猎头公司列表

商业周刊自第一次发布全球最有影响力的猎头50人以后，又一次发布了第二部分。以下是这些资深的顶级猎头的名单：

Sonal Agrawal, CEO, Accord Group IndiaGlenn G. Anderson Jr., Managing Director, Signium International Cleveland
Juraci V. de Andrade, Managing Director, Signium Brasil Consultores
Kimberly Bishop, Vice Chairman, Slayton Search Partners/Boardroom Consultants
Jeanne Branthover, Managing Director, Head of Financial Services Practice, Boyden Global Executive Search
Larry C. Brown, Managing Partner, Horton International
Tony Brown, Managing Director, Horton International
Samantha A. Carey, Partner, CTPartners
Simon Childs, Managing Director, CDS
Brian G. Clarke, Managing Partner, Kensington International, Inc.
Christopher J. Conti, Partner, CTPartners
James Cornehlsen, Managing Director, Future Search
Kenneth G. Daubenspeck, President, Daubenspeck and Associates, Ltd
Lauren Doliva, Managing Partner, Chief Advisor Network, Heidrick & Struggles
John R. Ferneborg, Partner, The Ferneborg Group
Dr. Dirk Friederich, Managing Partner, Boyden Global Executive Search
Albert H.A.W. Froom MA, Chairman, AltoPartners, Leaders Trust International/AltoPartners
Terence Gallagher, President, Battalia Winston International/Amrop Hever
Debra Germaine, Partner, CTPartners
Russ D. Gerson, CEO, The Gerson Group
Theresa Goh, Partner, ThreeSixty PartnershipChristrian Groh, Head, Investment Banking & Capital Markets, EMEA, Korn/Ferry International GmbH
Kai Gronblom Hammerich, Managing Director, head of global technology sector, Russell Reynolds Associates
Roy F. Hebard Jr., Executive Vice President and Managing Director, Slayton Search Partners
Miroslav Hofirek, Ph.D., Principal, Hofirek Consulting
Lawrence “Larry” Holmes, Managing Director, Columbia Consulting Group
Daniel A. Kaplan, Partner, CTPartners
Jay Kizer, Global Markets Managing Director, Life Sciences,Korn/Ferry International
Simon Laver, Managing Partner, Perrett Laver
Sylvia MacArthur, President, Madison MacArthur
Martin McEvoy, Managing Partner, McEvoy Associates Signium International
James L. Morice, CEO/Managing Member, Morice Consulting, LLC/Conboy Sur Morice Associates
Nels B. Olson, Managing Director, Eastern Region; Member, CEO/Board Practice, Korn/Ferry International
Dan Perrett, Managing Partner, Perrett Laver
Bernd Prasuhn, Ph.D., Consultant, Signium International
Eric Rehmann, Co-Managing Director, Financial Officers Center of Expertise, Korn/Ferry International
Gary Reidy, Managing Director, Australia, Korn/Ferry International
Robert Rollo, Partner, Heidrick & Struggles
Jeffrey Rosin, President, Canada, Korn/Ferry International
Mark Sadovnick, CEO, Sadovnick Partners
Henry J. “Terry” Scherck, Managing Director, Practice Leader, Slayton Search Partners/Boardroom Consultants
Doug Smith, Chief Executive Officer, B. E. Smith
Richard Spitz, Global Markets Managing Director, Technology, Korn/Ferry International
Roger W. Stoy, Senior Partner, Heidrick & Struggles
Warren T. Wasp, Jr., President, WTW Associates
B.J. van der Wijk, Partner, BJW Signium International
Roger Wilson, Managing Director, Boyden
Ken Taylor, CEO, Taylor Meyer Associates
Michael Travis, Principal, Travis & Company
Rene de Zwaan, Managing Director, Co-head Financial Services Sector, Europe, Russell Reynolds Associates

