《Five Hardcore Questions from Startup HR》 - 精选文章 - Think tank insights

“虽然你现在可能看不见未来, 但在未来的某个时刻, 当你蓦然回首时, 这个‘未来’便是你曾经所走过的点点滴滴, 你的成就作为。You can't connect the dots looking forward; you can only connect them looking backwards”。

Steve Jobs

人才协会在Lidu Space举办了疫情后的第一场内部线下交流活动，邀请了15位曾经或者现在仍然奋斗在创业公司一线的HR伙伴到场交流。其中大部分人都是独角兽创业公司的第一个HR，支撑了创业公司从0到1，从1到100的发展过程。适逢协会的指导单位-朝阳高层次人才服务中心正在开展十四五人才发展规划的编制调研工作，到场的HR们积极建言献策，希望能够为今后五年的区域人才工作提供有益参考和建议。

Chaoyang Talent Association(CTA) held the first offline campaign this year in Lidu Space, we invited 15 HR specialists who were or are still working in startup to join and hear each other. Most of them were the first HR for unicorn startup, who supporting the team growth from zero to one, then to 100. Beijing Chaoyang High-level Talents Service Center, the guiding department of CTA, is carrying out the research and compilation of the 14th Five-year Plan for Talent Development, so HR attendees also propose some ideas and suggestions for this Plan. We do hope to provide some useful reference for the regional talent works.

活动嘉宾Andy Mok是一位在中国创业和投资的美籍华人，他是晨兴创投(Morningside Ventures)的早期投资人，支持制定了晨兴的投资策略，并在医疗、媒体和教育领域的被投企业投后管理中发挥了关键作用。之后加入美国兰德公司(RAND Corp)，现在也是中国与全球化研究中心(CCG)高级研究员，央视国际频道高级评论员。Andy和大家分享了他个人的学习和工作经历，也回答了来自创业公司HR们的五个硬核提问：

Guest speaker Andy Mok, is a Chinese-American who has rich experience in entrepreneurship and investment. He was one of the first investment professionals to join Morningside Ventures in the early 1990s where he helped formulate the group’s investment strategy and played a key role in the post-investment management of portfolio companies in health care, media and education. Subsequently, he joined the RAND Corp, and currently he is a Senior Research Fellow at the Center for China and Globalization (CCG), and a senior commentator of CGTN. Andy Shared his personal learning and working experience in China and US, also answered five very hardcore questions from HR attendees:

HR是公司的大后方，我们一直在支持别人，但很少被别人支持。面对不确定性极高且各项杂乱的工作需求，有时候心态会崩怎么办？

HR is in the rear of the company. We think every day about how we can support others better, but we are seldom supported by others. We have no choice but to face the high uncertainty situation and messy needs. I'm already stressed out enough.

“ 在创业公司，无论做哪个职能，都要保持一个良好的心态和身体，HR更是如此。这是你人生中的一个体验，是一个过程和经历。要保持好奇心，要相信你做的每一件事情都有它独特意义，在未来的某一天或者某一个事情上，这些零碎事情会串联起来产生巨大的能量。

“Working in a startup, no matter which functions you belong to, you'd better to maintain a good mentality,develop a positive attitude and keep a healthy physical body, for HR is even more so. Don't forget it's just an experience in your lifetime. Be curious about new things, and believe that everything you do has the unique meaning, there will be one day in the future, all of these little things will connect together, then burst into great energy.”

因为没有专业的培训，也没有资深HR带，在初创公司很容易感到挫败。我常常担心自己是不是做了错的事情，没有人引导怎么办？

It's easy to feel frustrated in a start-up company, cuz the lack of HR professional training, and there is no senior HR leader who could provide mentoring. I usually have concern if I do the right thing, what should I do without a professional guidance?

"做对的事情和把事情做对是两个不同的概念，领导学的华伦· 班尼斯认为'管理者把事情做对，领导者做对的事情'。创业公司的很多问题都没有直接正确的答案，也就是在特定的场景下很难说哪个决定是对的。这个时候我们把事情做对会更加重要，也会体现自己更大的价值。初创公司的预算少，无法聘请专业的外部教练和管理顾问，但实地学习的经验是无法复制且更加珍贵的。所以我们常常会说创业公司对于个人成长具有极速加速作用，一个人在创业公司呆一年，相当于在大公司的两三年。当然，我们也推荐大家可以从外部寻求一些帮助，比如找到能为自己提供指导的导师。 ”

“Do the right thing and do things right are the two principles . Warren Bennis believes that ‘Managers do things right and leaders do the right thing.’ There is no 100% right answer to many questions in startups, it is hard to tell which decision is more right or wrong in a high uncertainty situation. So it could be more important for us to do things right and show our professional value in a particular moment. Start-up has tight budgets to hire professional outside coaches and management consultants, but the hands-on experience of learning in the team is unrepeatable and more valuable. So said that startups always accelerate personal growth,1 year at startup is the equivalent of two or three years at big company. Of course, we also recommend that you should seek outside help, such as finding a mentor who can provide support for your guidance. "

如何看待创业公司HR的价值？

How do you perceive the value of startup HR?

