2008/04/24 證書

證書

2008/04/24 10:47

黑貓近來忙些什麼？『學習、感受、分享』

        終於收到了前一陣子上課的合格認証證書，心中卻也無太大的起伏，從去年六月迄今開始了另一個跨領域學習，已拿了三個合格認証證書。在現今碩士滿街跑，證書滿天飛的時代，手上沒有幾張相關或不相關的結業證書或是合格認証，好像便要跟不上時代的腳步與脈動似的。

        這一陣子的學習，從一開始的囫圇吞棗，到現在的有所為(四聲)而為；從滿腦袋的漿糊，到現在的稍稍可以消化吸收；從辛苦習藝到樂在學習。這所有的蛻變與感受，非筆墨足以言喻，僅能說不在其中不知其味。這麼一路走來，有了過程比結果重要，反芻消化比不斷餵食實際，慎選課程與師資比時程與價格務實的種種體認。套句股市名言『好的老師帶你上天堂，不好的老師帶你住套房』；用在學習上可譬喻為 ─ 好的老師不但引你入殿堂，仍持續不斷的補充養份，就怕你不長進，非得將你的潛力一點一滴的擠壓出來不可；反之則僅做到授業爾爾，當你在門邊觀望，希冀一窺其中奧秘時，便趕忙將門虛掩，讓你僅知其所以而不知其所以然；學習的滋味便有如一壺好茶的回甘，僅能經由各自的感受來自己體會了。

        最近常有朋友問我，妳到底在忙些什麼、學些啥阿？顯然以我之現況，大家都覺得我好像在自找麻煩似的，只是一向忙碌的自己，倒覺得這一陣子的學習是最豐富的一段時光，除了知識技藝的提升，也在學習的過程中，遇到許多良師益友們，特別要提的是彼得大帝與      eHR Club的夥伴們，往後多的是機會向大家介紹這些人資界的精英們。只是當你們在問我近來忙些啥？答案應該還是『學習、感受、分享』。

        回到了昨天收到證書現場，有同學與我MSN說那證書看起來並不尊貴，雖然我們都用了高貴的價格上了這門似乎難以入門的課。大家皆有僅知其所以尚不知如何好好運用的難題。昨天收到了厚厚的一個信封，好奇的打開後內有一張合格證書，兩本我們的演練及作業，原本希望能於其中有多一些眉批與引導，卻是兩份與當初繳交時一模一樣的文件原封而回，望著那一紙合格證書，我想即令它是金框銀框也尊貴不起來了。

 

2008/04/14 學習

學習

2008/04/14 23:38

我忙不迭的跟著年輕人的步伐趕赴一場又一場學習之旅，

我放眼看去一路上皆是馬不停蹄的後起之秀......

        自從踏上學習旅程，總會在不同的學習場合與情境，見到許多令自己感動的人事物。

        上週末利用兩天的假期，參加了新加入團體的訓練課程，此課程為訓練講師的課程，原本以為上台經驗還算有的自己，應該不至於太離職譜才是。沒想到看起來稚嫩的年輕人們，上了台一個個虎虎生風，經過兩天特訓的洗禮，更是個個都有大將風範，讓虛長了許多的自己突然顯得笨拙起來，還曾一度因無法克服接踵而來的壓力而興起了『落跑』念頭。

        星期五帶著大包小包準備的課業行李上班，下班後直奔訓練場所，義務為我們授課的彼得老師，更是從白天便開始忙不迭的一路將我們這些搭他順風車的學員行李裝載上車。

        星期六八點準時進行課程，僅僅中午以及晚上各一小時的用餐時間，老師學員們全不斷的進行課程與實際演練，直至晚間十時租用時間已至，大家又搬師寢室區的大交誼廳，開始另闢戰場準備第二天的演練作業，許多人都與我一樣挑燈夜戰至次日清晨二時，小寐一番後再度早起準備。

        星期天清晨五點，雖然已經設了鬧鐘，雖然才闔眼休息三個小時，但那揮之不去的壓力讓生理時鐘自動對時，清晨五點繼續打開電腦做著稍早前尚未結束的演練作業。八點鐘演練戲碼準時開場，一場場正式的教學演練登臺，個個學員經過了週末午夜鐘響，有如灰姑娘經過精靈換裝後的耀眼丰采，一幕幕令人讚嘆與驚豔的精采演出登場。

