辞書のように度々読んでいるのだが、久しぶりに読みなおして、ハッとした。
In many ways this is not really a book about hiring. It’s a book about becoming a better manager. This starts by hiring the right people. And hiring the right people starts by defining the work they need to do to be considered “right.” This is why the performance profile is such a critical piece of the hiring puzzle. Gallup’s Q12 (http://budurl.com/agq12) study first publicized in 1999 in the great business best-seller, First, Break All the Rules – What the World’s Greatest Managers Do Differently, provided more than ample evidence that managers needed to understand real job needs if they wanted to maximize their team’s performance and job satisfaction.
で、じゃあどうすれば仕事を定義できるかというと、そんなにかんたんな解答はないというのが難しい。
Performance-based Hiring provides the foundation for all of this. 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. If you’re the hiring manager, during the interview tell your candidates what you need done and why this work is important. Then make sure they’ve done something comparable. It does not have to be, nor should it be, identical. Negotiate the offer based on why this work represents a career move for the person. Emphasize and prove that what you’re offering is not a lateral transfer. Presented properly, a big compensation increase will then be less important. This only works if it’s true, meaning the job offers lots of stretch and opportunity for growth coupled with a better set of circumstances, meaning it improves the candidate’s situational fit factors: a better job, a more supportive manager, and/or a more conducive culture. Once on the job, collectively this will all drive motivation, performance, and job satisfaction. During the on-boarding period review the performance objectives in more detail. Make sure you and the new person are in agreement and put the tasks in priority order of importance.
同意しかないのだが、それが難しいんだよな。
