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从这家公司招聘瑜伽导师的过程中,我们能学到什么?

Laura Entis 2018年05月06日

我们请瑜伽公司的一位企业家分享自己为新开的瑜伽馆招聘员工的经验。

Courtesy of One Down Dog.

初创公司是一种演化迅速的有机体。世事多变,如果一切顺利,以它们的发展速度,一年仿佛抵得上十年。对许多企业家而言,这段肾上腺素满溢的创业时光可能会是反复试错的混乱时期。不过这没关系,从实践中学习也不坏!

尽管如此,从其他有过同样经历的创始人那里学习会很有帮助,尤其是在招聘方面。确认你要设立的岗位以及所需的人才,会决定你的公司可以——并将变成什么样子。

接下来,让我们首先有请瑜伽公司的一位企业家分享自己为全新的瑜伽馆招聘员工的经验。

企业家:杰西卡·罗森

公司:瑜伽馆One Dog Down,在洛杉矶设有两家门店(很快将扩张至三家)

成立时间:2013年

员工数量:管理团队5人,前台员工7人,瑜伽教师32人

像许多洛杉矶的居民一样,杰西卡·罗森并非本地人。2005年,她从密歇根州搬到这里,在这座影视城经营一家瑜伽馆的分店。之后她又当过高中老师和有关药物滥用的顾问。这样过了八年,她却始终感到自己无所寄托。她表示:“我在寻找给我归属感的社群,却没有找到。”在30岁生日之前的一个月,她决定开设自己的瑜伽馆。

她租了一个共享空间,这就是她迅速发展的起点。“我没有钱,也没开过公司,没有商业背景,然而……它就这样发展起来了。”共享空间很快就不再够用,于是她有了自己的瑜伽馆。

起初,罗森会从Craigslist和Facebook的帖子上招募瑜伽教师。随着瑜伽馆渐渐发展,她开始依靠其日益增长的人际网络来聘用新的教师和全职员工。人们加入公司后,就会被鼓励去尝试新的角色。她的总经理原本只是瑜伽馆的油漆工。罗森表示:“我们有瑜伽教师进入管理岗的情况,反过来也一样。前台员工也有人开始参与教学工作。”

起初几年,公司的岗位是流动的,交流也很自然。不过随着公司逐渐壮大,情况开始脱离正轨。在已有两家门店,第三家也很快就要开张的情况下,罗森需要努力让运营正规化,才能避免待办事项连续几周都无法取得进展,因为“我们都在干同一件事”。

为了在公司内部明确各自角色,罗森开始让员工把自己对目前岗位的描述以及希望自己从事的工作写成邮件发给她。员工反馈的结果与她自己对这些职位的认定时常出现偏差,这一信息十分重要。随后,她与瑜伽馆的经理共同研究了公司已经涵盖的岗位,仍需人手的岗位,以及如何把剩余的工作根据现有员工的偏好分配给他们。

看起来,罗森处理得井井有条——而实际上并不是。她表示:“目前这项工作仍在进行。”

更多建议:

把事情委派给他人很难:短期来看,教别人去完成任务,比自己完成任务要花费更多时间。不过随着公司渐渐发展,这种做法也渐渐变得必要——到某一时刻,你自己就无法解决所有事情了。为了避免筋疲力尽,你应该坐下来,给员工定好岗位,这样你就能弄清谁要负责什么了。(财富中文网)

译者:严匡正

 

A startup is a rapidly evolving organism. Things change, and, if everything is going well, grow so quickly a year feels like a decade. For many entrepreneurs, these early adrenaline-fueled days can be a messy period of trial and error. Which is ok! Learning by doing isn’t a bad strategy.

That said, it’s helpful to learn from other founders who have gone through the same process, particularly when it comes to hiring. Identifying the roles you need to create and the people you need to fill them determines what your business can—and will—become.

In the first of a 3-part series, we hear from a yoga entrepreneur on hiring for a brand new studio.

Name: Jessica Rosen

Business: One Dog Down, a yoga studio with two (soon to be three) locations in Los Angeles

Founded in: 2013

Number of employees: Managerial team 5; Front desk staff 7; Yoga instructors 32.

Like so many LA residents, Jessica Rosen is a transplant. She moved to the city in 2005 from Michigan to run a branch of a yoga studio in Studio City, before doing stints as a highschool teacher and substance abuse counselor. Eight years in, she still felt rootless. “I was looking for a community, and wasn’t finding what I was looking for,” she says. Thirty days before she turned 30, she decided to open her own studio.

She rented a shared space, and, well, that was the beginning of what has been a wild ride. “I had no money, I never owned a business, had no business background and…it took off.” She quickly outgrew the shared space, and opened her own studio.

In the very beginning, she hired instructors she found on Craigslist and from Facebook postings. As the studio grew, Rosen began relying on its growing network to recruit new instructors and full-time staffers. Once someone joined the company, they were encouraged to try out new roles. Her general manager was originally hired to help paint the studio. “We’ve had teachers step into more administrative roles and vice versa,” she says. “People who started off at the front desk have gone on to teach.”

In the first few years, positions were fluid and communication organic. But as the company grew, things started to fall the cracks. With two locations and a third slated to open shortly, Rosen has taken a concerted effort to formalize operations so items on the to-do list don’t languish for weeks because “we’re all working on the same thing.”

In order to create clearly defined roles within the company, Rosen started by having employees email her their current job description, as well as what they’d like their job description to be. These responses didn’t always align with how she’d viewed the position, which was good information to have. Next, she sat down with her studio manager to figure out the roles they already had covered, the roles they still needed to assign, and how to divide up these remaining tasks among the current staff, taking into consideration their stated preferences.

If this makes it sound neat and tidy—it wasn’t and it isn’t. “This is a work in progress,” she says.

More tips:

Delegating is difficult: in the short-term, it takes more time to teach someone a task than it does to simply do it yourself. But as you grow, it becomes increasingly necessary—at a certain point, you physically can’t do everything. To avoid burnout, sit down and formalize employees’ positions so you’re clear on who is doing what.

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