村长专栏:谷歌招聘:我们最关注的五项技能
关于Facebook是不是在招聘过程中犯了巨大的错误(参见底部说明),村长的一帮招聘兄弟们也聊的不亦乐乎。
WhatsApp是个难以复制的神话,是否能推演到招聘一般规律还很难说。但昨天纽约时报关于谷歌招聘的一篇文章《how to get a job in google》却更能引起专业招聘人士思考。
为了节省大家翻墙的功夫,我萃取了原文的主要观点:
Laszlo Bock(谷歌资深人力副总裁),谷歌已经判定“学分和考试在招聘过程中一点价值也没有,我们发现它们什么也预测不了”。没有大学学历的员工比例在谷歌不断上升,目前已经达到了14%。
整个谷歌在招聘过程中,都会关注5个要点:
学习能力。我们重视认知能力,但不是IQ分值,而是那种能在过程中快速学习的能力,能够把碎片的信息归整的能力。
领导力。现代领导力有别于传统的领导力,不再关注你是否学生会干部,不在乎你是否销售副总;而关注你做为团队中一员,是否在面对挑战时,选择合适的时机站出来,带领大家往前走。
谦逊。和领导力反向的谦逊是看你是否有足够的勇气来支持其它人更好的意见。终极目标是解决问题,为此你要能进能退。
协作精神。
适应性。
Laszlo认为专业知识(Expertise)是招聘中最应该忽略的因素。例如,你雇了一个具备极强学习能力、充满好奇和现代领导力的员工(比如在HR或财务岗位上),但他没有任何专业知识。把他和一个专业人士放在一起比较,你会发现绝大多数情况下他们的工作结果是没什么区别的,因为这些工作难度并不大。也许非专业人士会犯点错误,但有时也能贡献具有想象力的方案。
对于大多数年轻人而言,读完大学掌握知识依然是找到好工作的主要方式。但是,你的学位并不保证任何好工作。这世界只关心,只愿意,为用所学东西来创造价值的人买单。在创新日益成为群体活动时,许多软技能变得越发重要:leadership, humility, collaboration, adaptability and loving to learn and re-learn.无论你在哪里工作。
===关于村长微信===
村长是了猎头服务平台『基摩村』和移动社交招聘工具『玄德招聘』创始人,平时关注前沿的招聘理念和动向。订阅“村长”微信,可以不定时获得村长对招聘市场的精选唠叨和吐槽。 要是觉得无聊的有趣也欢迎转发给你周围的招聘朋友。
观点
2014年02月24日
观点
Oracle's Larry Ellison: How to Manage Your Most Precious AssetsJohn Foley, Oracle
Private sector employers hired 2.2 million workers in the US last year. Their ability to maximize the contributions of those talented individuals—to integrate, train, motivate, and keep them—now depends on how good those companies are at helping employees reach their full potential.
It’s called human capital management, and it’s rapidly evolving from a back office records-keeping function to a competitive differentiator that companies are using to attract the best and the brightest. The trend is being driven by global competition for hard-to-find skills, changing demographics in the workforce, and the experiences and expectations of a new generation of workers.
Oracle CEO Larry Ellison says HCM has emerged as one of the two most important functions in business—the other being customer service.
“It’s all about people,” Ellison told attendees at Oracle CloudWorld in San Francisco on January 29. “Taking care of your employees is extremely important, and very, very visible.”
Ellison is now taking that message directly to Chief Human Resources Officers and other executives responsible for HR operations, service delivery, recruitment, talent management, and the technology that supports those disciplines.
The venue for this meet up is Oracle HCM World, a first-time event that runs from February 4 to 6 at The Venetian Las Vegas.
Oracle CEO Larry Ellison
The speakers and attendees at Oracle HCM World will be a cross section of business execs responsible for transforming a workforce into a tour de force, including Marie-Ann Morgan, Vice President of HR International withElizabeth Arden RDEN -0.18%, and Levent Arabaci, Executive VP of HR withHitachi Ltd. Topics on the agenda include data-driven HR leadership, recruiting, on-boarding employees, succession planning, rewards, and workforce management—all under the umbrella of HCM transformation.
