如何吸引积极主动的员工？

    最新盖洛普（Gallup）调查显示，全球仅有13%的员工会在工作中积极投入，也就是说，他们是全身心致力于工作中，可能做出巨大的贡献。

    人们很容易对这样的统计数据置之不理，说员工就是不想工作。但作为雇主，自然不能就这么轻易放弃。

    或许你的员工已经在精神上开了小差，或许他们相互鼓励帮助公司实现了目标，无论如何，招聘的方式，为团队选择不同人才的途径，以及留住人才的策略等，都能发挥重要的作用。

    启动营销引擎，吸引优秀人才

    在成长型公司，营销团队不应该只关注吸引客户。你还要尽量引起理想的、目标员工的关注。否则，你的职位空缺便无法吸引足够多的求职者——最终，公司便只能落入成长型公司常见的招聘陷阱，即招聘的员工只是在迫于无奈完成工作。如果一个职位的申请人数不超过20人，那就说明公司的招聘策略有问题。

    关键是要宣传公司的愿景，不要担心付不起诱人的薪酬。对此笔者有切身的体会。多年前，笔者成立了大学院校创业者协会（Association of Collegiate Entrepreneurs），需要招聘第一位办公室经理。当时我们只能为这个职位支付18,000美元工资。我在威奇托当地一家报纸上发布了一则小广告，广告是这样写的：“希望在一家全球性创业组织内改变这个世界的大学生：你是否厌倦了为大公司工作？你是否希望在充电之后再回到校园？”我收到了从奥马哈到达拉斯共120份申请，人选都非常出色。最后我录用了一位专业人士，他曾在一家大型电信公司担任CEO的行政助理，之前的薪酬高达60,000美元。

    我认识的另外一名创业者，为技术人员定期举行下班后快乐时光活动，最终这项活动吸引了大量人参加，也为她在所在城市打出了自己的知名度——在那座城市，人才争夺非常激烈。每当需要招聘的时候，她都会把那项活动作为寻找人才的渠道。

    不要寻找自己的复制品。

    我去过许多公司，经常看到员工的穿着、声音和思维方式与CEO几乎如出一辙。身为创业者，我们最不应该做的，就是招聘一群自己的复制品。你的团队应该像好莱坞盗贼电影中的团伙一样，各个身怀绝技——他们应该擅长不同的领域，能够带来独特的视角，而不是一群可以随时被替换的通才。这可以为团队的所有人创造一个更令人兴奋的工作环境。

    招聘的时候，我们难免会倾向于和我们类似的人。所以，为了可靠起见，我建议使用记分卡系统。在对求职者进行面试和评价的时候，不仅要依据你希望他们承担的责任，还要以你希望他们实现的目标作为基础。比如在2014年为公司带来100万美元的销量等。要迅速了解如何使用这种方法，我推荐由顶级评级法招聘系统的共同创造者杰夫•斯玛特编写的一本非常简明的书《谁》（Who）。

    创造一个有利于优秀人才成长的环境

    不要担心如何激励最优秀的员工，重点是不要让愚蠢的员工妨碍其他人的发展。在每天或每周的会议上，询问他们遇到的障碍，替他们扫清道路，让他们完成最重要的工作。要想调动优秀员工的积极性，领导者应该关心的是取消效率低下的流程和糟糕的管理实务。

    New Gallup research shows that only 13% of workers worldwide are actively engaged in their jobs, meaning they're psychologically committed to doing their best and likely to make a strong contribution.

    It's easy to write off statistics like this and say that employees just don't want to work, but as an employer, you shouldn't let yourself off the hook so easily.

    How you hire, the way you select a mix of talent on your team, and the strategies you use to retain people can make a major difference in whether you find yourself leading a bunch of people who've mentally checked out -- or a group that feeds off each other's energy as they help the company reach its goals. Here are three strategies you can use to build an engaged team.

    Crank up your marketing engine

    At a growing company, your marketing team shouldn't focus only on attracting customers. You need to get onto the radar screen of your ideal, target employees, too. Otherwise, you won't attract enough candidates to interview for your positions -- and leave yourself prey to the common growth-company trap of hiring anyone who's breathing, out of sheer desperation to get the work done. If you're not getting at least 20 applicants for each position, you're doing something wrong.

    The key is to sell your vision and to stop worrying if you can't pay top dollar. I learned this lesson years ago when I was starting the Association of Collegiate Entrepreneurs and needed to hire my first office manager. We could only afford to pay $18,000 for the position. The tiny ad I placed in a local Wichita paper said, "College student looking to change the world in global entrepreneurship organization: Are you tired of working for a big company? Do you want to get reenergized and back on campus?" I received 120 responses from amazing people, from Omaha to Dallas. I ended up hiring a pro who had been the executive assistant to the CEO of a large telecom company and had been earning $60,000 before that.

    Another entrepreneur I know held a regular after-work happy hour for techies that eventually became the place to go and be seen in her city -- where she faced plenty of competition for talent. That event became her talent pipeline when she needed to fill a position.

    Don't hire clones

    Time after time when I visit companies, I see a bunch of employees who dress, sound, and think the same way as the CEO. As entrepreneurs, the last thing we should do is try to recruit a bunch of mini-me's. Your team should be more like the motley crew in a heist movie -- experts who excel in different areas and bring unique perspectives, not a bunch of interchangeable generalists. It will create a more exciting environment for everyone on your team.

    It's hard to avoid the tendency to gravitate to people who are like us when we hire, so I recommend using a scorecard system to keep things honest. Interview and rate candidates based not just on the responsibilities you need them to fill, but also the outcomes you need them to achieve, such as bringing in $1 million in sales in 2014. For a quick overview of how to use this approach, I recommend the concise book Who by Geoff Smart, co-creator of the Topgrading hiring system.

    Create an environment where great people thrive

    Instead of worrying about how to motivate your most talented employees, focus on keeping the stupid stuff out of their way. Ask them at your daily or weekly meetings what roadblocks they're hitting and clear them, so they get their most important work done. Leaders should focus on stomping out inefficient processes and bad management practices if they want to keep talented employees engaged.