《每日原则》: 要用对人，因为用人不当的代价高昂。

瑞达利欧RayDalio · 公众号 · · 2019-08-22 12:35

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在桥水建立的初期，我们只招喜欢的人。但他们当中的太多人最后发现不能胜任工作。由于我们喜欢他们，不愿放弃他们，结果情况变得越来越糟。于是我们开始像大多数公司那样去招人，通过看简历筛选，然后通过面试、利用直觉来搜寻合适人选。但是我们问应聘人的问题，与科学构建的人格测试问题不同，很可能得不到真实反应他们是怎样的人的答案。

本质上讲，我们当时所做的是按照我们的固有成见来寻找未来员工。我们当中的线性思维者会倾向招聘线性思维者，我们当中的发散思维者会倾向选用发散思维者。我们都认为我们选的人会胜任各种工作，结果是，我们无法准确预判出在我们这样非常特殊的环境中谁会成功和失败。由此，我们持续招了很多不适合的人。

逐渐地，我们从错误和失败中吸取了教训，发现我们可在两方面改进招聘结果：（1）清晰且明确我们要招什么样的人；（2）建立起能够更精细化评估人的能力的用语和方式。本条将详细介绍我们从中了解到的原则。尽管我们仍会犯很多招聘错误，但通过不断改进并遵循这些流程，我们显著减少了犯错概率。

从高的层面上讲，我们寻找的人要能独立思考，辩论时既开放又果决，更重要的是，他们能坚持追求真相和卓越，从而带动自我和机构的快速进步。由于我们不将工作仅仅视作是为了谋生，我们要寻找的潜在员工也不仅仅是一名雇员，而是我们希望能与之分享人生的人。

In the very beginning at Bridgewater, we just hired people we liked. But too many of them turned out to be bad fits. Because we liked them, we were reluctant to give up on them, and things often went from bad to worse. So we started hiring like most companies do, by looking at résumés, narrowing the lists, and then interviewing to get a gut feel for who was right. But the questions we asked our candidates, unlike the questions on a scientifically-constructed personality test, were unlikely to elicit answers truly indicative of what they were like.

What we were doing, essentially, was looking at prospective employees through our own biased perspectives. Those of us who were linear thinkers tended to want to hire linear thinkers; those of us who were lateral thinkers tended to want to hire lateral thinkers. We all thought the type we chose would perform best in all jobs, and as a result we weren’t able to accurately predict who would succeed and who would fail in our very unusual environment. As a result, we continued to make a lot of bad hires.

Eventually we learned from our mistakes and failures that we could improve our hiring results in two ways: 1) by always being crisp and clear on exactly what kind of person we were looking for, and 2) by developing our vocabulary for and means of evaluating people’s abilities at a much more granular level. While we still make too many hiring mistakes, we have significantly reduced the odds of making them by following these processes, which we continually try to improve.

At a high level, we look for people who think independently, argue open-mindedly and assertively, and, above all else, value the intense pursuit of truth and excellence, and through it, the rapid improvement of themselves and the organization. Because we treat work as more than just what we do to make a living, we look at every potential hire not just as an employee but as someone we’d want share our lives with.

《每日原则》: 要用对人，因为用人不当的代价高昂。

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