原文参见这里。

资深HR告诉你猎头公司真相，想做猎头以及被猎的请进

 有的人投递了半年简历都没有回音，但有的人却被猎头公司的电话追到心烦。要想你的职业规划步入到一个更高的层次，能够被猎头公司盯上，或许会给你的职业发展增加不少机遇。在我们职业规划咨询的客户中，就有被猎头公司成功盯上的，待遇比以前翻了一番。如果你想挑战自己，进入猎头公司谋求一份良好的职位；或者成为猎头公司的猎物，为以后的职业生涯创造更多的机会，这篇文章不妨仔细看看。

猎头，对大部分的应届毕业生而言还是个很陌生的词眼，相信大部分人也要到工作满3年以后才会陆续接到猎头的电话，但是之前的HR的帖子发的时候就说过以后 有机会谈谈猎头这档子事，而最近站内消息不少想从事HR工作的同学都纷纷留言问接到猎头公司Offer要不要接，所以就当是那个关于HR的帖子的延续，谈 谈猎头这个行业。而且相信看了以后，大家也可以自己去对照下自己未来是否可能被猎头猎到？呵呵。

说到猎头，想起前阵子我们HR的一个玩笑话，说在上海，80%以上的猎头不叫猎头，叫做猎腰甚至猎脚，为啥这么说，因为现在国内一线城市（上北广深，特别是上海北京），很多工程师级别的只要3年以上经验的职位都已经交由猎头来做了，于是这个头自然也变成脚了。

猎头公司在中国的发展

猎头公司在中国最早开始应该在90年代初期，80年代末期，那时候出了极少数的亚洲背景的猎头外（香港猎头偏多），大部分的猎头都是极其牛的公司，例如光 辉国际等，那时候的中国，基本上，经理级别职位还不那么多，而且要求也不那么高，然后高层大部分是从海外直接派过来的（外企，国企那时候估计连猎头是什么 都还不知道呢），后来，一点点随着经济的发展，老外要回国了，需要本土化人才了，猎头开始进入了平稳的发展阶段，但是那个时候还是大部分外资猎头把持，只 是外资猎头不再只有那些牛B的猎头，一些中等档次的猎头也开始进入了市场，例如Hudson，Manpower之类的，再03年以前，猎头行业的增长一直 是比较平缓的，绝大部分猎头公司（不包括类似manpower这种还搞外包的公司），人员都在20个人之内，最棒的几个猎头公司，人员甚至更少，一般在 15个以内，但是那时候，那批猎头也是中国最早的一批金领。到了03，04年，猎头开始进入爆炸增长，一直到08年金融危机，猎头行业每年增长都超过 50%，上海的各色猎头从几十家一下子变成了5000多家，鱼龙混杂，很多猎头公司，只有1-2个人，也能借个人力中介师的牌照开起来甚至直接挂牌在其他 企业只要能开发票就行，于是，现在我已经不知道什么企业好什么企业不好了，而且除了超级猎头还要收定金意外，绝大部分的猎头已经不收定金了，费率也下降不 少，（特别是IT类case，因为IT行业用猎头用的很厉害）。我平时工作还有一块就要做供应商管理，但有时候真的很头疼，那些听也没听到过的企业来做 BD，不理他们吧，说不定真的挺认真干活的（后面会说很多企业虽然小，但猎头公司是靠口碑的，口碑好生意依然很好，也就是C类猎头），理他们吧，有真的 80%以上乱七八糟的，还容易败坏公司声誉。所以，这里我仅列出我知道的真的是名气比较响的几家给大家参考参考。

一些著名的外资和本土猎头

世界著名的公司

这几家是我抄录别的论坛而我也比较清楚情况的，的确是好公司，不过很快你们也会发现很多公司和你们可能一辈子没有交集，因为他们太高端了。

· 光辉国际咨询顾问公司

（Korn/Ferry，一般只专注于顶级的岗位，雇佣他的除了一些极大的企业外，还有一些比较有钱的企业雇佣真正的高管，比如银行信用卡中心老总这类位 置，国企和私企也会用，但他们收取Retainer也就是定金，费用也在25-33%左右，收费高是特点，属于顶级猎头，但也属于离大家比较远的猎头，简 称A类型猎头公司）

