5 Hiring Tips Every Company (and Job Seeker) Should Know | Nithya Vaduganathan | TED

譯者: Lilian Chiu 審譯者: Helen Chang

So there's an interesting thing happening in the labor market.

現在在勞動市場中 有一個有趣的現象。

On one hand, there are a whole lot of job openings.

一方面，有一大堆工作職缺。

And on the other,

另一方面，有許多雇主 真的很難把這些職缺填滿。

there are a lot of employers really struggling to fill them.

Now we get this in part because we're experiencing

這現象有部分是因為此時此刻

an unprecedented rate of change in the nature of work.

工作的本質以 前所未有的速度在改變。

So many jobs today require new skills.

現今好多工作需要新技能。

Ten years ago, companies didn't need entire teams of data engineers

十年前，公司並不需要 一整個團隊的資料工程師、

and social media content producers and sustainability experts.

社群媒體內容製作人， 以及永續專家。

But now they can barely compete without them.

但現在，沒有這些人， 公司就很難競爭。

But this isn't the whole story.

但還不只如此。

Part of what's causing this disconnect

這種斷層的部分成因

is the fact that we're using outdated practices to fill 21st-century jobs,

是因為我們在用過時的做法 來填補二十一世紀的職缺，

and it's just not working.

那就是行不通。

The consequences are real.

後果是很真實的。

My job is to help executives rethink how they attract and retain talent.

我的工作是協助主管重新思考 他們要如何吸引和保留人才。

And more so than ever, leaders are telling me

以前領導者從來沒有像現在 這麼常告訴我，他們就是

they just cannot find the people to do the work.

找不到人來接這些工作。

For some, this means their strategic priorities are put on hold.

對一些公司，這代表它們 得暫緩策略上的優先事項。

And for others, their products are delayed to market,

對其他公司則是它們得把產品 延遲上市，收益會受打擊。

and their revenues take a hit.

But I think there's a fix.

但我認為可以解決。

We just have to find a way to unleash the talent that is hiding in plain sight.

我們只需要想辦法把躲在 眼前的人才給找出來。

And by doing so,

這麼做，我們便能協助 我們的領導者轉變焦點，

we can help our leaders and managers shift their focus

from stressing over unfilled positions

從擔心招募不到人才，轉為 協助他們的團隊發揮價值，

to helping their teams deliver value.

And we can help employees and candidates

且我們能協助員工和候選者

find the opportunities to advance their careers.

找到機會讓職涯更上一層樓。

So here's how I think we do it.

我認為我們應該這樣做：

OK.

好。

Leaders and managers, step one's on you.

各位領導者和招聘經理， 第一步是你們的工作。

Before you post your next job opening,

在你們刊登下一個職缺之前，

or your next hundred,

或下一百個，

do us all a favor and figure out what work actually needs to get done.

幫我們大家一個忙，想清楚 真正需要完成的工作是哪些。

I've seen many job openings

我看過許多職缺， 看起來簡直像喜劇，

that look like they should belong in some kind of comedy show

because the list of requirements is so ridiculous.

因為必備條件列表實在很荒謬。

The ideal candidate must be able to: manage a billion-dollar P and L,

理想的候選者必須要：

能處理十億美金的損益表、

code like a 20-year Google veteran,

寫程式要像曾在 Google 做過二十年一樣、

build advanced forecasting models,

會建立先進的預測模型、

design beautiful PowerPoint slides,

能設計好看的 PowerPoint 投影片、

directly engage with the board of directors and oh, of course,

能直接和董事會互動，

喔，當然，還要能 完成所有被指派的任務。

do all of their duties as assigned.

So as leaders write down every single thing

所以，當領導者寫下他們心中

that their ideal candidate must be able to do,

理想的候選者必須要會做的事，

there's really only one kind of candidate that can do all those things.

只有一種候選者能夠滿足所有條件。

A Pegasus.

帕格薩斯（飛馬）。

(Laughter)

（笑聲）

So if you want to find the right real-life person to do the job,

所以，如果你想要找 合適的真人來做這份工作，

perhaps try a different approach.

也許要試試不同的方法。

Figure out what work needs to get done and design the profile based on that.

想清楚要做到的工作是什麼， 根據它來設計需求描述。

OK, now we know the work that needs to get done

好，現在我們知道了 要做到哪些工作，

so we can start screening candidates in instead of screening them out.

