offers the candidate a strong career move. Then all you have to do is recruit and close the candidate.  (In my book, Hire With Your Head, I demonstrate in detail how to do this.)  After you get the person on board, don't be surprised if the person continues to achieve at a similar pace and gets all the recognition he or she deserves.

如果你的應徵者真的是一位高成就者,在他過去的工作經歷中,將不難找到大量足以佐證的事例。當然如果你果真找到了,你必須決定此人是否真的符合你目前的職缺,同時此職缺是否提供一個強而有力的工作職涯轉機。接下來你要做的就是進行招募動作以及聘雇此人。當此人到職後,你也毋須驚訝他()仍持續的以相同的步伐,來獲致所有的表彰成就。

Reprinted from The Adler Group with permission from Lou Adler, author of Hire With Your Head. All rights reserved
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