How to persuade the candidates of big companies to accept the offer of startups?

How to persuade the candidates of big companies to accept the Offer of startups?

1. I found some interesting phenomena in the process of persuading candidates to change jobs or accept Offer.

1, more than 80% of the candidates will say that job-hopping is not for money, but at least 90% of them will definitely accept the Offer, as long as the money is right.

Almost no one is completely satisfied with his present job, that is to say, everyone is a cracked egg.

3. For the applicant, the real job-hopping pain point will not exceed two. It's just that many times, he doesn't know what this pain point is, and HR or headhunters don't know it. One of my core methodology: if the pain point is real, then help the candidate find it; If the pain point is vague, then help him make it clear; If the pain point he thinks is not the real pain point, then just like surgery, cut off this pseudo pain point and find out the real pain point.

4. Feelings can really be eaten. No matter how chicken soup it sounds, in such an impetuous workplace, the phrase "open a stone with sincerity" can really touch many people.

The work of persuading candidates actually started from the beginning of the position establishment. If there is something wrong with the initial positioning, it will be an extremely difficult process to make corrections in the negotiation stage of the offer. Or even if the applicant reluctantly accepts the job, the probability of future survival will not be too high.

6. There must be candidates that you can't convince anyway. In your two-way free choice, what we have to do is to exhaust all possible methods and then accept the good and bad results frankly. Don't magnify an unsuccessful persuasion experience infinitely and spoil your mentality.

7. The more the applicant invests in the communication process of job interview, the more difficult it is for him to refuse the Offer, even if it is a job opportunity that he feels obviously flawed, even if his friends around him advise him to consider it carefully. Therefore, as the leader of the interview process, we should try our best to create more scenes, so that candidates can participate more in the opportunities you provide in terms of time, energy, thinking and emotion, and the probability of your successful persuasion will multiply-this is my second core methodology.

8. What many candidates care about is not money, but your attitude towards him. The same is the offer of 38K. One is that the original upper limit can only be given to 35K, but you have increased it to 38K through special approval at different levels. The other upper limit is 45K, and 38K is given after evaluation. In our practice, more than 70% of the candidates will choose the first one.

The above phenomena will not be listed one by one, and will be further interpreted in subsequent scenes and cases. Let's enter the following text.

Scenario: How do startups attract talents from big companies?

This is the most common scene in three years, and it also makes countless HR and headhunters wish they were dead. Although compared with five years ago, the flow of talents from large companies to small companies has long been the norm in the Internet workplace, there are many positive and negative cases in the market with different voices. Let's sort it out and see what paths and priorities there are and what countermeasures there are.

As we said before, all the candidates are "cracked eggs". So what are the possible "cracks" for a typical candidate working in a big company?

Let's first define what we call a "big company", which has several basic elements. First, they are basically listed; Second, the basic business has been stable, the cash flow is abundant, and there is no realistic and urgent survival crisis; Third, the number of personnel is at least 1,000; Fourth, there are more or less some big company diseases, such as complex hierarchy, distinct grades, insufficient innovation, increased marginal business, rigid institutional framework and lengthy management process. This is an important criterion to judge whether a big company is or not.

Ali, Tencent, Baidu and JD.COM. Big companies, of course. The third company, Sina, Netease and Sohu, is also a big company. To name a few, car home, 58,360, Ctrip, Youku, LeTV and so on. Xiaomi, Didi, Xinmeida, etc. Although it is not listed, it is also a typical big company. Although a company like NetQin has been listed for a long time, it has never had thousands of employees and its basic business has never been stable. Definitely not a big company. Although a company like Renren.com went public, its main business has fallen apart and now it has turned to investment. It's not a big company in any way, but it's not a startup. It's kind of an alternative. Others, let's judge by our own standards.

Secondly, after defining "big company" under the framework of our discussion, let's talk about the possible motives for talents of big companies to quit to start-up companies.

1, the rising prospect is slim.