        星期一清晨五點半，又是一週的開始，向貓兒告假今天老媽無法為她們準備愛心便當，因為老媽也走上了學習旅途，沒有休息的週末，早已忘了週一症候群這碼子事。

我忙不迭的跟著年輕人的步伐趕赴一場又一場學習之旅，

我放眼看去一路上皆是馬不停蹄的後起之秀，

我為著新的學習與刺激而雀躍不已，

我身邊充滿著朝氣與活力。

我曾一度認為日益年長的自己已喪失創新力，

但經過了這兩天的洗禮，

我驚喜並驚訝那能叫人喚起的活力與動力，

原來是來自於學習的激勵。

 

2010/04/30 使用探索式面談以及視訊工具來排除四大聘僱錯誤

使用探索式面談以及視訊工具來排除四大聘僱錯誤

分類：Lou Adler專欄

2010/04/30 06:37

Using the Exploratory Interview and Video to Eliminate the Four Deadly Hiring Sins

使用探索式面談以及視訊工具來排除四大聘僱錯誤

By Lou Adler   / 譯者： Lynn Lee                April 22, 2010

From my observations, hiring manager interviewing mistakes fall into these big buckets:

• Overvaluing first impressions and hiring those who are more talkers than performers, and not hiring top people who were temporarily nervous.
• Overvaluing gut feelings (a.k.a., intuition).  This results in hiring people who are good at some things – like communicating and planning – but not everything, like delivering high-quality results on time.
• Focusing narrowly on technical skills, which results in hiring people who might be technically brilliant, but who can't work with non-techies, and/or have no clue about meeting commitments, and/or are poorly organized, and/or don't fit with the culture.
• Assuming everybody should be excited about the job, even those top performers who are not looking or who have multiple opportunities.  The best candidates then voluntarily opt out because the manager came across as unprofessional.

在我過往的觀察中，用人經理在面談中的錯誤大致有下列幾項：

• 高估了面談時的第一印象，以至於聘雇了擅於健談而非優績效者，而非聘僱因臨場緊張導致失常的高績效者。
• 高估了直覺反應（又稱為直覺），結果導致聘僱了擅長某些事項 ─ 如擅於溝通與計畫 ─ 但卻非全能者，例如無法如期達成高品質要求。
• 狹隘的關注於技術性能力，導致所聘僱的人選可能是技術頂尖者，但是卻無法與非技術人員共事，或許無法了解所交付的任務，也可能缺乏組織能力，或與企業文化不符。
• 假想每個人都對於此工作有極度興趣，即令那些優秀的應徵者對此工作並無意願或同時擁有多項選擇機會。於是這些優秀的應徵者會因為聘僱經理人的不專業而選擇自動退出。

All of these false positives (hiring someone you shouldn't) and false negatives (not hiring someone you should) can be eliminated by having the hiring manager use a structured career-oriented exploratory interview in combination with video before proceeding down a path towards mediocrity.

聘僱經理可以經由結構式的職涯探索式面談以及視訊工具，來排除這些不實的正面效應(雇用了你不該聘僱的人)，以及不實的負面現象(沒有僱用你該雇用的人)。

The exploratory interview is the more important aspect of this new process.  If someone is not looking, the focus of the first meeting must change to an open discussion about the career potential of the position, rather than the hiring manager assessing the person's ability to do the work.  Most managers aren't very good at this part.

探索式面談(exploratory interview)是此新程序中較重要的一環。如果應徵者並無找工作的意願，則聘雇經理在面談之初，便不須評估此應徵者的能力是否符合此份工作，而是在討論此職務的職涯潛能。而大多數的聘僱經理並不擅長於此。

Here are the steps involved in this exploratory interview process:

以下是使用探索式面談過程的幾個重點：

          1. Opening.  Clearly state that this is an exploratory interview to determine if the open 

          job offers the candidate a career move.  This is a critical statement, since it shifts the

          interview from investigatory to collaborative.  Then describe the process you'll use to

          conduct the conversation.  The steps are described below, but basically it consists of a

          back and forth sharing of information.

