3招让你避免招到差员工

招聘是一项挑战，尤其是在较小的公司。引入一位新员工，就是像给家庭增添了一位新成员，特别是在有着强大文化的公司。可是，在新创企业，你经常没有搞多次面试的余地。你有活要找人干，所以必须快速招聘。尽管如此，还是有三个方法让你从个人和职业方面对应聘者做出有效的评估。

1、评估文化适应性

先要理解你的企业的目标，再在你面试的人身上寻找与之一致的迹象。在Ceros，我们在这方面的测试方法是给应聘者10到15分钟的时间，讲一个他们热衷的话题。这种练习有助于你深入了解应聘者的个性，发现他们关心什么。

考察文化价值观。文化价值观通常不过是墙上的那几个字，没什么实际意义。如果你打算用它们来考察应聘者是否合适，那它们一定要充满真情实感，必须有实际的意义。只要你的价值观符合这个标准，你就可以把它们做为应聘者的评分依据。

最后一个策略可能有点另类。不过，如果是面试应聘高管职位的人，我会跟他们去喝一杯。在公司外面跟应聘者拉关系意义何在呢？你会看到一个没有戒备的人。在轻松的氛围中，人们就不太容易装相了，因而更可能说出他们真实的感受和想法。带着团队一起去，也非常有利于观察他如何与他人互动。

2、评估技能和经验

尽可能明确职位与责任。制定一个框架，帮助你评估每位应聘者的优缺点。

如果有你认为应聘者可能不了解的现实挑战，就问他们与之相关的难答的问题。另外，找职位类似的人问同样的问题，问得更细一些，也是聪明的作法。

带上更多不同岗位的员工。在Ceros，我们努力让面试不拘一格。有时候，我们让应聘者在办公室里待上三到四个小时，认识更多的团队成员。或者，我们会请应聘者到办公室的酒吧里喝点什么，以便更好地了解他们。

让他们做个测试项目。如果是内容方面的职位，请他们写个模板；应聘开发人员的，可以写点代码；如果是销售人员，就请他们向你推销一支铅笔。要是他们不愿意做，或是做的时候热情不高，你就知道，他们不是合适的人选了。

3、发现和解决不好的招聘

如果你不确定某人是否胜任工作，就看看这个不带感情的评估方法。问问自己和别人，按照下面的标准，你会给那个员工做何评估：

特别好

非常好

好

一般

差

你希望与特别好和非常好的员工共事。如果某人的评估是“好”，给他一些时间，对他进行培训，他就有可能变为“非常好”，但员工不太可能跳两级以上，特别是在新创企业的成长周期内。所以，要是某人被评为“一般”、“差”甚至是“好”那一级，你都应该过掉他。

无论你的招聘流程有多棒，你终究还是会犯错。你肯定会招来几个不合适、必须走人的员工。出现这种情况时，最好的办法就是迅速了断。如果早早发现此人不行，就及早处置。相信我，你等的时间越长，让他们走就变得越难。

Simon Berg是Ceros公司首席执行。

译者：天文

Hiring is a challenge, especially in a smaller company. Bringing on a new employee, particularly at a business with a strong culture, is like adding a new member into the family. But in the startup world, you often don’t have the luxury of conducting several interviews. You’re trying to hire quickly because you have stuff to get done. That said, there are ways to effectively evaluate candidates both personally and professionally:

Evaluate cultural fit

Understand your business’s purpose and look for signs of alignment in the people you interview. The way we test for this at Ceros is by having candidates present on a topic they’re passionate about for 10 to 15 minutes. This exercise helps you dig deep into candidates’ personalities and find out what they care about.

Check against cultural values. Often times, cultural values are just some words on a wall that don’t really mean anything. If you’re going to use them as a way to test whether a candidate is a good fit, they have to be tangible and they have to be meaningful. If your values meet this criteria, you can then use them as a scoring matrix for candidates.

This last tactic may be unconventional, but for candidates interviewing for executive roles, I go drinking with them. What’s the point of socializing with a potential hire outside of the office? You see that person unguarded. It’s difficult for people to put up a facade in a casual setting, so they’re more likely to say what they really think and feel. Group settings are also great for seeing how the person will interact with others.

Evaluate skills and experience

Be as clear as possible on what the role is and what responsibilities it entails. Use a framework to help you assess each candidate’s strengths and weaknesses.

Ask difficult questions about real-world challenges you think they might get wrong. It’s also wise to get someone in a similar role to ask the same questions in a more granular way.

Involve a wide range of employees. At Ceros, we tend to keep our interviews pretty freeform. We sometimes have people in the office for three to four hours to meet with additional team members, or we’ll invite candidates to have a drink at the office pub to get to know them better.

Have them do a test project. If it’s a content role, ask for a writing sample; if it’s a developer, give them something to code; if it’s a sales person, ask them to sell you a pencil. If they’re not willing to do it, or they do it without much enthusiasm, you know they’re probably not going to be a good fit.

Identify and address bad hires

If you’re unsure whether someone is going to work out, here’s a non-emotional way to evaluate the situation. Ask yourself and others how you would rate the employee on this scale:

Exceptional

Very good

Good

Average

Poor

You want to work with people who are exceptional and very good. If someone falls into the “good” bucket, they can potentially become very good with time and training, but people are unlikely to jump more than one tier, especially in a timeframe that works for startups. So if someone appears to be in the average, poor, or possibly even the good tier, you should pass.

Ultimately, no matter how great your hiring process is, you’re going to make mistakes. You’ll end up with a few people who aren’t a good fit and have to be let go. When this is the case, it’s best to part ways quickly. If you see early on that it’s not going to work, deal with the situation early on. Trust me, it’ll get much harder to let them go the longer you wait.

Simon Berg is CEO of Ceros.