· 海德思哲国际有限公司（和前一家差不多水平的公司，客户群不同，然后规模有些差异，一般人也不会接到这类公司的电话，A类型公司）
· 亿康先达国际咨询公司（一样的A类猎头）
· 罗兰贝格尔国际有限公司（他家严格说是咨询公司，虽然在咨询公司方面和麦肯锡，Boston想比较弱一些，但猎头也算是个特色了，不过中国区这个业务规模不大，也属于A类猎头）
· 优异人力资源顾问公司（这个公司我直到最近收到发票才知道是Sterling，这中文名字起的，属于B类猎头，就是高高低低职位都有，但总体猎头的素质还OK，大家毕业5年后某些人们岗位的人，或者4大的4年工作经验后可能会受到他们的猎头电话）
其他还有些公司，我不知道中文名字，只知道英文名字，给大家参考参考
Future Step－这家和Korn/Ferry其实是一个公司但是重点不同，他家属于B类中比较高端的，一般case低端不多，大部分会猎那些年薪在 50-100w的人。Korn/Ferry他们家猎头基本上，刚才说的那个信用卡中心老总的职位，基本年薪500万以上，差不多这个level的。
Michaelpage－这家最早只做Finance的招聘但是很有特色，而且里面很多猎头Finance出身，所以看人很准，现在业务拓展了，也会做一 些supply Chain，Manufacturing，Luxury甚至Operation的职位，中端偏多，属于B类猎头， 规模不小，这家有个特色就是不猎人，等着你自己去投递简历，一般他不会主动为客户做mapping。所以财务人员想跳槽的话，可以去他们网站投递简历。一 般这类公司不打cold call。
Robert Walters Robert Half－这几家企业和前面michaelpage比较像，都是从finance出身的猎头公司（finance的人贵吗，利润好，所以才那么招人 爱）Robert Half甚至还有自己的财务外包部门，也有些猎头从事工业等单子，但也属于找人上，等人家来或者通过互相介绍来简历而不主动approach的类型。
Kelly Service－介于A与B之间，有些Case很高端。同样的还有Randson等企业。
相同处境的公司还有伯乐（一个香港公司最近好像卖给了日本公司，但总体招聘level还OK的），Boyden（这家应该也算准A级的猎头），都是高端case不输给Korn/Ferry，低端case 也就1w多月薪的人。
Hudson－等公司主攻低端到中端职位，情况类似于 Kelly Service，偶尔也有很高端的职位。而且Hudson还收购了另一家做IT非常有名的公司TonyKeith，所以IT的人才们要找工作的话不妨投投简历？
此外还有些本土猎头，就是我们说的，虽然属于C类猎头没有国际背景，但是其实本身提供的service很不错的，生意也很好的那种。
另外还有些例如Horton，Russell Reynolds 之类的公司，虽然名气很响，但中国的operation比较小，暂时不多说。

C类猎头，就是那种一般只猎猎2-3w月薪以内的职位，甚至很多月薪也就1万来块钱的公司，那个鱼龙混杂，几家有点名气的，比如 Manpower，Career International科瑞国际 ，也叫做万宝盛华，这类公司里面还有几千家小规模的私人企业，说白了，猎头公司猎头公司，只要你有条电话线就可以干活，甚至有些地方出租那种A级写字楼格 成很多间，然后公共会议室那种，窝着很多小猎头公司，人数从1-10不等，这类公司是大家毕业3年后最有可能接到电话的猎头，名字千奇百怪。呵呵。

猎头公司的工作模式

说完了猎头公司大概那些还有点名气，再来说说猎头公司的工作流程。说白了就是找人，卖人+卖好价钱。整个一个人口贩子的感觉。这点上，我一直记着过去我们 一个MD说的，虽然猎头电话有时候很烦人，但有一点和推销或者保险不同，他可能给你带来机会。在没听说过的公司也可能给你带来一个很不错公司的很不错的职 位（不一定高端因为每个人情况不同，但可能带来的机会所在公司很好，职业前景不错，事实上很多很厉害的企业现在用的猎头都是C类猎头，因为他们相对比较便 宜），所以我当猎头那会给每个候选人电话的时候都是信心满满的，因为我觉得我再给他们带去希望。

