* * * Dance trick 2: Understand the information behind the position.
In the industry, we often call some jobs that don't exist or are meaningless or have high turnover rate as "pit" jobs, and "widow" and "widow's husband" jobs are one of them.
The "widow" position refers to the lack of interdependence between different positions related to the position when the enterprise designs the position, which does not fully combine the work events and work objectives, nor does it match the ideas of enterprise organizational design. The position of "widow's husband" means that the enterprise demands too much on the ability of the incumbent, without considering the matching degree between the current work situation and the ability of the personnel. As the saying goes, the result is just like "there is no room for a big bodhisattva in a small temple".
In order to avoid falling into the "pit" situation, when you accept the recommendation of headhunters, you need to ask more why? There was once a very experienced candidate. Because the information provided by headhunters is limited, she asked many questions in an interview with a company: "Did this boss have an assistant before?" Why did she leave her job? How long has the predecessor been helping? What does the boss think of her? How long has the boss been in office? How many general assistants did he change during this period? Can I talk to the general assistant who changed jobs? ……"
I suggest that applicants regard job hunting as a business, ask at least five reasons during the whole process, and dynamically collect information from employers, such as: What are the responsibilities of this position? How long have you been recruiting? How do enterprises evaluate incumbents? What are the requirements of the immediate supervisor or affiliated department for the ideal candidate? The development stage of the enterprise and the quality level of all employees? What is the boss's management style? Can I adapt? Does this enterprise have a personnel budget? What is the approximate price of this position in the market? ..... In short, applicants must be cautious when making decisions, and don't easily accept job opportunities without "waves".
Jason has basically worked in large-scale manufacturing enterprises, including state-owned enterprises, foreign companies and joint ventures, during his career of nearly 20 years. In his own words, "I am best suited to be the general manager of a large-scale, large-scale production and standardized management German manufacturing enterprise." However, the new job opportunity comes from an American listed company, and it is a medium-sized company developed from trade.
Jason was not interested in this, but because of the face of the headhunter, he took the time to interview the human resources director of the recruitment company. In the interview, he learned that the company's business strategy is to pursue external growth rate, that is, to expand the scale of enterprises through mergers and acquisitions. The wholly-owned enterprises in Shanghai have merged with two state-owned enterprises. Because of the lack of integration technology and capable senior managers, the first two merged enterprises failed because of losses in successive years. At that time, the company was implementing the plan to acquire a large domestic manufacturing enterprise. In order to avoid repeating the same mistakes, the human resources department suggests reserving human resources in advance.
After that, Jason was arranged to meet the general manager of China, and the two sides had a good talk. Jason is very fond of this enterprise, and he hopes that headhunters can promote cooperation as soon as possible. ...
After working in this American company, Jason found his position hanging in the air, because the M&A project has been discussed for nearly four years, and the BD manager who handled it has changed three times, still hanging half dead; In addition, if it weren't for the matchmaking of ZF, the other party wouldn't talk about the cooperation with Jason at all. They believe that "trading companies simply can't understand the needs of mass production. We are not short of funds, but we need to introduce products and management technology! Can you give it? " ..... With Jason's understanding of the new enterprise, he feels more and more that "this M&A project can't be successful, and the strength and demand of both parties are too different. We simply don't have the core technology and human resources needed by the other party to participate in the operation of the joint venture company! " Finally, the project fell through, and Jason became the most expensive "idle person" in this company.
Jason has only worked in this American company for seven months, but he has three titles successively: China Operations Director, Rotating Vice President and BU General Manager. These positions are specially designed for him, and they are not interdependent with the organizational structure, business development and overall staff level of this company's China headquarters.