所以我們可以開始將候選者 篩選進來，而非篩選掉。

I'll be the first to admit

讓我率先坦白，

that going through thousands of resumes for a single job opening

為了單一個職缺要看過 數千份履歷實在是……

is intimidating.

很嚇人。

So it really doesn't bother me that companies design processes

所以，我並不反對公司設計一些流程

to quickly filter out unqualified candidates.

來快速濾掉不符資格的候選者。

But what does bother me is the criteria that they use to screen,

但讓我不舒服的是 它們用來過濾的標準，

which is often archaic,

通常是過時且容易辨識的標準， 比如在這個職位的時間、

easily identifiable things, like time in role

and degree requirements,

以及學位要求，

that are not always predictive of success in the job.

這些不見得能用來預測 能否做好這份工作。

You know, I bet you there's someone listening to me right now

我敢打賭，現在的聽眾中就有人

who hasn't applied to a job

曾經沒有去應徵一份工作，只因為

because the requirements section said you needed five years of experience

必要條件欄說需要有五年的經驗，

and you only had four.

而你只有四年。

Lucky for us, there's some big-name companies working to address this.

我們很幸運，有些知名公司 在努力處理這個問題。

IBM, for example, has removed degree requirements

比如，IBM 就拿掉了學位要求，

from 50 percent of their US job listings in order to widen their talent pool.

他們在美國的職務列表中 有一半都不再需要，

目的在擴展他們的人才庫。

But I think we can do more.

但我認為我們還能做更多。

BCG recently worked with a wealth management firm

BCG 最近和一家財富管理公司合作，

to figure out what predicts success for incoming financial advisers.

想找出哪些因素能預測未來 加入的財務顧問是否能勝任。

And the results were kind of interesting.

結果還蠻有趣的。

High GPA?

好的學業成績？

Important.

重要。

Top school?

頂級學校？

Not important.

不重要。

Past client and sales experience?

過去曾有客戶和銷售經驗？

Not important.

不重要。

Past call center experience?

過去曾有客服中心經驗？

Not important.

不重要。

Past experience working on a team of any kind?

過去曾有任何一種團隊工作經驗？

Important.

重要。

So of course we have to remember

當然我們得切記，好的候選候者 不見得符合列表中的每一項。

that great candidates don't need to check every single thing on the list.

那也沒關係。

And that's OK.

In fact, hiring managers at companies like Seagate Technology

事實上，

像希捷科技這種公司的招聘經理 會先從內部候選者中挑選，

look at internal candidates first,

and they focus on the 70 to 80 percent of skills that matter the most.

且他們的焦點會放在

最重要的技能要能達到 70%~80%。

And then their upskilling programs help candidates get from 80 to 100 percent.

後續其技能提升方案能協助 候選者從 80% 提升到 100%。

One word of caution here, which is to check your own biases.

這裡有一個注意事項： 檢查你自己的偏見。

If you've only hired people that have fit a narrow mold,

如果只有符合一個狹隘 模子的人你才願僱用，

you're going to have to look outside your team in order to get this right.

你就得朝團隊外面尋找， 才有可能把它做對。

All of this is a little bit like dating to me.

對我來說，這一切有點像約會。

You know,

你知道的，你可能認為

you may think that you need someone who's handy and who can cook

你需要的另一半 要會修東西、會做菜，

and who loves camping and who wears designer clothes

喜歡露營，

穿設計款服飾，現今可能 還要加上會打匹克球。

and, well, nowadays plays pickleball.

But in reality,

但，在現實，

perhaps the ideal partner is actually someone

也許，理想的另一半其實

是能逗你笑並和你的家人 好好相處的人。

who can make you laugh and gets along with your family.

The dating metaphor is actually perfect for my next piece of advice,

我的下一個建議非常適合 用約會做比喻，那就是：

which is this:

to up the odds of a good match, start with coffee.

要提高配對成功的勝算， 就從約喝咖啡開始。

If you're a manager or a candidate,

如果你是經理或候選者，

don't feel like you need to jump into marriage or even commit to dinner.

不要覺得你得以結婚為前提 或甚至承諾約晚餐。

Why not start with coffee?

為什麼不從約喝咖啡開始？

This is the concept behind micro internships,

這就是微實習背後的概念，

which are small-scale paid projects

微實習是小規模、有薪的專案計畫，

usually completed by college and graduate students.

