亲爱的安妮：我在一家中等规模的公司从事人力资源工作，目前公司想找一位具备特殊技能的首席财务官。我们收到了许多人的求职申请，也对他们进行了面试。虽然他们都给我们留下不错的印象，但我认为，最合适的人选，应该是那些已经在其他公司工作的人，其中有一两家还是我们的直接竞争对手。我看到过您介绍求职网站poachable.com的文章，我也希望有一个针对非技术类人才的类似招聘网站，因为到目前为止，我们选中的“被动”候选人都拒绝了我们的条件，虽然我们提出的薪酬远远超过他们现在的收入。您有什么建议吗？——S.S.

    亲爱的S.S.：高薪酬是很好的条件，但正如你发现的那样，仅仅依靠高薪酬还不够。达拉斯猎头公司Babich & Co的总裁汤尼•贝什拉表示：“更高的工资、报销账户、退休基金、股票期权和其他经济激励，是必须要有的条件。事实上，这些条件还必须非常优厚。”但在这场人才争夺战中，它们只是摆在桌面上的筹码。

    他说道，对于在当前公司工作得很开心的高管，真正能吸引他们的东西更加复杂。贝什拉表示，一位已被雇用的高管“必须有充分的心理、情感和实际理由”才会选择跳槽。“没有人喜欢换工作。这会带来压力，因为每次跳槽都像一次赌博。”但他补充道，大多数招聘经理并未意识到这一点，结果他们没有提供一个足够引人注目的职位，无法为自己相中的人才提供能够说服他们跳槽的理由。

    在与里克•拉文斯基合著的新书《10万次成功招聘：有效招聘的艺术、科学和运气》（100,000 Successful Hires: The Art, Science, and Luck of Effective Hiring）中，贝什拉提出了一个问题清单。与CFO职位被动候选人面谈之前，你应该先问一下自己这六个问题：

    • 这个机会提供的工资、福利、潜力和保障是否足够出色，会让我（假设我对当前的工作很满意）考虑跳槽到一家不同的公司？

    • 它是否超越了其他机会？

    • 我是否真的愿意用心去推销它？

    • 这个岗位未来是否有光明的职业发展前景？

    • 从CEO到高管，整个公司是否愿意付出额外努力去寻找合适人选？

    • 我们所有人是否能够并且乐意把它“推销”出去？

    贝什拉说道：“这与雇主面对求职者时的习惯截然不同。在普通面试过程中，基本上是雇主在问‘我为什么要聘用你？’或‘你能为公司做些什么？’与之相反，在聘用被动候选人时，你要做的是让他或她相信，从各方面来说，来你的公司都比他或她如今的工作状况好很多。”

    此外，根据贝什拉的经验，公司往往还需要说服候选人的配偶。他说道：“我们一直在跟踪配偶的支持对‘被动’候选人跳槽的影响。不情愿的配偶会让‘挖墙脚’行动以失败告终。但如果我们能让跳槽对配偶看起来更有吸引力，整个过程可能会容易得多。忽视配偶和孩子，尤其是牵扯到搬家的时候，往往是造成失败的主要因素。”

    此外，贝什拉建议思考一下，如果候选人的现任雇主提出针锋相对的条件，你该怎么办。他说道：“你相中的人才没有跳槽的打算，同样他们当前的雇主也没有做好他们会离开的准备。所以，他们有可能会受到震动，进而加大筹码。”因此，要准备抛出与其他公司相当甚至更高的条件。

    Dear Annie:I work in human resources at a midsize company that is trying to find a chief financial officer with a particular set of skills. A number of candidates have applied, and we’ve met with them. Impressive as they are, it seems to me that, to get the best person for the job, we’re going to have to pursue people who are already working for other companies, including one or two of our direct competitors. I saw your article about poachable.com, and I really wish there were a similar job site for non-tech people, because, so far, the “passive” candidates we want are turning us down, despite our offer of compensation that far exceeds what any of them are earning now. Any suggestions? — Stumped in Seattle

    Dear S.S.:Money is great but, as you’ve noticed, it isn’t enough all by itself. “Higher pay, expense account, retirement funds, stock options, and other financial incentives have to be there. In fact, they have to be exceptional,” says Tony Beshara, president of Dallas headhunting firm Babich& Co. But in this game, they’re just table stakes.

    What really attracts executives who are happy in their current jobs, he says, is much more complicated. An already-employed C-suite candidate “has to be given plenty of good psychological, emotional, and practical reasons” for moving, Beshara says. “No one likes to change jobs. It’s stressful, because it’s always a gamble.” Most hiring managers don’t recognize this, he adds, so they don’t compensate for it by making the opening they’re trying to fill seem compelling enough.

    In a new book, 100,000 Successful Hires: The Art, Science, and Luck of Effective Hiring, Beshara and coauthor Rich Lavinski offer this checklist of six questions to ask yourself before you sit down with a passive candidate for your CFO position:

    • Does the opportunity have the same kind of outstanding money, benefits, potential, and security that would make me (assuming I’m contented in my current job) consider going to a different company?

    • Is it above and beyond any other opportunity out there?

    • Am I willing to sell it really hard?

    • Is there a career path, with an exceptional potential future, beyond this position?

    • From the CEO on down, are higher-ups and the whole company willing to go the extra mile to get the right candidate?

    • Can and will we all “sell” it?

    “This is quite different from the way employers are in the habit of approaching jobseekers,” Beshara notes. “It’s the opposite of the usual interviewing stance, which is basically, ‘Why should I hire you?’ or ‘What can you do for the company?’ Here, you have to go all out to persuade the candidate that he or she will be better off in every way than he or she already is.”

    What’s more, in Beshara’s experience, that often means impressing a candidate’s spouse as well. “We always keep track of the spouse’s support of a ‘passive’ candidate’s job change. A reluctant life partner can torpedo a move. But if we can make a change seem more attractive to the spouse, the whole process may be easier,” he says. “Ignoring the spouse and kids, especially if a relocation is part of the deal, is a recipe for disaster.”

    Beshara also recommends giving some thought to how you’ll respond if, or when, the candidate’s current employer makes a counter offer. “In the same way that the person you want has not been looking for a job, their present employer isn’t ready for them to leave,” he says. “Odds are it will be a shock to them, and they will up the ante.” Get ready to match or, if at all possible, beat what the other company puts on the table.