以前読んだ本の原書を読んでいる。
Most surprising of all is that most companies still spend most of their resources and efforts targeting the 17% of candidates who are actively looking, yet all want to hire the 83% who aren’t.
小さなプールに資源を投入していないか。
Surprisingly few managers are measured on how well they do, and most do it any way they want.
そう思う。
Most hiring problems can be eliminated by making one fundamental and simple change – replacing job descriptions with a list of performance objectives the new hire is expected to achieve.
本書の趣旨。
Too many recruiters and the companies they work for think of hiring top talent as a numbers game with the objective of getting as many people to apply as possible so there will be a better chance of finding a good person.
「採用学」で指摘されている「大規模候補者群仮説」と同じことが本書でも指摘されている。
As a result, the person ultimately hired was the best person who applied, not the best person available. This is still true today.
小さなプールの中からベストを探すのではなく、大きなプールの中からベストを探さなければならない。
This is based on the assumption that the demand for top talent is far greater than the supply. In this situation, a company must offer career opportunities rather than lateral transfers; be open to flex the job somewhat to attract and hire more high achievers who might be light on experience and skills but high on potential; use an evidence-based interviewing and assessment process rather than generic behavioral interviewing; and make each hiring manager fully responsible for the people they hire.
いわゆるポテンシャル採用ということになるのだろうか。
Candidate Advice Take Responsibility for Bad Interviewers
これは人事評価にも同じことが言えそう。
Less than five percent of the 1,500 got terminated for poor performance during the first year.
1年以内離職率を5%以下に抑えられているか。これ自体はそれほどハードル高くなさそうに思える。
There are probably other ways to accomplish the same task but in the last 30 years nothing better has emerged, other than when the supply of great talent exceeds the demand.
自信満々。
The problem is too many HR leaders put the tactics before the strategy. If you want to hire stronger people and raise a company’s talent level, this needs to be the strategy and the focus. This means going on the offense rather than playing defense.
戦略よりも近視眼的な戦術の重視。
Performance profiles, on the other hand, open up the candidate pool to everyone who has achieved comparable performance.
同様の仕事で成果を残している候補者というが、仕事が全く新しいということはないのか？
While the questions are simple, getting the answers is sometimes a challenge since you need to “train” candidates to give you the correct information.
質問はシンプルだが、候補者が正しい情報提供をするように導く必要がある。
The underlying assumption behind a surplus model is to get as many people to apply as possible and weed out the weakest, with the hope that a few good ones will remain.
大規模候補者群仮説は仮説というより、人材余剰時の戦略とされている。結局この本はポテンシャル採用の本なのかな。
I have a personal rule to never meet a candidate in person until I’ve conducted an in-depth phone screen as a means to increase objectivity.
「採用学」ではバイアスを避けるために事前に情報を得ないという話があったように思うが。
In simple words, and for definitional purposes, on-the-job success means consistently and successfully getting the job done regardless of the circumstances, with the least direction possible.
この定義はいいな。
Obviously, some level of technical skills and ability is required to handle just about any job, but many interviewers and hiring managers overdo it.
そうなんですよ。
In my experience, a solid grasp of the technical demands of the job plus an ability to rapidly learn and apply new knowledge is the right mix.
変化する環境に適応できる人材というところかな。
All of this cultural fit can be captured in the performance profile by describing the circumstances, challenges, and environment underlying each of the performance objectives. For example, if there is a need to work with a team of people who are difficult to deal with, this should be captured in the performance profile.
パフォーマンスプロファイルには、扱いが難しい人が在籍しているなど、環境についても記載する。
The Interview is More Than an Assessment Tool
面接は、単なる評価手段ではない。
Conduct an exploratory phone screen. A 30-minute phone interview starts by reviewing the candidate’s LinkedIn profile or resume, and conducting a basic Work-history review. Part of this is looking for the Achiever Pattern, indicating the person is in the top 25% of his/her peer group. If the candidate is a reasonable fit, the interviewer should ask the Major Accomplishment Question (MSA) for the most important performance objective in the performance profile.
ここの手順が結構大事な気がするな。面接の前に基礎的な適合性は測り始めている。
Worst case, you’ll want to put the person on the front-burner for something else if the gap is too big. Best case, you’ll modify the job at hand or create another one that best fits the person’s capabilities.
あまりにも素晴らしい候補者てあればオファーを考え直しても良い。
What was your exact role? When did it take place? Walk me through the plan and the results. Give me some examples of initiative. Walk me through the biggest decision made. Who was on the team? What was your role? What was the biggest challenge? Describe your supervisor’s style. Did your supervisor help or hinder? How? What was the biggest problem you faced? How did you overcome the problem? What would you do differently if you could? How did you grow as a result of this? Were there any lessons learned? What was the biggest mistake you made? What was the environment like? What did you like most and least? What did you learn the most? What type of recognition did you receive?