開場。開宗明義的說明此為探索式面談方式，是用來確定此職務是否能提供應徵者合適的職涯異動。這是一個關鍵說詞，因為這將使面談由審查轉為合作的關係。接著解釋你將要進行的流程為何。以下為這些步驟的敘述，基本上它包括相互來回的資訊分享。

2. Quick review of the candidate's background and career focus.  Ask the candidate what she's looking for career-wise, how long she's been looking, and why her current job is less satisfying.  Also find out what other positions the person is considering.  Then spend five minutes reviewing the candidate's current job in some detail, focusing on span of control, impact made, and overall responsibility.  You'll gain a sense of fit from this.

快速檢閱應徵者的背景與工作經歷。詢問應徵者對於尋找工作的想法，他(她)已經花了多久時間找工作，為何她(他)對於目前的工作不滿意。同時了解還有哪種工作職務是他會考慮的。然後以五分鐘的時間詳細檢閱此人目前工作內容，尤其在控制的幅度多寡，影響度所及，總責任範圍部分。你將會由這些部分感受到此人是否符合職務所需。

3. Quick review of the job and career opportunity.  Provide the candidate a high-level view of the job, why it's important, and the impact it could have on the company.  If obvious, highlight the possible areas of growth for the candidate based on the person's resume and what was just discussed.

快速檢閱此份工作的機會與發展。對應徵者提出此份工作的遠景與重要性，同時對公司可能產生的影響力。如果由應徵者的履歷表或先前討論的內容，可明顯看得出來時，便可以特別強調其可以獲致成長的部份。

4. Conduct a short work history review.  Assuming there's mutual interest start reviewing the candidate's background in some detail.  Just get highlights at first, looking for evidence of the achiever pattern.  Focus on possible gaps in the candidate's background where there appears to be opportunities for growth (e.g., bigger team, more learning, bigger budget, more impact, faster growing company/industry).

進行簡短的工作歷史回顧。假設雙方有意願對應徵者的背景多加了解。便可在一開始就提出，請見上篇「高績效者鑑別術」。將議題集中在應徵者工作經歷上，能凸顯特別成長的階段(例如：有較大的團隊、較多的學習、較多的預算、更多的影響力、快速成長的公司或產業)。

5. If a reasonable fit, describe the next steps, being semi-positive, but introduce some areas of stretch.  Shift the conversation a bit, describing what you like about the candidate and areas where the job could offer some stretch.  Ask if the candidate finds this appealing in comparison to other opportunities the candidate is considering.  If so, suggest you'd like to dig in a little more to see if the person has the potential to handle a bigger job at this time and if there is a good cultural fit.  It's important to make this shift since the conversation now moves from a dialogue among equals to more of a standard evaluation interview.

如果在合理的適配情況下，可用半積極與延展性的介紹方式，進行下一個階段。 此時你的談話內容可轉為，你對應徵者欣賞的部分有哪些，而此職務可提供的發展為何。詢問應徵者此職務是否較其他工作機會有吸引力。如果是的話，建議你要深入了解應徵者是否有潛力勝任較高的工作，以及是否合於企業文化。在此時此話題的轉換是重要的，因為此時已經由等向的對話，轉為評價式面談。

6. More detailed job fit assessment.  Describe a major job challenge and ask the candidate to describe her most comparable accomplishment.  This is my one-question interview with fact-finding.  Spend 10 minutes on this to see if the candidate is a contender, meaning the person is an achiever and has accomplished something reasonable in scope.  If so, describe some of the growth opportunities in the job – often these are the gaps in the person's background that your opening fills in – and ask if she's interested in proceeding.

更詳盡的工作適性評鑑。 描述工作上主要的挑戰，同時請應徵者敘述其曾有過的成就。此時可用十分鐘的時間來檢視應徵者是否是個贏家，是否曾在合理的範疇內完成某些成就。如果是的話，描述此項職缺可提供的成長機會 ─ 通常這些要能補足其經驗中所欠缺的部分 ─ 然後請問他是否對這些事項有興趣。

7. Allow for candidate questions.  Ask the candidate what criteria she's going to use to compare positions in general and what things she would want to know about your open position in particular.  Answer a few of the big ones, but don't oversell.  Find out the person's timing regarding a move.