猎头公司的工作模式，这5，6年经历了很大的变化。再02年的时候，那个主要靠的就是电话拨打。我当时成为实习生，第一个项目就是一个超级牛企的领导力项 目，要求招聘的4-5年工业品销售经验的英文好的人，参加他们的项目（聪明的人应该可以猜出那个牛企，美资的），然后，再2年项目结束后，再全国20多个 城市生根工作。所以，我的第一个电话迄今记忆犹新。那是我拨给了西安的一个著名的资企业的销售处。那时候前台MM还很友善，问我找谁，我要找你们销售，你 要找什么销售，你们有什么销售，我们有高压销售，低压销售，变电销售，我要高压的谢谢，估计这种场景，今天的猎头很难再碰到。因为前台们在身经百战后已经 不会再那么Nice面对你的提问了。但我的确通过这个电话找到了一个销售，并最终让他成为了一个成功的候选人。所以，猎头的基本功之一就是“骗”，我们叫 做Cold Call，这个call可不是有名有姓的，而是你得通过你的“骗术”让人家乖乖的告诉你。记得当年我给一个模具厂商找项目工程师，就曾经给苏州一个著名的 台资手机膜具公司cold call，最后用我要发礼品给你们的方式，从一个菜鸟级工程师的嘴巴里，一个一个吧部门所有40多个项目工程师的姓名，电话都弄到了手。而我同事也曾经靠 展览会发票的方式，骗到了一个空调公司研发部namelist（人家还特地传真给她，把她给乐翻了）。这种骗的方式再06年以后有一阵子到了登峰造极的地 步，很多不道德的猎头，甚至为了取得某人的手机，骗他同事说家里出急事，而打外企的时候，最常用的招数就是我们是美商会的，以至于06年，美商会曾经特地 出过一个公告，说在发现冒用他们名义的猎头，就要起诉他们了。
字数限制，完整版本见http://bbs.career001.com/read.php?tid=25408