There are too many people in big companies. Just say "chestnuts". T4 rises to T5, which is a matter of several minutes. From T5 to T6, it is not too difficult, but from T6 to T7, and then from T7 to T8, the bottle mouth is tightened at once, and most people can't get up for a lifetime. Besides, even if it can be promoted to T7, the income and status will be clear at a glance, and the temptation is not so great. People are so strange that they are always not interested in the definite result, but they will flock to the vague prospect, even if the possible result is not as good as the definite one. This is human nature. So one of the main reasons is that many young people in big companies choose to leave startups.

2. Narrow working scope.

The division of work in big companies is very detailed, and everyone is responsible for a little. Taking the product as an example, it will be divided into B-end and C-end, and C-end will be divided into user research, behavior analysis, competing product analysis, user experience, scene setting, function setting, project coordination, sub-module decomposition and so on. If the level does not go up, you may not be exposed to the overall logic and project analysis of the product for three to five years. In such a screw-like work scope, young people will naturally feel dissatisfied and want to see other modules outside the field. There is nothing wrong with meeting enlightened leaders and colleagues. If not, it will be considered that you are not at ease with your work, and it is still light to lower your performance score. Once you lose trust, it is inevitable to continue to suppress, so that you can't get along with each other if you want.

At this time, if the startup extends an olive branch, it can be exposed to more work dimensions, and the motivation to leave will be strong.

3. The intricacies of interpersonal relationships and office politics

Have you ever stood in line? Have you ever tried that life on the wrong side is worse than death? The so-called big company is a company that has got rid of barefoot but put on shoes. In the absence of clear survival pressure, people just played a whole game of fighting, and the peasant uprising knew that it was inevitable to fight each other after winning the world. You said that a middle-level leader has so few resources that he doesn't give them to close people and give them to subordinates who don't obey him. Who followed him after that? How can he be a leader if no one follows him? Is he sick?

4. Are big companies necessarily stable?

Many people go to big companies or stay in big companies, and a core pursuit is stability. But this is also a paradox to some extent. Are big companies necessarily stable? If you are lucky enough to be in its core business, this statement is basically established, such as Baidu's big search, Ali's Taobao, or Tencent's WeChat, QQ and game business. These are the cash cow businesses of several big companies, and the boss is not allowed to make a fuss.

But if it is unfortunate in non-core business, there is great uncertainty. For many years, large companies have been building their own ecosystems. They don't want to miss any possible track, and they have money and people in their hands, so it's normal to keep trying various new businesses. Let me give you some resources first. You can go and see for yourself. If you manage well, you can invest more. If you run badly, you will be laid off in minutes. This trial period is generally three months.

Or because of a strategic need, just show it to investors, project the performance of a leader, or what the big boss said, and the following VP responded positively. In short, it is difficult for you to know what the background of a so-called new business is. In this case, if you are unfortunate enough to join such a team, how do you feel about your stability?

Like the emperor's harem. The biological mothers of the queen and the important prince are mainly engaged in business and can be effectively guaranteed. However, some new "changchang" or "promises" below may not even be seen by the emperor. Do you think anyone cares about their life and death? Or even if three or five people die, it has no effect on the whole harem.

Since the beginning of this year, I have more than 20 applicants in this situation, which seems to be in a big company, but it is still common to change three or four projects or teams in a year. The most exaggerated time, I was dragged to four different project teams and changed five leaders within one and a half months. The shortest time is only three days. Tell him to adjust. Do you think his career can grow in such an atmosphere? Has his experience improved? How should he answer questions in the interview? Can't say that you have been to more than N departments in a big company, so you are particularly familiar with people?

5. Meeting, meeting, meeting, coordination, coordination.

Large companies are famous for their meticulous management and rigorous processes, which means that many things have clear rules and approval authority. Involving multi-sectoral cooperation or multi-level approval, only meetings, meetings and coordination. A little girl I know who is doing recruitment once spent a whole day in a factory building in order to coordinate the interview arrangements of two candidates. When it was finally finished at 9: 00 p.m., she took out her mobile phone and looked at the steps. It was more than15,000, and the distance was more than 10 kilometers.