The time is right for a serious brainstorming session on HCM best practices. According to a just-released survey by PwC, 63 percent of CEOs are concerned about the availability of key skills in their companies, and 50 percent say they will be increasing headcount over the next 12 months. The quality of those hires, and the speed with which their ideas and competencies are leveraged, will determine how successfully companies close the skills gap.
The data points above are from PwC’s 17th annual CEO Survey. Ed Boswell, a principal with PwC and the firm’s US advisory people & change practice leader, will be a keynote speaker at Oracle HCM World, as will John Doel, principal with KPMG, and Maureen Brosnan, managing director of HCM with Accenture.
This dramatically better approach to people management is best accomplished (in fact, it’s really only possible) with a new generation of socially-enabled tech tools—what Ellison describes as a 21st Century HCM system. One thing that’s very different about these new platforms is that they’re used by every employee in the company, not just by HR specialists.
These next-gen HR apps must be as easy and familiar to use as LinkedIn or Facebook and, like those social apps, run on virtually any mobile device. “The social network is the paradigm of the modern service application,” Ellison says.
A modern-day HCM system is cloud-based, faster and cheaper to deploy than on-premises systems, and applies business intelligence to deliver actionable insights. It must also have best-in-class capabilities in global HR, workforce optimization and management, rewards, and other core HR competencies. Check out Oracle HCM Cloud for the best example of this.
After carefully laying out this new and improved approach to HR, Ellison was asked why? Why was he putting such a major emphasis on HCM? “It’s the application everyone in the company uses,” he explained. “And it’s the application that manages your most precious assets—your people.”
llison points to Oracle—with 125,000 employees and still growing–as an example of why it’s so important for companies to create a collaborative work environment that places a premium on talent and innovation.
“What is Oracle? A bunch of people,” Ellison says. “And all of our products were just ideas in the heads of those people—ideas that people typed into a computer, tested, and that turned out to be the best idea for a database or for a programming language. I don’t think it’s very different whether you’re a technology company or a law firm or a retailer.”
Or a media company, which is where I worked for years before joining Oracle as a new employee eight months ago. That is to say, I’m walking the walk when it comes to modern HR. I’ve been on boarded, manage my own employee profile, and use Oracle social tools and messaging to collaborate with colleagues across the company every day.
As mentioned earlier, HCM is only half of the equation for companies in today’s service-centric economy. Customer service is the other half, and businesses must excel at both, Ellison says. His message boils down to this: Take care of your employees and take care of your customers.
There’s a virtuous cycle in doing so. It’s long been said that happy employees make happy customers. So businesses must be careful not to excel at HCM and disappoint at CX—or vice versa. They must strive to be great at both. “You can’t do one without the other,” says Ellison.
Winning Teams
And they must attract top talent, Ellison says, in much the same way that the Miami Heat recruited and built its NBA championship-winning basketball team. Is there a LeBron James of new product development in your company? A Dwyane Wade of sales?
Because attracting the very best people in your line of business, whether they’re dunking a basketball, renting cars, or selling financial services, provides a competitive edge. “I would say it’s simply the difference between winning and losing,” says Ellison.
That’s why HCM has moved to the top of the business priority list. And why HR execs have become trusted advisors to CEOs trying to build their own championship teams.
For more on how HCM has risen to become a CEO-level issue, see “How CEOs Can Transform HR Into A Revenue Driver,” by Oracle President Mark Hurd.
I would also recommend two columns by Bertrand Dussert, Oracle VP of HCM Transformation and Thought Leadership: “HR Should Hire ‘Scary’ Data People” and “HR Executives Need To Think Like The CMO.”
Hurd and Dussert will be among the more than two dozen expert speakers atOracle HCM World. I hope you to see you there.
For more on talent management, see these articles:
Kids, Code, And The Future Of Technology
The Customer Within: How ‘Employee Experience’ Is HR’s Competitive Differentiator