Who do you want to get coached?

Coach Myself
Coach My team
I’M AN EXISITING CUSTOMER
Back

GOT QUESTIONS?

Call Us 4008 740 029

Info@glocoach.com

COACH MYSELF

Great, to get started we need some contact details

All fields are mandatory

Who will fund your learning and development?

Back

GOT QUESTIONS?

Call Us 4008 740 029

Info@glocoach.com

Your Business Coaching Journey

We Coach. We Advise. We Share.

Compact Coaching Program

2 * 90 minutes coaching sessions

Benefits:

  • Clarify a key bottleneck
  • Define feasible goals to achieve within 3 months
  • Create an implementation plan

RMB 5,880

plus applicable taxes

Standard Coaching Program

6 * 90 minutes coaching sessions

Benefits:

  • Clarify a key bottleneck
  • Define feasible goals to achieve within 3 months
  • Create an implementation plan
  • Achieve 1 primary goal

RMB 24,120

plus applicable taxes

Premium Coaching Program

12 * 90 minutes coaching sessions

Benefits:

  • Clarify a key bottleneck
  • Define feasible goals to achieve within 6 months
  • Create an implementation plan
  • Achieve 2 primary goal

RMB 46,440

plus applicable taxes

All programs include:
  • Business Coach (what is a business coach?)
  • Account Setup and Activation
  • Pre-Coaching Discovery (Self-Assessment)
  • 3 Coach Matches
  • 2 "Chemistry Calls" for final coach selection
 

GOT QUESTIONS?

Call Us 4008 740 029

Info@glocoach.com

COACH MY TEAM

All fields are mandatory

Choose a role
  • Choose a role
  • Assistant Manager
  • Director
  • Executive
  • HR
  • Team Leader
Back

GOT QUESTIONS?

Call Us 4008 740 029

Info@glocoach.com

All fields are mandatory

What would you like to do?

Back

GOT QUESTIONS?

Call Us 4008 740 029

Info@glocoach.com

Thank You

We will contact you regarding your request as soon as possible.

In the mean time, why not take a look at our free resources?

Blog

Coaching Fundamentals
  • #Chinese
  • #Coach Training
  • #Coaching
  • #Fundamentals
  • #Training
  • #Mentoring
  • #Consulting

Blog

Role Transition and Core Tasks
  • #Chinese
  • #Teamwork
  • #Performance
  • #Culture
  • #Empowerment

Blog

新经理培训 #1 - 8个必备内容
  • #Chinese
  • #New Manager
  • #Training
  • #Attitude
  • #Essentials
  • #Leadership
  • #Team

Thank You

We will call you on during working hours as soon as possible.

In the mean time why not take a look at our free resources?

Blog

Coaching Fundamentals
  • #Chinese
  • #Coach Training
  • #Coaching
  • #Fundamentals
  • #Training
  • #Mentoring
  • #Consulting

Blog

Role Transition and Core Tasks
  • #Chinese
  • #Teamwork
  • #Performance
  • #Culture
  • #Empowerment

Blog

新经理培训 #1 - 8个必备内容
  • #Chinese
  • #New Manager
  • #Training
  • #Attitude
  • #Essentials
  • #Leadership
  • #Team

Thanks

We will contact your learning and development responsible as soon as possible.

We should have you and your collegues up and running in 2 to 3 weeks.

For now, why not take a look at some of our free resources?

Blog

Coaching Fundamentals
  • #Chinese
  • #Coach Training
  • #Coaching
  • #Fundamentals
  • #Training
  • #Mentoring
  • #Consulting

Blog

Role Transition and Core Tasks
  • #Chinese
  • #Teamwork
  • #Performance
  • #Culture
  • #Empowerment

Blog

新经理培训 #1 - 8个必备内容
  • #Chinese
  • #New Manager
  • #Training
  • #Attitude
  • #Essentials
  • #Leadership
  • #Team

YEARLY PACKAGE

Great Choice! Choose your payment method to complete your subscription.