對象通常是大學和研究所學生，

And for companies,

對公司而言，微實習 是通往招聘的低風險路徑，

they actually provide a lower-risk path to hiring

and allows them to reach students in schools

可以接觸到本來不會 去考量的在學學生。

that they otherwise might not have looked to.

Talk about finding hidden talent.

這就是找到隱藏的人才。

And amongst those experimenting with micro internships

有在用試做微實習的公司 包括微軟和可口可樂。

are companies like Microsoft and PepsiCo.

We've talked a lot about talent hiding in the hiring process.

我們已經談了很多 在招聘過程中看不見的人才。

But surprise,

但，沒想到，

there's so much talent hiding in your organizations.

在你的組織中也藏了好多人才。

So my recommendation to everyone, managers and employees,

所以，我建議所有人，

包括經理和員工， 把視野拓展到其他樓層。

is to look beyond your floor.

I recently worked with a large company going through a reorganization and they,

一間和我合作的大型公司 最近正在經歷整頓，而他們

you know, designed logical groupings of job postings

為職缺公告設計了很合邏輯的分類，

and drafted responsibilities for each role.

為每個角色都寫了職責描述。

But when it came time to staffing, interestingly enough,

但到了要做人員配置的時候，

有趣的是，

not one single person suggested an opportunity

沒有任何人提議要把候選機會 給自己團隊以外的人。

for a candidate outside their team.

Now, more often than not,

大多數時候，

the talent you need actually does exist in your company.

你需要的人才確實在你的公司中。

You may just need to look to a different floor.

只是你得去別的樓層找看看。

In fact, in the early days of COVID,

事實上，在新冠肺炎剛爆發時，

Unilever moved 9,000 people to new internal rolls.

聯合利華將九千個人 轉往新的內部角色。

So if they can do that,

如果他們做得到，我很確定你也能

I'm pretty sure you can find the person

在你公司某處找到 你那個職缺的人選。

for your one job opening somewhere in your company.

And if you're listening to this and feeling frustrated

各位聽眾當中如果有人覺得很挫折，

by the lack of opportunity in your current role,

因為你目前的角色缺乏機會，

perhaps it's time for you to start to tell people outside your team

也許你該開始考慮告訴 你的團隊以外的人

you're ready to try something new.

你準備好做新嘗試了。

Now there’s a flip side to looking beyond your floor, and it’s this.

去其他樓層尋找 也有另外一面，就是這個。

And here's my ask of managers and leaders.

我對經理和領導的請求是這樣的。

While it’s very natural to want to hold on to your rock star teammates,

雖然想要綁住你的明星隊員 是非常自然的事，

doing so may actually keep them from their dream job.

但這麼做可會讓他們錯失 他們夢想中的工作。

So please let your people go so they can grow.

所以，請放手讓你的人走， 讓他們能夠成長。

Sixty percent of people who left their jobs recently

近期離職的人當中有 60%

cited the lack of career advancement as one of the main reasons for leaving.

把缺乏職涯進展 列為離開的主因之一。

So leaders, please don't think you can keep someone in the same role

所以，領導者們，別認為你們 可以把人留在同一個位子

for years without expecting them to leave.

數年不改變，還不覺得他們會離開。

That's called talent hoarding, and it's not OK.

那叫做人才囤積，而那不是好事。

(Laughter)

（笑聲）

And on the other hand,

另一方面，

companies that actively support their talent to move internally

主動支持人才在內部轉換 工作的公司則回報

report more diverse, innovative and effective project teams.

其專案團隊更有多樣性、 創新力，和效益。

So while it might be hard to support someone who's ready to move on,

雖然，要支持準備好 往下一步走的人並非易事，

但相信我，你絕對應該這麼做。

trust me when I say you absolutely should.

I know there's a lot going on in the labor market,

我知道勞動市場中發生了很多狀況，

and these five tips are not going to address everything.

這五項密訣不可能處理所有問題。

But we're never going to discover something new

但如果我們持續使用 已經用了數十年的透鏡，

if we keep using the same lenses we have for decades.

就永遠不可能有新發現。

So perhaps the way to discover hidden talent

所以，也許，發現隱藏人才的方法

is as simple as taking a fresh look.

其實很簡單：換個新視角重新檢視。

Thank you.

謝謝。

(Applause)

（掌聲）