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[People & Ideas] 谈谈人力资源,斯坦佛MBA还在上海陌拜? [复制链接]

Rank: 4

发表于 2014-1-15 14:00:09 |显示全部楼层

A Primer For CEOs On How To Hire A World-Class HR Executive

Perhaps your business has gotten to a place where you are in need of a top HR executive or you realize that your current HR executive isn’t the right person to help take your organization to the next level. You can’t rely on internal expertise to help you fill this critical position nor can you trust that a third-party firm will have your best interest in mind. So what can you do? Educate yourself on what is possible so you can make the right choice when adding this highly visible member to your team. Here’s where to begin.

Start with the end goal in mind and work backwards. Where are you headed in your business and where are you today? Knowing this will ensure that you hire the right type of person at this point in time. For example, suppose your organization is about to go through a cultural transformation that will require an HR leader with experience in change management? Being clear on your intentions will help to ensure that you don’t wind up with a leader who is more focused on the transactional side of HR. Liz Gottung, Sr. VP and Chief Human Resources Officer at Kimberly-Clark states, “You want to find people with a track record of solving the kinds of problems your business may be facing.”

Hire someone who cares about learning about the business they are in. Jenn Mann, VP of Human Resources at SAS believes that at the executive level, the technical aspects should be a given. World-class HR executives should be focused on on how their role can achieve greatness. “I spend more of my time understanding what is going on in the business so that my team can contribute in a way that helps SAS continue to add value to our customers.”

You can take this one step further by hiring someone who has line experience. Deloitte’s Chief Talent Officer and Deputy CEO Jen Steinmann and Gottung, have both worked in the business prior to taking on the lead role of HR for their companies. Line experience has given these executives a level of credibility that can take years for others to gain. “Having the experience on the line is very important,” notes Steinmann. This experience also gives them a complete understanding of the impact their decisions will have on the operations.

Gottung recommends starting with your own organization and asking, “Do we have anyone who is well suited for this job?” She goes on to say that if you had to choose either ability or experience, go with ability. Then be sure that person surrounds him or herself with superstars who are technically proficient in HR.

Treat this person as a business partner-You wouldn’t ask your CFO to report to your head of HR, would you? Don’t even think about asking your senior HR executive to report to anyone but you. The type of person you are looking to hire won’t be interested in your position if you decide to put a filter between you and this individual. They’ll immediately understand that those people who you claim are your most important assets are merely second-class assets.

Mistakes to avoid-Steinmann believes CEOs would be better served if they focused on the individual they are looking to add to their team rather than the technical aspects of the job. She encourages CEOs to ask themselves if this person could be an executive on the leadership team doing any other job on the leadership team. Mann believes that it’s important to be willing to pay for the value you want to receive and in return, expect more from your HR person. “They can do more than what you have typically associated that function with,” states Mann. Gottung believes it’s a mistake for a CEO to pick someone who is too much like himself or herself. “You will be better served by picking someone who can really bring a different perspective. Someone who can disagree and tell you that you are wrong.”

Seek help-You are about to hire one of the most important members of your team. Bring in a trusted advisor to help guide you through the process. This person should be able to help you frame the position and define the traits that will work best in your organization. You may even decide to hire this person to do the search on your behalf. Ask other CEOs for referrals to trusted resources and check references.

Don’t settle-At times you may be tempted to make an offer so you can turn your attention back to running the business. Don’t settle. Keep asking yourself, “Is this person good enough?” and don’t stop until the answer is YES!

Rank: 3Rank: 3

发表于 2014-5-24 20:05:01 |显示全部楼层
再来看这个贴子我觉得企业文化还是很重要的,就比如我找pre-MBA intern,因为对我来说存在career switch,好的职位没经验,entry-level的工作猎头又会觉得你overqualified不合适。而且就intern这个岗位而言,很多公司是希望培养长期留下来的员工,所以对外很少给一个明确只工作两个月的人实习机会。target the right company很重要,越是流动性高的公司pre-MBA的intern机会越多。

回到企业文化,Nielsen的HR看了我的简历说我的bkg很优秀,但是他们的实习岗位就只有entry level的问我对工作什么expectation,payment有什么要求,给了我我现在经理的联系方式后,同样的问题,他又问了我一遍。但是就在我正式开始实习的第一天,我的manager给我开了个会,除了简述工作职责以外,让我说直述自己对工作的期望值,他说他会尽力配合我让我有机会去参与更多的项目,在这短短两个多月的时间内利用好Nielsen这个平台,学习更多对今后发展有利的knowledge。Manager说:Nielsen的文化就是“Integrated, Open & Simple”

对于MBA-Intern来说(尤其是存在career switch问题的candidate),首先从策略性的角度一定要尽可能去利用自己身边熟悉的资源,在offer intern的companies,自己想做的industry和function上面找overlap;其次要放平心态,明确目标,如此就不会太在意眼前的得失,毕竟大部分的intern机会都比较low-level;以及,在短短两个月的时间内其实并不能学到特别多的东西,重要的是利用好公司的平台,比如大公司的training system一般都建设得不错,公司的内部report也会非常有学习价值。
yix影水德y72 该用户已被删除
发表于 2015-3-13 13:53:49 |显示全部楼层
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惠财达雹2 该用户已被删除
发表于 2015-3-25 07:25:03 |显示全部楼层
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