Back

GOT QUESTIONS?

Call Us 4008 740 029

Info@glocoach.com

WELCOME TO
GLOCOACH

Go to your email inbox to log into your new dashboard

Back

GOT QUESTIONS? TALK TO US

Use password instead

BLOG

By William Xu

TALENT ACQUISTION

成为团队管理者之后,新经理必然会接触到人才招募这个话题,这项工作是以往作为个人工作者没有机会接触的

September 2019

在人才招募方面,新经理人应掌握以下6点

用人部门经理首先要提

- 说明是因为人员离职而产生的补招,还是新增职位

- 说明是否在年度的人员预算之内

- 写明职位及岗位职责描述,招聘要求

- 经由上级经理(有的公司需要批到部门最高负责人)批准

- 交至HR招聘部门

用人部门经理首先要提

- HR负责岗位发布及候选人的初轮面试,

- 用人部门经理负责第二轮面试,

- 用人部门更高一级经理负责第三轮(最终)面试





用人部门经理首先要提

- HR负责提供职级及薪资参考范围

- 部门经理确认

- HR和候选人沟通,并根据需要进行背景调查(需要在出聘用意向书offer letter之后,并征得候选人同意)




对于岗位的招聘要求,并不是所有的条件都是同等重要的,例如,很多职位都写着必须要有硕士学 历,且有三年以上相关工作经验。但是是否有硕士文凭就能做好该岗位,是否二年工作经验就一定 不行呢?

必要条件是指,缺少任何一项就必须结束面试流程。比如说,对于驾驶员,如果没有驾照,那就绝 对不行了。

而优选条件则是加分项,例如,更高的学历,更好的外语水平,关键任务的成功经验等。经理要有选择,必要条件越多,可供挑选的候选人越少。

招聘技巧,请详见我往期文章“行为化面试技巧”。

当部门出现一个招聘需求时,很多经理会默认从外部招聘,但是其实也许从内部提拔是个更好的选 择, - 内部提拔是很好的激励 - 内部人员有过往的工作表现作参照,选错的概率更低 - 内部提拔后,招聘的岗位会变得较低,招聘难度大大下降

此外,还可以考虑将一个较高的职位拆分,由现有人员承担,实现花3个人,拿4个人的钱,做5个 人的事。这样甚至不需要招聘了。

对于用人需求,还需评估是暂时性的人手不足,还是长期需要。对于暂时性的可考虑使用实习生, 一方面成本更低,另一方面待忙季过后,减少实习生不会产生劳动合同纠纷。而且,经过实习期间 的观察,可以深入了解其工作表现和与企业文化的适配性。待其毕业后转正,也可大大增加招对人 的成功率。

经理人必须在人才招募中,采取更为主动的姿态。特别是对候选人的挖掘。部门缺人是很痛苦的, 多出来的活必须由现有人员承担掉。而经理人的人脉和朋友圈,往往是类似专业或是相关人士。比 如,财务的自己的人脉圈也多是财务相关的,搞研发的人脉圈也多是研发人士。

将招聘的海报发在自己朋友圈,并且主动询问朋友的推荐,很大程度上会比HR的招聘网站来得更有 效。而且朋友推荐的,往往更值得信赖。

现实中,要招到一个100%符合的员工几乎不可能,每个人总有其长处和短处。对此,经理要有宽容的心态,和对员工持续培养的承诺。毕竟人员替代和培训的隐性成本可以达到该岗位年薪的1.5倍甚至更高。

在员工的试用期内,经理需要多观察,多指导,多帮扶,使其尽快融入。这样会使你有更多人手可用,并建立你的职业口碑。如果真的“看走了眼”,无法胜任,或是品行方面有问题,当断则断,不要拖泥带水。

好,这次就先聊到这儿,下一话,我们讲讲绩效管理。