請應徵者提出問題。詢問應徵者哪些是他一般用來做比較的準則，以及還有哪些他想了解的部份。回答其主要的問題，但勿誇大其詞，找出其想異動的時間點。

8. Recruiting and next steps.  Instead of rushing to a close, tell the candidate that you're impressed with her background, but that you have some other strong candidates to also consider.  Ask her if she believes the job as described represents a career move, especially in comparison to others she's considering, and if she would like to come back for a more detailed interview.

聘僱與下一步。 不要急著做出聘僱的動作。告訴應徵者你對於他的經歷印象深刻，但是你還有其他人選也必須考慮。詢問其是否認為此職務與其他的工作機會比較，是否會考慮為轉職的工作考量。同時若有需要他是否願意再來做第二次面談。

You can conduct this type of interview over the phone, but adding video adds an important dimension.  Most important, when you actually meet the candidate the impact of the person's first impression will largely be neutralized.  From the candidate's perspective, she'll be coming in ready to sell herself as to why she's a great fit for a possible career move.

你可以用電話面談來進行此種型態的面談，但是加上視訊工具會是個重要的項目。很重要的是，當你實際與應徵者面對面時，第一印象會影響甚或瓦解面談的結果。而站在應徵者的立場，他已經準備好要來推銷自己，並證明自己是此職務的最佳人選。

Starting the conversation with a hot prospect about a possible career move rather than a standard interview represents a shift in approach that great managers use all of the time.  All managers need to do the same thing if they want to hire more top performers.  It starts by recognizing that the best people are only willing to enter into the hiring process when there is the possibility of a career move at the other end.  The exploratory interview is a great way to prove it.

好的經理人對於有興趣的候選人，常以此職務可能性發展的話題為面談的開場，而不是用標準的面談流程。聘僱經理希望能聘僱到優秀的應徵者也需多用此種方式。首先必須承認的是，對優秀的應徵者來說，要有好的職涯發展機會，才會考慮進行聘僱程序。探索式面談是一種可以用來印證的絕佳方式。

The Adler Group Team

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

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(她)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
.

2010/04/09 未來聘雇管道的新趨勢PERP？

未來聘雇管道的新趨勢PERP？

分類：Lou Adler專欄

2010/04/09 00:29

Does PERP Represent the New Future of Sourcing ?

未來聘僱管道的新趨勢PERP？

Written by Lou Adler  

譯者:Lynn Lee 

Friday, 02 April 2010

We all know that employee referral programs and networking are the prime means to find top quality talent. However, this takes time, effort, and the hands of a very skilled recruiter to be productive. It appears this won’t be the case much longer, since we’re now heading toward a technological tipping point.

我們都知道經由員工推薦方案(ERP)以及員工網絡管道，是最佳的優秀人才招募方式。然而，這需要花上時間、精力，以及藉由有經驗的聘雇人員來達成其成效。但看來這種情況將不會持續太久，因為我們正楚於科技的轉捩點。

Automating the ERP process represents the upcoming wave of new technology. From what I’ve seen, fundamental changes are now underway that will soon change the way corporate recruiters find the 85% of candidates who are not now looking. This could have significant negative repercussions for external recruiters and every other current sourcing approach.

ERP流程的自動化，代表了即將到來的新科技浪潮。根據我目前看到的狀況，招募在基本方法的改變後，將很快的改變企業的招聘方式。招募人員將會發現，有85％的可能人選並不是正在找工作的那群人。而這對外部招募人員和每一種相關的招募管道，都可能帶來重大的不利影響。

LinkedIn, Jobvite.com, and Referio.com, among others, are now offering and/or are beefing up their employee referral capabilities as we head toward an era of full ERP automation. This essentially means that your employees’ LinkedIn, Facebook, and Outlook contact lists will be scrubbed for suitable candidates for your company’s current and future positions. Adding the P in ERP though is where the real advantage lies, and you can get in on this action right now.