40 Incorrectly Used Words That Can Make You Look Dumb

While I like to think I know a little about business writing, I still fall into a few word traps. (Not to mention a few cliché traps.)
Take the words "who" and "whom." I rarely use "whom" when I should -- even when spell check suggests "whom" I think it sounds pretentious. So I use "who."
And then I sound dumb.
Just like one misspelled word can get your resume tossed onto the "nope" pile, one incorrectly used word can negatively impact your entire message. Fairly or unfairly, it happens -- so let's make sure it doesn't happen to you.
Adverse and averse
Adverse means harmful or unfavorable: "Adverse market conditions caused the IPO to be poorly subscribed." Averse refers to feelings of dislike or opposition: "I was averse to paying $18 a share for a company that generates no revenue."
But hey, feel free to have an aversion to adverse conditions.
Affect and effect
Verbs first. Affect means to influence: "Impatient investors affected our roll-out date." Effect means to accomplish something: "The board effected a sweeping policy change."
How you use effect or affect can be tricky. For example, a board can affect changes by influencing them and can effect changes by directly implementing them. Bottom line, use effect if you're making it happen, and affect if you're having an impact on something that someone else is trying to make happen.
As for nouns, effect is almost always correct: "Once he was fired he was given 20 minutes to gather his personal effects." Affect refers to an emotional state, so unless you're a psychologist you probably have little reason to use it.
Bring and take
Both have to do with objects you move or carry. The difference is in the point of reference: you bring things here and you take them there. You ask people to bring something to you, and you ask people to take something to someone or somewhere else.
“Can you bring an appetizer to John's party”? Nope.
Compliment and complement
Compliment means to say something nice. Complement means to add to, enhance, improve, complete, or bring close to perfection.
I can compliment your staff and their service, but if you have no current openings you have a full complement of staff. Or your new app may complement your website.
For which I may decide to compliment you.
Criteria and criterion
"We made the decision based on one overriding criteria," sounds fairly impressive but is also wrong.
Remember: one criterion, two or more criteria. Or just use "reason" or "factors" and you won’t have to worry about getting it wrong.
Discreet and discrete
Discreet means careful, cautious, showing good judgment: "We made discreet inquiries to determine whether the founder was interested in selling her company."
Discrete means individual, separate, or distinct: "We analyzed data from a number of discrete market segments to determine overall pricing levels." And if you get confused, remember you don't use “discretion” to work through sensitive issues; you exercise discretion.
Elicit and illicit
Elicit means to draw out or coax. Think of elicit as the mildest form of extract. If one lucky survey respondent will win a trip to the Bahamas, the prize is designed to elicit responses.
Illicit means illegal or unlawful, and while I suppose you could elicit a response at gunpoint ... you probably shouldn't.
Farther and further
Farther involves a physical distance: "Florida is farther from New York than Tennessee." Further involves a figurative distance: "We can take our business plan no further."
So, as we say in the South (and that "we" has included me), "I don't trust you any farther than I can throw you," or, "I ain't gonna trust you no further."
Fewer and less
Use fewer when referring to items you can count, like “fewer hours” or “fewer dollars.”
Use “less” when referring to items you can’t (or haven’t tried to) count, like “less time” or “less money.”
Imply and infer
The speaker or writer implies, which means to suggest. The listener or reader infers, which means to deduce, whether correctly or not.
So I might imply you're going to receive a raise. And you might infer that a pay increase is imminent. (But not eminent, unless the raise will somehow be prominent and distinguished.)
Insure and ensure
This one's easy. Insure refers to insurance. Ensure means to make sure.
So if you promise an order will ship on time, ensure that it actually happens. Unless, of course, you plan to arrange for compensation if the package is damaged or lost -- then feel free to insure away.
(While there are exceptions where insure is used, the safe move is to use ensure when you will do everything possible to make sure something happens.)
Irregardless and regardless
Irregardless appears in some dictionaries because it's widely used to mean “without regard to” or “without respect to”... which is also what regardless means.
In theory the ir-, which typically means "not," joined up with regardless, which means "without regard to," makes irregardless mean "not without regard to," or more simply, "with regard to."
Which probably makes it a word that does not mean what you think it means.
So save yourself a syllable and just say regardless.
Number and amount
I goof these up all the time. Use number when you can count what you refer to: "The number of subscribers who opted out increased last month." Amount refers to a quantity of something that can't be counted: "The amount of alcohol consumed at our last company picnic was staggering."
Of course it can still be confusing: "I can't believe the number of beers I drank," is correct, but so is, "I can't believe the amount of beer I drank." The difference is you can count beers, but beer, especially if you were way too drunk to keep track, is an uncountable total and makes amount the correct usage.
Precede and proceed
Precede means to come before. Proceed means to begin or continue. Where it gets confusing is when an -ing comes into play. "The proceeding announcement was brought to you by..." sounds fine, but preceding is correct since the announcement came before.
If it helps, think precedence: anything that takes precedence is more important and therefore comes first.
Principal and principle
A principle is a fundamental: "Our culture is based on a set of shared principles." Principal means primary or of first importance: "Our startup's principal is located in NYC." (Sometimes you'll also see the plural, principals, used to refer to executives or relatively co-equals at the top of a particular food chain.)
Principal can also refer to the most important item in a particular set: "Our principal account makes up 60% of our gross revenues."
Principal can also refer to money, normally a sum that was borrowed, but can be extended to refer to the amount you owe -- hence principal and interest.
If you're referring to laws, rules, guidelines, ethics, etc., use principle. If you're referring to the CEO or the president (or an individual in charge of a high school), use principal.
Slander and libel
Don't like what people say about you? Like slander, libel refers to making a false statement that is harmful to a person's reputation.
The difference lies in how that statement is expressed. Slanderous remarks are spoken while libelous remarks are written and published (which means defamatory tweets could be considered libelous, not slanderous).
Keep in mind what makes a statement libelous or slanderous is its inaccuracy, not its harshness. No matter how nasty a tweet, as long as it's factually correct it cannot be libelous. Truth is an absolute defense to defamation; you might wish a customer hadn't said something derogatory about your business... but if what that customer said is true then you have no legal recourse.
And now for those dreaded apostrophes:
It's and its
It's is the contraction of it is. That means it's doesn't own anything. If your dog is neutered (the way we make a dog, however much against his or her will, gender neutral), you don't say, "It's collar is blue." You say, "Its collar is blue."
Here's an easy test to apply. Whenever you use an apostrophe, un-contract the word to see how it sounds. Turn it's into it is: "It's sunny," becomes, "It is sunny."
Sounds good to me.
They're and their
Same with these: They're is the contraction for they are. Again, the apostrophe doesn't own anything. We're going to their house, and I sure hope they're home.
Who's and whose
"Whose password hasn't been changed in six months?" is correct. Use the non-contracted version of who’s, like, "Who is (the non-contracted version of who's) password hasn't been changed in six months?" and you sound a little silly.
You're and your
One more. You're is the contraction of you are. Your means you own it; the apostrophe in you're doesn't own anything.
For a long time a local nonprofit displayed a huge sign that said, "You're Community Place."
Hmm. "You Are Community Place"? No, probably not.
Now it's your turn: any words you'd like to add to the list?

