合作招聘最有效

　　业务部门缺乏人手，需要招聘人员。作为部门经理的你，是把这个难题甩给HR部门，放手不管，还是亲力亲为，自己控制整个招聘的过程呢？《洞见》杂志最近发表文章《HR可以提供哪些帮助？》（How can HR help?）指出，经理人更理解职位的需求，而HR人员知道如何使用面试技巧，发现应聘者的能力。因此，经理人在招聘新员工时，要与HR人员建立良好的关系，互相合作，找对人才。

　　明确要找哪类型的员工。负责招聘的业务经理要和HR人员讨论你的期望和可以动用的资源。经理人不要吝于花费时间和HR人员一起讨论，制定正式的岗位说明书，列出职位所需要的知识和技能，考虑应聘这个职位的人也许会希望有什么样的职业发展机会、什么样的个性和价值观与企业的文化相匹配、以及薪酬水平。

　　分工，明确各自应该承担的责任。在招聘开始之前，经理人就要和HR人员一起商量，谁来面试应聘者，谁给应聘者发工作通知，谁负责新员工的入职流程。提前分工，可以使双方都很明确各自的职责，并且配合对方的工作。

　　确定HR人员的参与程度。要为某个职位找到最佳人选，需要对这个职位有一个基本的了解。因此，经理人要给HR人员适当讲解相关的内容。如果HR人员具备了相关的知识，他就可以做初步的筛选，否则，经理人就得亲自做这项工作。

　　互相交流经验。HR人员能熟练使用面试技巧，发现应聘者的能力、弱点、价值、职业的渴望度、与不同个性的同事合作的能力。他们也会告诉应聘者一些信息，比如公司的管理风格、增长机会和盈利等。HR人员不仅可以让经理了解应聘者的个性和工作风格，也可以让应聘者了解公司和职位的情况。

　　此外，HR人员还可以帮助经理人提升招聘技巧。经理人明确了职位需要的技能后，就要在面试中去发现员工是否具备这项能力。HR人员可以指导经理人怎么问问题，怎样使用一些细节的面试技巧和策略。

　　知道何时掌控大局。首先接触面试者的总是HR人员，而经理人要掌控招聘的第二个阶段，也就是确定入围的最终人选和入职的时间。最后，由HR人员调查应聘者的学历和职业背景，并且起草录用信。

It’s a candidate-driven job market; that’s a fact.

And what this means to today’s employers is a need—more than ever—to use all the candidate search resources available to them as efficiently as possible. That goes doubly for internal Human Resources departments.

Define what you are looking for. The first step in partnering with HR is to discuss your expectations and the resources currently available to you. Managers should spend a generous amount of time with HR developing a formal job description, detailing the accounting knowledge required of the position, discussing the career development opportunities an individual in this role might expect, identifying which employee traits and values would provide a match given the firm’s corporate culture, and determining the appropriate compensation package for the role. The hiring manager and HR rep need to work together closely to draft this information. The job description, specifically, should include an overview of the position’s objectives, a description of its key responsibilities, and a list of its educational and experiential requirements.

Identify hiring responsibility areas. Before the search begins, the hiring manager and HR representative should decide who will be responsible for screening candidates, extending the job offer on the company’s behalf, and managing the on-boarding process. This up-front, collaborative approach enables each party to fully understand both their own responsibilities in the hiring process and the needs of their counterparts.

Determine the degree of HR involvement. Finding the best candidate for accounting positions often requires an in-depth understanding of the basic functions of the job. Hiring managers therefore must determine the appropriate level of involvement for Human Resources staff based on their accounting knowledge (as it relates to the position requirements).

According to Kathryn Tyler in her article, “Train for Smarter Hiring,” published in HR Magazine, “Although HR professionals know how to select good candidates, hiring managers typically have a close-up understanding of precisely which skills and attributes a candidate must possess to succeed in a particular job day after day.”

If the HR professional has a thorough understanding of technical accounting requirements, then it’s a good idea to collaborate with them in reviewing r´esum´es—at least for the first cut—to make sure everyone shares the same perception of the ideal hire. Depending on the extent of the HR representative’s accounting knowledge, he or she may be able to take the r´esum´e-screening process even further by analyzing candidates based on personality and cultural fit, as well as conducting phone screenings to narrow the search further, and participating in the first set of face-to-face interviews. If the HR pro doesn’t have the accounting knowledge necessary to fully assess the candidate’s ability to perform specific job tasks, the hiring manager will need to become more heavily involved earlier on in the process.

Give and take knowledge. HR professionals use practiced interviewing techniques to draw out a candidate’s strengths, weaknesses, values, career aspirations and ability to work with different personality types. Additionally, HR representatives can provide candidates with valuable insights such as typical company management style, growth opportunities and benefits. The HR department therefore not only contributes to the hiring manager’s assessment of the candidate’s personality and work style, but also solidifies the candidate’s knowledge of the company and the position under consideration. Furthermore, HR can help hiring managers hone their interviewing skills. According to Tyler, “Once hiring managers articulate which competencies they seek, they must be taught to uncover them during the job interview.” An HR representative can provide guidance regarding asking questions, and specific interviewing techniques and strategies.

Know when to take the reigns. No matter how involved HR is in the screening process and the first set of interviews, the hiring manager should work more independently during the second phase of the hiring process, when selecting the final candidate and extending and negotiating an offer come into play. As the time to make an offer nears, having too many people from the hiring company directly involved in the process threatens to impede effective communication, and therefore the development of a mutually satisfying relationship. In the meantime, HR will be fulfilling the equally important role of checking references, verifying the candidate’s educational and professional background, and drafting the offer letter.

When working with an internal Human Resources department to fill an open position, allocating time early on in the process to discuss each crucial stage will substantially increase your chances of hiring the right candidate as quickly as possible. Communication is a key element of an effective hiring manager-Human Resources relationship. The goal is simple: Complement one another’s strengths, experience, and technical knowledge throughout the hiring process.

About the author: James Wong, CPA, is the co-president of Garelli Wong and Jackson Wabash, a boutique recruiting and staffing firm specializing in accounting and finance. James is an active member of the Illinois CPA Society and the Northern Illinois University Department of Accountancy Board of Advisors. He was named NIU’s 2003-2004 Outstanding Young Alumnus and is the author of numerous articles addressing the recruitment and retention of accounting professionals.