已经招错人了，该怎么办？

无论规模大小，所有企业在创立初期都要经历成长的痛苦。随着企业发展壮大，客户群扩大，产品越来越有人气，看上去一帆风顺，但有两大问题能让积极的进展戛然而止：人才不足，而对人才的需求又太大。

为了跟上人才需求，企业管理者最后还是要招募更多的员工。而与此同时，人才争夺战从未如此白热化。现代企业面临巨大的招聘压力，招聘规模要大，动手速度要快，才能抢在对手前面把优秀人才招致麾下。

以下是企业在招兵买马过程中稳步前进的三大高招：

必须清楚：招聘不力将付出极大代价

理论上，很多人都知道招聘决策不力最终会拖企业的后腿。比如，招来的员工缺少相关技术，或者没有足够动力完成工作，或是与企业文化格格不入。这种招聘非但不会推动企业进步，实际上还可能拖累企业。但大部分企业低估了招聘不力对公司的影响。数据显示，每次招聘失误的平均成本往往是招聘员工年薪的五倍。因此，招聘前需要好好了解情况。

在企业全力开拓业务时，招聘的压力如影随形，很容易就形成匆忙招人、而不是等到真正合适的人再发出offer。这种不重视招聘质量的情况，几乎不可能毫无影响，而且事实上都是负面影响。大部分管理者以为，只要能很快补足人手就能解决问题，因为有人总比缺人强。当真如此吗？此言差矣。

真正的后果是：

需要六个月时间才能搞清楚，是否没能招到适合的员工；

开始启动某项正式的流程，教导或者管理该员工以提高业绩，又要花三个月；

最后不得不解雇员工，开始找寻替代人选，可能还得花三个月。

这样一来，你就浪费了整整一年时间。

但这还不是全部损失。在从发现招聘不力，再到被迫再次招聘期间，管理者还不得不把宝贵时间花在教导和管理对企业成长毫无帮助的员工身上，却没能好好培养团队中真正的得力干将。

招聘要未雨绸缪，学会早做“伯乐”

在有效运用新技术和数据方面，人才招聘工作实际上已经落后于其他行业了。在这种情况下，老老实实地观察企业的发展轨迹和渠道，明确未来需要哪些人才、以及何时需要用人，将是解决问题的关键。也只有这样，才能够更为具体地了解企业到底需要聘用哪种员工。

我们都知道，客户关系管理主张销售人员要“以客户为本”，实际上招聘工作也需要以“应聘者为本”。

别再迫于形势招聘了，主动采取行动吧。这样还可能让企业免受损失。

招聘要为企业发展服务，做好人才长线投资

如果你想让企业走向成功，招聘时应该格外留心。录用应聘者的标准不能仅仅是能胜任目前的工作。

运用现代科技手段，我们可以比以往更了解应聘者，可以掌握有关应聘者过往职位、业绩案例、性格特写等多种数据。企业应该为招聘做充分的投入，因为这是决定企业成功的最关键因素，否则可能功亏一篑。

这意味着，要加大招聘流程和面试培训方面的投入，招聘流程中所有的人员都必须精诚合作。如今，互联网已经可以帮助雇主在面试之前非常充分地了解应聘者。企业应该在一些工具和资源上增加投入，保证寻找、接触并最终聘用的是真正希望拥有的贤才，而不是守株待兔，坐等人随便找上门来。（财富中文网）

作者谢罗伊·德赛为招聘软件公司Gild首席执行官。

作者：Sheeroy Desai

译者：Pessy

校对：夏林

All businesses go through the typical “growing pains” no matter what size the company. Your business is developing, your customer base is thriving, your product’s popularity is rising — everything seems to be doing well. But there are two big problems that can grind that burst of positive development to a halt: not enough talent and too much demand.

In order to keep up with the demand, you’re ultimately going to need to hire more employees. At the same time, the competition for talent has never been fiercer. There is incredible pressure for companies today to hire as many people as they can, as quickly as they can in order to lock down prospects before anyone else gets to them first. Here are three ways businesses can continue momentum through smart scaling:

Understand the real cost of bad hires

Many of us know, theoretically, that making bad hiring decisions will ultimately set the company back. Simply put, a bad hire (someone who lacks the skills or drive to get the job done, or is not a fit with your culture) won’t move you forward and in fact, may move you backward. But most companies underestimate the impact a bad hire has on their business. Data shows that the average cost of a bad hire can often be five times that person’s annual salary. That’s a much needed reality check.

But in the midst of a company growth when the pressure is on, it’s easy to default to making thefirst hire instead of the right hire. The problem with that approach is that bad hires almost never end up having zero impact — they have negative impact instead. Most managers think that if they hire quickly then they’ve plugged a hole, becausesomeone’s better than no one, right? Wrong.

Here’s what really happens:

•It takes you six months to truly figure out that the person is a bad hire.

•You start some type of formal process to coach or manage that person to improve his or her performance, which goes on for another three months.

•Finally, you fire the person and start the process of replacing them. That probably takes another three months.

•You’ve wasted a whole year.

But that’s not all. Throughout the process, you, as a manager, had to spend your precious time coaching and managing someone who was having zero impact on your business instead of coaching some of the true superstars on your team.

Hire ahead of the curve

Take an honest look at your business’ trajectory andpipeline to figure out what employees you’ll need and when you’ll need them. This will give you a more detailed understanding of exactly what you need in a new hire. Talent acquisition has fallen leagues behind other industries in terms of using new technology and data effectively. Similar to howSalesforce has made salespeople “customer-centric,” hiring needs to get “candidate-centric.” Stop hiring reactively and start hiring proactively — it could end up saving your business.

Hire for growth

If you want to grow successfully, you’re going to have to hire deliberately. Simply hiring someone because they “can do the job” isn’t good enough. With the technology available today, we can get more information about candidates than ever before — data about their past roles, samples of their work, snapshots of their character, etc. Companies have no excuse for failing to invest in their hiring. It is the single most determinant factor of their ultimate business success (or lack thereof). This means investing in hiring processes, interview training, and strong collaboration between all team members involved in the hiring process. It means doing your homework outside of the interview process. Today, the Internet allows us to learn so much about a person before you even meet them. You need to invest in tools and resources to make sure you are finding, engaging, and ultimately, hiring the people you really want working for you, not just waiting around for whoever happens to fall into your lap.