Ogilvy & Mather Recruitment

Using the wrong person is the most effective and wonderful way to destroy a company.

If you always hire people shorter than you, your company will become a dwarf company. On the contrary, if you always hire people bigger than you, your company will become a giant company.

In reality, there are indeed many B employees who can't recruit the best talents. The most common reason is their own insecurity. To some extent, they are all afraid of being surpassed or even replaced. The less confident others are about their competitiveness, the more likely they are to feel threatened.

They are likely to suffer from jealousy, one of the seven deadly sins, which is a common behavior pattern behind many revenge behaviors. Envy is sometimes a positive driving force, but more commonly, people whose feelings are not satisfied or not as good as their own will have resentment and unhappiness, which will lead them to hurt the objects envied by this city intentionally or unintentionally to vent their personal anger.

1. Managers who are insecure or have a sense of self-deception "blx" often face a dilemma when recruiting people: Is it to recruit someone who is better than themselves, or to recruit someone who is a little worse, which can make them look better in comparison? One reason to defend them is that those B-level employees just failed to find better talents.

But as david ogilvy, the father of advertising, said, "If you always hire people shorter than you, your company will become a dwarf company; On the contrary, if you always hire people bigger than you, your company will become a giant company. "

As in the case of Company A mentioned above, Zan was soon found to be incompetent. Because of his limited knowledge of new promotion methods, he can't meet the challenge of competition. Although the vice president in charge of recruitment tried to blame the poor performance of the employees he recruited on external factors, his own reputation was also affected.

Ironically, if he has the courage to hire someone better than himself, his job will be more stable. Finally, due to the decline of the company's market position, the CEO stepped in and fired the vice president and his "protege". From this incident, CE0 understands that using the wrong person is the most "effective" way to destroy a company. Since then, she has made talent management a priority of the company.

2. only use excellent class a employees? No way! On the other hand, many types of employees can realize that hiring excellent talents and cooperating with them can bring various benefits. In fact, their concern for their careers is also the reason to encourage them to open their doors to other worried talents. They know that an organization composed of outstanding talents can provide space for their own growth.

Of course, there is a company with only Class A employees, and the bell curve tells us that in most organizations, basically competent Class B employees account for the majority. Moreover, it should be noted that not all B-type employees are insecure and will make special employment decisions.

Moreover, having too many ambitious A-level employees may also bring a Darwinian group-the law of the jungle Kay culture. The ideal situation is to strike a balance between enterprising class A employees and stable class B employees. It is also important to realize that the so-called A, B and C employees are not absolute. Every company has to meet such a challenge: to create an environment where everyone can reach the ideal state. If there are suitable learning opportunities, everyone can achieve considerable changes.

Moreover, some employees are classified as Class B, perhaps because they are not as conspicuous as Class A employees, or because they openly express their desire to achieve work-life balance. Furthermore, some B-type or C-type employees are not so excellent, just because they have chosen the wrong position or company. If you change jobs or companies, you may shine.

3. Fight against the downward undercurrent of destruction, but the problem still exists: if most managers of an organization are B-type employees, most of them may not be ready to recruit better employees emotionally, so how can an organization avoid sneaking into the slow-accelerating downward channel?

There is a high probability that this will happen: once there are too many mediocre employees in an organization, the atmosphere will inevitably deteriorate. If professionalism and productivity decline, the best talents will feel marginalized and then choose to leave.

When the unit output drops and the alarm sounds, it is often too late to stop the downward trend. Perhaps the way to avoid falling into the "mediocrity trap" is to pay close attention to some unconscious psychological movements, including hiring decision, which we can compare to blind date. Recruitment and blind date do have a lot in common, both of which involve very complicated and error-prone decision-making processes.

Whether it's recruitment or dating, recognizing the existence of unconscious bias can make us perform better. It is absolutely not enough to choose a candidate by intuition. There is a lot of homework to do to find and hire the right person. Discuss about (unconscious) prejudice and how to minimize its negative impact within the organization.

Ensure the diversity of interview team members, including age, race, gender, experience and parenting experience. If all the city parks in Zhu are as soft as real, there will be an ineffective way to do things, which will describe the job requirements in detail and clearly define the skills, qualities and experience needed for the post.

Formulating a basic standardized recruitment rule can be used as a supplement to unstructured interviews, which need to include the evaluation of candidates' cultural matching. Incompetent candidates often take a long time to meet the job requirements, and worse, they may have destructive effects. It is better to postpone the recruitment decision than to accept an incompetent candidate in a hurry.

If you can't reach a consensus at the moment, it is wise to keep looking. Lee Iacocca, former general manager of Ford and president of Chrysler, once said, "I hire people smarter than me, and then I make way for them." All people in charge of recruitment should remember this rule. Although it is not easy to subdue the devil who is insecure and jealous of the melting pot, it is difficult to take the right path.