I'm really tired of staying here.

Quite a few applicants from big companies have experienced wonderful experiences. They graduated from famous universities, worked in big A for several years, worked in big B for several years, and then worked in big C for several years. Finally, one day, I couldn't stand the dressing change of the big company, got tired of the working meal in the canteen and ran away angrily. This is a kind of static thinking and dynamic thinking. He just wants to change his life, even if it's risky.

I think of a friend of mine, who is a civil servant in real life. She is always gentle and likable. She must go home on time every day. Before going to bed, she must wash her face, brush her teeth and clean her nostrils. Breakfast must be two eggs and a glass of milk. Leather shoes are tied, hats are covered, and squatting in the toilet is two flaps. In our hearts, he is a model of success and morality. Two years ago, I came to Beijing to see me. I cried silently after drinking, and suddenly I closed my tears and got angry: Lao K, we are going to a nightclub! I was shocked: no, no, wait, your wife's post-test call will arrive soon-we all know it's his family rule.

My friends around me are staring at me, but I can understand him-a good man who has been disciplined all his life, but only wants to be a bad man occasionally.

7. Do what you want to do.

Young people on the Internet have a bold and unconstrained side, and all kinds of whimsy or whimsy constitute the fundamental driving force for the development of this industry. After a large company has completed the construction of basic skills and experience, all people with lofty ideals want to put their ideas into practice in a certain direction or field, but it is not impossible to realize their ideals under the big system, only few people succeed. Therefore, there are not a few people who start their own businesses or go to startups to graft ideas.

8. The next level of the title

It's still difficult to get above the director level in a big company. Small companies are thirsty for talents, and their titles will be looser. As long as you have the right qualifications, it is not too difficult to turn around from a big company and get a director or VP, or even a partner.

Third, the above mentioned motivation of job-hopping from big companies to startups, so what are their concerns?

1. Is the startup's project reliable?

This is the most mentioned problem and the biggest concern. Even if the applicant has decided to leave a big company and go to a startup, he will still consider and identify the background, strength, capital, team and direction of the startup in the instinct of controlling risks, so as to control his own risks to a certain extent.

2, can enter and retreat concerns

With the aura and labels of big companies on their heads, they are popular in the market. But I went to a startup company, and I said it well. If I die halfway, I will be forced to find another way out. Finding a new home is indeed a concern of many people. Or whether you can go back to a big company after working in a startup company for a few years is also a reason worth thinking about.

3. Concerns about adaptability

If you are from a big company and have never been in a small company, there will be a problem of adaptability. After all, there are too many differences from culture to brand, from various processes to rules and regulations. Just because the office environment is simple and cramped, some people can adapt to it for a few weeks.

4. Psychological gap

When I went out before, I always went to class reunion or industry salon. As soon as you say that I'm from Tencent and I'm from Taobao, others will look at me differently. Even headhunters love to call you. Over time, you will regard these as one of your fixed assets. With the aura of a big company on your head, you can be more cheerful wherever you go. Once you are naked, you will change from a national army to a * * * army, and from a domestic army to a wild army. You're on your own. Without the endorsement of big companies, you can actually weigh your weight in the market.

5. Concerns about stability

Large companies will not close down in a short time, and startups may not necessarily. Although you decided to jump out of the greenhouse and make a scene in the wild, it would be a bit much if the company you went to went bankrupt in a few months or a year. Moreover, it is the cold winter of capital, and news of the closure of startups can be heard from time to time around, so relative stability has become an important consideration.

6. Worries about income

These two years have been good. Generally speaking, for candidates with an annual salary of less than one million, startups can basically match in cash. Many times, in order to attract franchisees, startups also offer higher salaries. However, for high-level candidates, the annual salary is millions, and startups usually can't come up with so much cash. Most candidates can only join at a reduced salary. I've seen an annual salary of nearly 3 million drop to 500 thousand. Of course, there will be clear compensation for options or equity, and people will not come here for immediate cash. What they are pursuing is that once the revolution is successful, they will get this loss back dozens or even hundreds of times.