MSAの質問表現。その人のコンピテンシーを聞こうとする感じで自然に聞けばいいかも。
What they can’t do is fake how they used these traits to accomplish tasks most comparable to the real job needs listed in the performance profile. After fact-finding for 10-15 minutes around a single accomplishment you’ll know if the story holds true, and the candidate’s exact role.
ナイーブすぎる気もする。Spy the Lieを読みたい。
In too many cases, technical interviewers emphasize brilliance when the job itself requires something far less or more complete design work than system architecture.
一定のスキルがどこまでかという話だよな。
all of the ranking is in relationship to the actual job opening. As a result someone can be Level 2 for one job and a Level 5 for another.
あくまで人材スコアカードは業務に対する相対的な値である。
Many people get somewhat upset when I say this, contending they only want to hire 5s. This is more aspirational than actually possible, or desirable.
レベル5の人材ばかりが集まっているとチームとしては機能しないそうだ。
During the assessment it’s important to ask the person why they’re looking for a job and what they’re looking for in a new job.
仕事を探す理由と何を求めるか。
No interview should be less than 45 minutes either, since you can’t really obtain any substantive information in less time.
そう思う。
Your job is to create a mini performance profile real time during the interview.
候補者がこれをできてかつ、比類する経験と問題解決能力を持っていれば、それは受かるだろうと思う。
traditional job descriptions listing skills and experiences are the most useless documents ever created for hiring purposes.
伝統的なジョブディスクリプションのスキルの経験リストは無用の長物だと。
When measuring competency, interest, and fit, it’s always better to describe what the person needs to DO, rather than what the person needs to HAVE.
HaveよりDoというこの話って結局コンピテンシーの話だと思うんだけどな。
Clarifying expectations is the driving force behind job satisfaction and performance. This is basic management 101, but in the rush to fill positions this principle is somehow ignored, overlooked, or forgotten. Spending an extra 30 minutes upfront to prepare a performance profile is a lot easier and time-friendly than hiring someone who needs constant pushing to achieve average performance.
パフォーマンスプロファイルを作成することがマネジメントの101であることには同意するが、それが30分で作れるとはとても思えない。
These are the things you’d tell a candidate they would be expected to accomplish during the first 3-12 months on the job.
3-12ヶ月の間に達成することを書く。
This can be pretty basic, just an action verb and a basic description will suffice. For a plant engineer requiring 5-8 years of robotics maintenance background, the task might be “Implement a process improvement program with the goal of reducing downtime by 50%.” These should then be added to the master list of major performance objectives, prioritized along with the others and made as SMARTe as possible.
スキル・経験を成果目標に書き換える例。これは参考になる。ちなみに翻訳書は翻訳ミスがあった。
Another way to prepare performance profiles is to benchmark the performance of good people already doing the same job. To use this approach, first identify a few people who are considered top performers. Then determine what these people do on an ongoing basis that separates them from the average and the below-average performers.
コンピテンシーじゃん。
The performance profile can then be used throughout the year as a performance management and review tool.
評価（パフォーマンスマネジメント）にも一気通貫で使えるというのは魅力的。
So take every call from a recruiter and never say you’re not interested.
とりあえずかたっぱしから電話受け取ってみるか。
A comp max approach typically puts the new hire into the upper levels of a salary range, leaving little room for future salary movement, even for doing good work. This is frustrating. Worse, higher salary levels lead to higher expectations of performance, and when not met, the person is considered underperforming. Since the person is “overpaid” given his or her experience level, the person is unlikely to meet the elevated job expectations, and even less likely to exceed them. This leads to a cascading negative effect and deep frustrations for both the new hire and the hiring manager. This is how a comp max strategy can quickly lead to career stall and a plateau.
わかるー！！！
If you’re a candidate it’s your responsibility to make sure you’re judged accurately and fairly. If you follow the tips and techniques described in this section and throughout the book, you’ll improve your odds of being judged fairly.
評価も同じかもな。
Demonstrate how you develop solutions rather than giving the solution. Most Problem-solving Questions are designed to understand how a person develops a solution, rather than the actual answer.
これはいいアドバイス。
In many ways this is not really a book about hiring. It’s a book about becoming a better manager.
だからこの本好きなのかも。
As far as I’m concerned it represents the front-end of effective management: define the work you want done, and hire people who are capable and motivated to do it.
そのとおり。