" 一个优秀的HR能帮CEO节省大量的时间，提高效率。当你为公司招聘到一个从技能到个性都适合公司的工程师，也许就能够迅速加快公司产品的研发进程，带来无法估计的价值。很多创业公司的CEO在HR这个领域的知识是盲点，所以他们缺乏准确的判断能力，创业公司的HR要能够帮助CEO，把优秀的管理方式带到公司，能够让他们更加专注业务。组织小的时候，你站起来，一手就能摸到顶，核心创始团队每天和你工作在一起，你随时可以跟CEO对话。你的环境很灵活, 你被赋予了极致的灵活度去做战略的思考,而不是在一个庞大组织中局限HR的某一个板块。相对而言，员工在创业公司建立和维持企业文化的影响力更大，因为你不是一个螺丝钉，你有努力改变和实现你所想的自由空间。

A good HR helps CEOs to save time and improve efficiency. When you hire an engineer with the right skills and personality, you may help to speed up the development of the products,the value is incalculable. Many startup CEOs have blind spot in HR/manage field, so you should be able to help them to bring excellent management methods to the company, and enable them to focus more on the business. When company was small, you could touch the core team and work with them every day, including talking to the CEO directly. Your environment is very flexible, you are powered by extreme flexibility to think from strategic perspective, rather than being confined to one small part of HR functions in a large organization. Employee can have more impact building and sustaining corporate culture at a smaller company than a larger firm. You're not a cog in the wheel, you have the freedom to run hard and make it happen."

对于创业公司来说到底应该招聘什么样的人才？

What kind of talent should we hire for startup?

"我建议，对于初级的岗位可以用减法，要清楚的知道哪些人/哪些技能缺失的候选人是绝对不能要的，而对于高级岗位就需要用加法，更多的去思考这个人要能给公司带来什么，或者你希望这个人能拥有什么特性。同时，创始人思维很重要，ebay首席执行官 John*Donahoe认为：拥有创始人思维的人会推动变革，激励人心，因此变得更出色。

I suggest that you use subtraction for junior positions, so you just need know what kind of candidates or skills should never be hired. And you will use addition for senior positions recruiting, which means you need think more about what this person can bring to the company and what personalities this person can possess. Founder-thinking is important, John * Donahoe, CEO of ebay believe 'people with founder thinking can drive changes, always inspiring people, and become more outstanding'. "

我很好奇35岁之后的HR们都去哪了？

Wonder where the HR people have gone after their age of 35?

"你可以查一下Linkedin，他们应该是成为了HRD、高级HRBP、CHO、COO、 Chief Staff .. 还有一些人早就成为了公司的业务负责人，甚至CEO。

Go to check LinkedIn, most of them become HRD, Senior HRBP, CHO, COO, Chief Staff.. And some of them already become the head of a business, also the CEO. "

结语 / Final Thoughts

在我们发布GCPS活动的时候，很多创业公司CEO申请参加都被我们婉拒了。有创始人甚至开玩笑说：第一次觉得CEO遭到了歧视：）现场的HR伙伴也感叹这是头一回专门给创业公司HR举办的活动，讨论到很多HR都经历过的烦恼和问题时，大家都深有感触。协会做GCPS的初衷，是因为我们经常收到来自创业公司的人才招聘和管理咨询需求，但“授人以鱼，不如授人以渔”，或许直接对创业公司HR们进行培训和沟通，是为创业公司解决人才问题的更加可持续的方式。

When we launched the GCPS event, many CEO friends applied for participation, but we decline. One founder even joked that he felt that he was despised as CEO:) Our HR attendees mentioned this was the only event she knew specially held for start-up HR. When we joked about some troubles and problems that every HR had experienced, we are all touched with deep feelings. The original intention of GCPS, is we(CTA) receive many talents recruitment and consulting requirements from startups in Chaoyang. Bearing in mind the principle of "teaching one to fish is better than giving him fish", we try to give more training and mentoring for the startup HR, hope it could be more sustainable and better solution for them.