Four. Persuasion point analysis

1. Make necessary preparations in advance.

From the moment we saw a candidate's resume, we were actually analyzing and judging what might be the convincing points for him.

Example 1: A candidate who has worked in two different big companies for five years, if the route of promotion and salary increase is relatively smooth, then the rising prospect and narrow work scope are more likely to be his job-hopping motives.

Example 2: The same applicant who has worked in a big company for five years may feel that he has completed the necessary accumulation and wants to do something if his upward trajectory is quite good. It may also be because of office politics that the upward trend is suddenly blocked. He couldn't stand the disruption of his workplace rhythm, so he came out to see the opportunity.

Ex. 3: I worked in a small company for several years before, and recently I worked in a big company, but it didn't last more than 2 years. One possibility is that he feels that he has finished gilding in a big company and his addiction has passed, or he wants to go back to a small company for development; Another possibility is that he thinks big companies are boring and he is not used to it, so he goes back to his familiar startup to show his strengths.

Ex. 4: If you have stayed in a big company for more than four or five years after graduation, and your work seems dull, you may feel bored and want to come out for a change.

Example 5: The candidate has not been in a big company for a long time, but he frequently changes projects and departments, which is probably a problem of stability.

It is the basic skill of HR and headhunters to predict candidates through resumes. You need to read enough cases and have a full insight and understanding of human nature. It is conceivable that if you can make an objective and accurate judgment on the applicant two minutes before the interview, he will either be dumbfounded or feel that the communication with you is particularly smooth, trust can be established relatively easily, and the communication later will be much easier.

Preparation in advance is not only the interpretation of the candidate's resume, but also the understanding of the position, the company and department where the candidate works, the current talent market situation and so on.

2. Grasp the core pain points of job-hopping.

Earlier, we mentioned the reasons why eight candidates from big companies quit to start-up companies, namely, the prospects are slim, the scope of work is too narrow, the interpersonal relationship is complex, the stability is poor, the process is lengthy, the rules are complicated, boring, arbitrary, and not on the title, which basically covers the state of most people. However, it should be noted that these eight items have more or less a shadow on many candidates, but a person's core job-hopping motivation usually does not exceed two. If the examinee says that he has all the factors, he must not think clearly. You need to help him figure out which one or two are the main motives. The usual method is to let him make a ranking himself, or let him talk about what he feels most uncomfortable in his past work, and analyze and judge what the core pain points are.

This is a process of adding first and then subtracting. I found in practice that if the candidate doesn't think clearly, or the pain point he thinks is actually not the pain point, then the later persuasion work will be extremely difficult, because his ideas may change day by day, and you can't find the key point at all.

3. After grasping the pain point of the candidate's job-hopping, recommend and convince him of your position.

Persuading the candidate to accept the Offer must not be the process you have been talking about. Before I know the real motives of candidates, I usually ask a lot of questions and try my best to listen, with moderate guidance. It is very passive for you to throw all your cards to the other party before you know the candidate clearly.

Because first, the cards you play may not be what your opponent wants at all, and second, even if you have what your opponent wants, if your opponent questions, you lack the means to follow up. It's like pushing yourself too hard and losing focus. A good persuasion process needs to take back the fist and find the weakness of the other party before hitting. In this rhythm, inexperienced headhunters and HR, and even some bosses, often make mistakes.

4. How to effectively respond to candidates' inquiries?

As mentioned above, the six concerns of candidates who jump from big companies to startups are: whether the project is reliable, whether they can advance or retreat in the workplace, adaptability, psychological gap, stability and income. We must understand that it is normal and reasonable for candidates to have these concerns, and it is necessary to avoid candidates rushing back when asking questions. Still need patience, some questions can be answered directly, those that can't be answered immediately can be answered after communicating with the leaders, and some answers are unclear. For example, whether the project is reliable, whether it will succeed, when it will be listed, how much the next round of valuation will rise, and so on. You can give your own professional judgment and be moderately optimistic, but don't exaggerate unnecessarily. Everyone is not a fool. The better you speak, the less likely the other person will believe you. You know, since he chose a startup, he was prepared. Everyone knows that no entrepreneurial project is bound to succeed. You just need to tell each other frankly and leave room for your own judgment, sometimes it will have unexpected results.