LinkedIn, Jobvite.com, 和Referio.com等等，正加緊提供其員工推薦機制的功能，以配合正在邁向一個ERP自動化的時代。這意味著，您的員工的LinkedIn, Facebook, 和Outlook的聯絡人名單，將可能是您公司目前或未來職缺中，可拿來尋找合適的人選的工具。在ERP之前加上”P”便是真正的優勢所在，而您可現在便開始行動。

The differences between PERP and ERP are night and day. ERP is based on the idea that your employees will refer their close friends and associates who have asked to be referred to your company. This is a pretty narrow group of people, with the quality and timing hit or miss. Since your employees are reluctant to say no to a friend, quality is questionable, as well at the low chance you have an open position available at the time of referral even if the person is good. Here’s how the P in PERP changes this model:

PERP和EPR之間的差異就如同白天及黑夜般不同。ERP方式主要是你的員工所推薦的朋友或同事，而這些人通常是那些曾經對他們提出對你公司工作有興趣者。這在人選的質量與時間長度來看，是一個非常狹窄的區塊。由於你的員工通常不願意去拒絕朋友，因此所推薦來的人選品質會是個問題，即使此人選是優秀的人才，但在此種推薦方式下，其對於所能選擇職缺選項也只有少數的機會而已。以下是P如何改變的PERP模式：

1. Instead of waiting for a referral to call in, your employees will regularly and proactively review their existing contact lists to identify people who are potential candidates for your open positions. This requires that employees are aware of these open positions, and your employees (or recruiting team) are proactively contacting these people. Getting these people interested in what you have to offer won’t be to hard if your outbound messaging is compelling, but will be a wasted effort if you send a boring and skills-infested job description.

與其等候推薦人選上門，你的員工也可以定期並主動的審閱他們現有的聯絡人名單，以確認出誰可能是目前開放職缺的潛在人選。要能如此便需要你的員工都知道有哪些開放的職缺，以及你的員工(或招募團隊)能主動積極的聯繫這些可能人選。如果你發出的招募訊息是引人注意的，便能引起這些人的興趣；反之，如果你送出的招募職缺訊息是無聊且不具意義的工作說明，那將會徒勞無功。

2. A P2 employee referral program adds another level of proactivity to the mix. In this case your employees continually and proactively expand their current network of associates with the best people they’ve ever worked with in the past. This way when you send out the compelling emails, you’ll reach a broader group of top performers. If the emails are especially compelling, they’ll have a viral effect, reaching even more top performers. (We’ve developed a pretty corny “wild ‘n crazy” ad wizard that converts boring job descriptions into compelling ads. If you don’t laugh too loud .)

P2員工招募計劃另外增加了一個積極性的層次。在此種情況下，你的員工會不斷的且主動的擴大其現有的聯繫網絡，將訊息發給過去他們曾經合作過的優秀同事們。當你以此種方式將吸引人的招募訊息發出時，你將觸及更廣大的優秀人才聚集圈。如果你的郵件訊息特別的吸引人，那將會有如病毒效應般的，遍及更多更優秀的人才群聚處。(我們已經發展出一個漂亮卻老掉牙的名為”狂野的”廣告魔法，可以將枯燥的工作說明描述成吸引人的廣告。可不要笑太大聲囉！)

3. A P3 ERP goes even further. With this addition, your employees send regular messages to their contacts suggesting that your employees be contacted whenever their connections begin contemplating a career change. This way your company will have a chance to pursue these people before they enter into the public job-hunting market. When your employees are contacted they need some means to automatically search current and soon-to-be opened job postings for a fit. Getting hot prospects first in combination with some type of automatic matching feature will be a huge competitive advantage.

而P3的EPR則做的更為深遠。於此同時，當員工將經常性的訊息發送給其聯繫網時，同時也會表明若他們有轉換工作意願時請與其聯絡。如此，你的公司就有機會在這些人進入人才市場前，先行一步與其聯繫。他們同時需要一些能夠自動搜尋目前和即將開放的職缺招募訊息的方法，讓你的員工在其聯絡網成員接觸他時，可以很容易的獲取信息。讓潛在人選可先行進入一些工作自動媒合功能，來做一些選擇與媒合，此種功能將會是一個龐大的競爭優勢。

4. Adding interactive email to your CRM (candidate relationship management system) further automates the PERP process. In this case, prospects candidates who respond to your initial outbound email will receive an appropriate system-generated response based on their request. This will appear to be a personal message from a recruiter. With the appropriate decision-tree logic, candidates can be reeled-in via a series of information sharing emails. Then when the candidate indicates he or she is serious and wants to talk about a specific job, a meeting can be automatically arranged to talk to a recruiter.

