Tag Archives: Solving

How Do You Interview for New Hires and Promotions? Part 2, Eight Points

Situation: A CEO seeks advice on interviewing both for new hires and promotions. What advice and guidelines do others suggest to improve interviews? How do you interview for new hires and promotions?

Advice from the CEOs:

  • Use an interview process that is consistent with the company’s plan and culture.
    • Start with the company’s mission statement.
    • Next develop the value system.
    • Draft a hiring plan that is consistent with the company’s mission and values and develop a process to support this.
  • Monitor the process over time and improve it through experience.
  • Assure that position descriptions reflect the individual(s) that the company wants to hire.
  • Before starting the hiring process, ask “What problem am I solving?” The answer will help to define the talents and attitudes desired in candidates.
  • Utilize “listening with a plan”.
    • Be clear on how the person being interviewed is delivering their message. Is their language positive, proactive, energized, or lethargic? Do they take responsibility for their own actions? Do they look at positive aspects of the company they work for and the people they work with? The objective is to make sure that the individuals sought for the job display these characteristics.
  • Hire for growth potential, not just to fill the current slot.
  • Hire consistent with the values and culture that the company wants to create and foster.
  • Hire to skills needed rather than value to yourself and the firm.
    • Don’t just hire on cultural aspects. Evaluate and check the skill set against what this person is supposed to accomplish. Getting the skills set right is just as important as getting the culture right.

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How Do Get a Shanghai Office Up to Speed? Six Suggestions

Situation: A company recently set up an operation in Shanghai. An immediate shock has been that that the Chinese engineers have not been able to solve problems creatively. To date their solutions are limited to following an outline provided by the home office. How does the company address this? How do you get a Shanghai office up to speed?

Advice from the CEOs:

  • Current Chinese culture is to do what you’re told, and not to vary from the direction given by those to whom you report. However, these are smart people. Given time and training they will get through this. Can you be patient enough to allow this to occur?
  • The most important role in your Shanghai location is a trusted, competent Chinese General Manager. This individual can get you where you want to be the fastest. It is also the hardest position to fill in China.
  • One option is to investigate connections through the SCEA – Silicon Valley Chinese Engineers Association. Many SCEA members are Chinese who have been educated in the US but want to return to China. You may find good candidates here.
    • The best candidates have bi-cultural exposure – they understand Chinese culture, but also understand US standards, expectations and operations.
    • Be sure to check US references of any candidates who are currently in the US.
  • Early operations and adaptations are the most difficult. Talk to people in Shanghai who have solved this problem.
  • Develop a separate project selection / development methodology for projects you want to transfer to China. This will change as the Chinese employees begin to approach US standards.
  • As you hire new Chinese employees, look for individuals who play and write music. They are naturally more creative. Microsoft has used this approach successfully in China.

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