Five, the following for these concerns, give some of my own experience in practice.

1. Query whether the company or project is reliable.

Such queries often focus on founders, teams, business models, important operating data, industry rankings, whether there are giants involved, funds, etc., so we should also give corresponding answers from these points for such queries.

For example, the founder has a background as a senior executive of a large company, or a successful serial entrepreneur, or an investor. It is not enough to always vote for other people's projects. Let's have a try in the sea. These are the backgrounds that candidates value more. In short, as long as the founder is a successful person in the workplace before, people usually think that he is more likely to succeed next. Of course, there are many entrepreneurs who were noble before, and that doesn't matter. Princes and princes would rather have seeds. As long as some distinctive features are summed up, it will always attract some people. For example, there are many post-90 s entrepreneurs who started from scratch and fought for the world, which is quite admirable.

Speaking of teams, if there is an influential Daniel in the industry in charge of a certain direction, then his team will be more attractive, which is especially reflected in the recruitment of technical teams. For example, if KOL of PHP is in charge, then online recruitment of PHP is very appealing. For example, your CTO used to be the technology of a big company, so it is relatively easy to persuade the R&D personnel of that company to come and join. If there is no Daniel in the team, then your high-standard team specifications, such as Google's, Facebook's, or how many BAT seeds, can be a factor to attract talents.

Explaining the business model will be a little difficult for the general headhunters and HR, and the advice for everyone is to pay more attention to some related articles, such as the news of financing, the strategic adjustment of large companies, the explanation of investors' investment direction and so on. Because I come from a business model background, I discuss this issue with many investors and entrepreneurs every year, so the doubts of candidates will be an excellent starting point for me to convince them. But we should pay more attention to the business models of various periods, such as this year's content entrepreneurship, live broadcast, 2B mode, VR and so on. Last year and the year before, O2O and * * * enjoyed the economy. If the company you serve happens to fall on such a slogan, it will undoubtedly enhance the confidence of candidates.

Others, such as beautiful operating data and leading rankings in segmentation fields, can actually explain the success and prospects of your business model.

As for the possible involvement of giants, I think it may be more favorable in today's market. Why do you say that? Because the Internet has long passed the era of dominating the site, what we see is that several giants are scrambling to build their own ecosystems, and the investment fields are getting wider and wider, from simple Internet formats to traditional industries such as sports, entertainment, culture, film and television, finance, manufacturing and logistics. The giants are either wholly-owned, holding or participating in shares, and the whole territory is scattered. The former giants haven't decided yet. When they see a good model, their first reaction is to make one by themselves and then crush the small company. For example, Tencent was like this a few years ago, and startups were afraid that their direction would be seen by giants and grab business.

However, in the past two years, the giants all want to survive. There are too many things to do. You can't do it alone. You are doing very well. I can buy you or invest in you, as long as you are included in my ecological circle. Let's develop together. So, if the field you are starting a business in is of interest to the giant, then first of all, you can join his ecological circle, and you can have big legs to hold immediately or grow bigger. Being acquired is also a good choice. At least as a candidate, your option realization path becomes shorter and more certain. What I'm afraid of is that my uncle doesn't hurt, and my grandmother doesn't love it. It's a headache to be alone there and no one cares about you.

Others, if there is a first-line VC investment, such as Sequoia, such as Jingwei, are also elements that can be endorsed. The financing amount is relatively large, which is of course the embodiment of strength.

2. Concerns about workplace labels and atmosphere

Candidates who have stayed in a big company for a long time will always have the entanglement of being swayed by considerations of gain and loss when they jump to a startup company. At present, I am wearing the aura of a big company, and people will want me wherever I go. I'm afraid if I join a small company, I won't be famous in the market. If I fail, it will be a failure in my experience, and my future job will not be so easy to find.