添加互動式電子郵件在您的CRM(candidate relationship management system)，進一步的將PERP流程自動化。在此情況下，潛在的應徵者當其回應你所送出的初步訊息後，會由系統自動跑出一份根據寄件者提出的問題而產生的回覆信函。此份信函將等同於由一位公司招募人員親自與予回覆的個人郵件。經由適當的決策樹邏輯，應徵者可以經由一系列的共享郵件訊息。然後，當應徵者表示出他(她)是認真的想對某一特定工作進行應徵時，系統便可以自動的與招募人員安排一場招募會議。

While this type of full automation isn’t quite here yet, don’t be surprised to see partial solutions offered at the next ERE Expo. Regardless, here are some things you can do now to get started developing your own PERP right away:

然而此種型態目前尚未全面自動化，如果你在下一次ERE博覽會上，見到有人提供部份解決方案時，你也不需要太訝異。無論如何，這裡有一些事情是你可以現在就開始進行，用來發展出你自己的PERP系統：

1. Have your employees proactively expand their current connections. In the future, the companies with the largest number of high-quality connections to their employees will be in the driver’s seat. They’ll quickly lose this advantage though, if their offerings describe lateral transfers instead of career moves.

讓你的員工積極的擴展他們現有的連結網絡。在未來，公司能透過員工，建立並擁有大量且高品質的連結網絡，公司將立於能操控的主導優勢。可是如果他們所提供的工作只是橫向的轉移，而非職涯上的直線移動，也將很快的便喪失優勢。

2. Have your recruiters cherry-pick your employees’ existing connections. LinkedIn is great for this. Just have your recruiters review the current contact lists of their fellow employees and find out who’s the best, whether they’re looking or not. Then contact these people and recruit them for your open opportunities.

讓你的招募人員為員工選擇最佳的連結網絡。LinkedIn在此部份便做的非常好。就是讓你的招募人員檢視他們的同事員工們目前的聯絡人名單，去找出最好的人來，不管這些人是否正在找工作與否。接著與這些人聯絡並聘僱他們，以填滿你所需的職缺。

3. Add some type of quality requirement to those people being referred. Make sure your employees are required to justify why they’re referring someone. This provides some indication that the person listed in the talent database is an all-star or a bench player. It also provides the employee a reason not to refer someone unqualified.

在員工推薦條件加上一些質量要求標準。確保你的員工都必須能夠了解並能判別他們所推薦的人選是否符合職位需求。而這些條件將引導員工指出人才庫名單上的人，都會是明星級的或是具有指標性的人選。它同時也提供了員工不要推薦不符條件人選的理由。

Getting people before they enter the job market is what early-bird sourcing is all about. This gives you the chance to decide if you’re interested in pursuing a candidate, and a week or two headstart on the completion. But be cautioned. As the process gets automated, early-bird sourcing will not be an option.

在人們進入就業市場前便先找到他們，是屬於早起鳥來源方式。這讓你能有機會先行決定，你是否對此候選人有興趣進行招募行動，同時可以使招募行動提早一或兩星期完成。但要提醒的是，隨著招募流程的自動化，早起鳥來源將不會只是一項選項而已。

Just consider the flip side to all this. Every company will soon be at risk in losing its best people if its competition is implementing a PERP and it’s not. Just to stay even then, it will need to enter the fray. This will accelerate the process of job-changing as the 85% of the candidates who are not now looking are soon connected somehow with everyone else via PERP. Aside from hyperspeed sourcing, turnover will increase, loyalty will decline, compensation will increase, and the world as we know it will change.

而就另一方面言，因為PERP，每家公司將處於失去其優秀人才的風險中，尤其當你的競爭對手有PERP而你並沒有時。在此情況下，你的人才將不斷的耗損。這將更加速就業市場上工作替換的速度，因為其中原有85%沒有在找工作的人，也將經由PERP而被牽連上。除了超速的招募來源外，員工的流動率將增加，忠誠度將下降，薪資報酬將提高，而我們所了解的世界將隨之改變。

Fasten your seatbelts.

請準備繫緊你的安全帶！

This article originally was published in the Electronic Recruiters Exchange (www.erexchange.com). Check out the ER Exchange for more great recruiting information.

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