建立企業文化，完成優秀的業績對所有公司來說都是最重要的，這已經不是秘密。但商界最重要的教訓之一就是，能否處理好這兩大問題都取決于招聘做得怎樣。關于招聘有許多常見的誤解，而且可能會把公司帶入歧途。以下就是四個最常犯的錯誤：

錯誤1：速度是關鍵

現實：“招聘要慢，解雇要快”才是節約之道。招聘過程應該慢慢來。企業家一定要給自己和團隊足夠時間，明確新崗位的具體職責、對求職者有什么期望、最適合的人應該符合哪些要求。整個招聘過程中都要清楚自己在尋找什么。如果并不清楚，最后你和應聘者都會很懊惱。招聘一開始，就要確保一切準備就緒。所有問題的答案都已經清楚，然后通過面試充分了解求職者。可能初期要投入許多時間和精力，但可以避免以后碰到令人頭痛的大麻煩。

錯誤2：最重要的是招業務高手

現實：每一次招聘都要銘記，應聘者與企業文化的接受程度都比自身能力更重要。你當然想聘用既認同本企業文化，工作能力又強的人。不過，培養員工掌握特定的技能容易，改造一個人以適應某種特定的文化要難得多。如果新員工不適應企業文化，不僅員工本人痛苦，整個團隊也受影響，甚至會影響企業的成長和愿景。企業不僅要尋找能出色完成工作的員工，而且要知道該員工是否能融入企業文化，這樣才能提升整個團隊的水平。星巴克的前首席執行官霍華德·舒爾茨對此做過極為精辟的解釋：“招聘是一門藝術，不是科學，從簡歷里看不出求職者能否適應企業文化。”

錯誤3：只要能力夠強，傲慢也無妨

現實：你不會喜歡和腦袋聰明但性格怪癖的人共事，你的團隊成員也不會喜歡。事實上，沒人喜歡。每周花40多小時和一個傲慢、自負或者有負面情緒的人相處是浪費寶貴時間。招你愿意共處的人，招對團隊有益，提升團隊活力的人。討人喜歡不代表一切，但很加分。可能很難讓人相信，但確實有很多客戶會選擇把業務交給喜歡和尊重的公司，也確實有很多企業招聘時會優先選擇能跟別人相處融洽的求職者。讓人有好感其實很重要。

錯誤4：通過性格和職場能力測試就能充分了解求職者

現實：各種測試并沒那么靠得住。現在有些測試確實設計精妙，對性格判斷有所幫助。通過邁爾斯布里格斯（MBTI）職業性格分析測試，管理者可以針對不同員工的特點安排適合職業發展的崗位，但性格測試也只能幫助了解某位潛在員工的優點和缺點。在面試中，要確保能充分判斷應聘者展示出來的哪些方面是真實的，哪些則可能是偽裝的假象。要多花時間和精力設計面試問題和談話要點，這樣才能在招聘時胸有成竹。如果過于依賴性格分析檔案來了解求職者，那無異于賭博，日后沒準會自食其果。

招聘方面的老觀念流傳已久，但并不是每條都能放之四海而皆準。拋開過往的錯誤觀點，充分理解招聘過程，才能確保事得其人，人盡其才。（財富中文網）

作者威廉·馮德布魯曼是馮德布魯曼搜索集團的創始人兼首席執行官。

譯者：Pessy

審校：夏林

It’s no secret that culture and excellence in work should be at the top of every company’s priority list. But one of the most important lessons to learn in business is that the ability to do those two things well depends on how you hire. There are a lot of hiring myths out there that will lead you down the wrong path. Here are four of the biggest:

Myth 1: Speed is key

Reality: “Hire slow, fire fast” is right on the money. Go slow in the hiring process. You’ve got to give yourself and your team enough time to clearly establish what the new role is, what the expectations for candidates are, and what the best fit will be. Make sure you know what you’re looking for in the process. If you don’t, it’ll be extremely frustrating—for both you and the applicants. Once the process begins, be thorough in vetting. Get all of the answers you need. Understand the people you’re interviewing. It may be a lot of time and energy on the front end, but it’ll save you from a massive headache on the back end.

Myth 2: Above all else, hire an all-star

Reality: Culture wins the day over competency every single time. To be sure, you’re hiring for both. But you can teach a person specific skills a lot easier than you can change a person to fit a culture he or she naturally doesn’t. When a new hire doesn’t fit the culture, it’s not just that person who suffers—the whole team is affected. Growth and vision are affected. Look for people who can do the job with excellence, but also know that if the culture piece is there, it will make your team better across the board. Starbucks former CEO Howard Schultz phrased it best when he said, “Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture.”

Myth 3: Arrogance is okay as long as it’s backed up

Reality: You don’t want to work with a brilliant jerk. Your team doesn’t want to work with a brilliant jerk. Nobody does. Spending 40-plus hours a week on someone who is arrogant, entitled, or negative is a waste of precious time. Hire people you’d want to spend time with. Hire people who bring something good and positive to the team dynamic. Likability isn’t everything, but it’s a lot. It’s amazing how many times customers give their business to companies they like and respect, and how many times firms hire candidates based on who plays well with others. Being likable matters.

Myth 4: Personality and strengths tests will tell me all I need to know

Reality: They won’t. Now, certain tests are great and beneficial. Insights and Myers-Briggs can help leaders strategize about which positions different employees will thrive in, but personality profiles will only get you so far in discerning what a potential employee’s true strengths and weaknesses are. In the interview process, make sure you’re thorough enough to really gage what a person can actually bring to the table, and where potential pitfalls may be. Dedicate the time and energy to forming questions and dialogue points that will give you all of the answers you need to hire from a place of confidence. If you bank on strengths profiles to tell you everything, you’re taking a gamble that could come back to bite you over time.

The old ideas surrounding hiring have been around for a long time, but they don’t always work. Debunking these myths and understanding the reality of the hiring process will allow you to find the right candidates for the right positions, which in turn puts everyone in a place to succeed.