The idea was established five years ago. After all, there were not so many startups at that time as there are today, and there was no climate. It's really hard to go back after coming out of a big company. But today, the situation has completely changed. Judging from the thousands of cases we have seen, let alone the two-way flow of talents between large companies and startups. Besides, large companies themselves have many internal incubation projects. People who have had experience in large companies before and then have experience in startups are more popular in the market. Because on the one hand, it proves your adaptability, on the other hand, the management of big companies also has a headache for their internal big company diseases, and hopes to introduce more flexible innovation mechanisms to promote change. In this way, people with entrepreneurial experience are considered to be more wolf-like, more enterprising and have no framework, so it is natural to return to the system of big companies.

Moreover, many people who have worked in big companies for a long time will unconsciously regard the company's brand as their own brand and the aura as their own aura. So, after leaving the endorsement of the big platform, don't you want to try how powerful you are? If you leave the baby, can you walk as fast as flying?

3. Concerns about adaptability

First of all, we must admit that there is indeed an adaptation problem from a big company to a startup company. This adaptation is mainly reflected in the fact that there are few or no rules, the scope of responsibilities ranges from narrow to wide, from specialization to flattening, from exquisite to rough to a certain degree of fierceness, from asking for instructions to independence, from rich resources to just brushing faces, and so on.

Since it is an objective issue, I will never deliberately hide and avoid this point, but will challenge the candidate more sharply to see how he views this issue. If he is always entangled and timid on this issue, I won't make any persuasion at all, either directly pass it or let him go back and think about it. Because this is a major key point, the hesitant candidates here simply don't know whether to come out or not. Even if they barely come over, the survival probability will be very low.

4. Worries about income

First of all, it should be noted that in the cases we have seen and experienced in recent years, except for executives whose annual salary has exceeded one million, or in rare cases, they rarely join startups with reduced salaries. Most of them were handed in in the past, and many of them were big ones.

From the perspective of income alone, most startups can compete with large companies at or below the director level. So at the level of net income, the contrast between the two is very clear. There will definitely be no shortage of cash. A large company may have180,000 yuan of restricted stock every year. I will follow the standard of living in Beijing and make steady progress with big companies. Can your life be substantially improved after five years? Can you change to a house twice as big as it is now? Can you solve the problem of early retirement?

If not, then why don't you take some chips that may be greatly realized in the future when the cash of the startup company is not bad? Because once it is realized, your life will be completely changed. Even if you don't win, just stay in the big company, and there is nothing to lose.

5. Concerns about stability

I think of the legendary swordsman's two lines: "The world is full of clouds, entering the rivers and lakes, and being urged by years." . Indeed, once you enter the entrepreneurial arena, that absolute sense of stability has indeed left you. Again, the pursuit of absolute stability is not the mentality that Internet people should have at all. Of course, relative stability is still important, so headhunters and HR should start with psychological counseling to help candidates choose and explain the relative stability of opportunities, including capital, mode, competition, vision, team and other dimensions. The expectation of stability in about two years should be sorted out with the candidates. After two years, whether a project is alive or dead should be clear. At this time, even if it really doesn't work, the candidate can still find another job. Judging from the current resume screening criteria, the job-hopping frequency of about two years can be regarded as a model. Time is short, a little impetuous, and time is long. I still worry about his ability and enthusiasm to embrace change.

summary

There are thousands of ways to persuade a candidate, but it is most important to grasp his core demands and pain points. The above-mentioned eight motivations and six concerns of talents from large companies to start-up companies basically cover the main points of persuasion, and even if there are other factors, they can evolve from them. But the problem in practice is that candidates may not let you know his mind so easily, so listen more, communicate more and do more homework. Sophisticated persuaders can often hit the nail on the head with their own judgment and experience, so they can greatly enhance mutual trust. Even if you can't do this, it doesn't matter. Try one by one, and you will always feel the pulse of the candidates.