Job Seekers: End An Interview With Strong Closing Questions

The interview is coming to a close. The conversation has gone well so far and you’re feeling good about the outcome and then it happens, “Do you have any questions for me?” they ask.
Oh the terror! If you’ve done your research, there are a few questions that you might already have whether it be about the organizational structure or business model, type of work, or management style. But nothing sticks out better in the mind of interviewers than a few polished, intelligent questions at the end of an interview. If you’re ending an interview with, “No, I have no other questions” you’re missing out on not only a chance to make a real memorable impact but also the opportunity to really learn more about the role, the interviewer, company, management style and more!
One thing that we can often forget is that we need to be interviewing the company just like they’re interviewing us.
Here is a list of some great interview questions you can ask:
What is a day in the life of this role like?
This is an opportunity to get into what the day-to-day responsibilities and expectations of the role will be and ensure you understand the scope of what they’re expecting from this role.
What are the 1 year and/or 5 year goals for the organization? And how do you see someone in this role supporting those goals?
Asking this question is always a hit. It really gives them a chance to talk about where they are planning to grow the business and help you get a roadmap for where that role could be headed in a year or five years. This also gives you a chance to brainstorm how to support the goals and support their growth plans.
What are the qualities of an employee who excels at this role?
Giving them an opportunity to explain their “ideal employee” helps you understand what they’re really looking for in an employee and can give you clues about the company and team culture, as well as paving the way for success in this role with an understanding of what their expectations are right away.
What are some of the challenges that one might face in this role?
From this question, you can start to identify potential problems that you’re walking into with this role, but it also gives you a chance to start to brainstorm solutions for the problem and knock their socks off!
What is the career path for this role within the company?
Employers want to know that you’re someone that will be committed for the long haul, and are eager to grow within the company. Be careful to not focus too much attention on the “next role after this one” in the interview though! They might not want to re-hire again in a year if you decide to seek promotion in the company. This question allows you to read them and find the balance.
What is the team culture?
You should be able to gather the company culture from your research prior to the interview, but asking about the team culture can give you a little more insight into what the day-to-day will be like.
Getting your closing interview questions ready beforehand will demonstrate your thoughtful preparation and leave a favorable impression with your potential employee, truly making you stand out in the crowd.

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Dottie Li的社交课

Dottie Li的社交课

—跨文化传播专家教您如何初入美国主流社会门径

初入美国社会的社交新人可能都会遇到沟通无效、孤立无援的困境。工欲善 其事，必先利其器，本文专访美国跨文化沟通专家Dottie Li 李铁君女士，通过比较中美文化社交差异，TransPacific Communications首席执行官Dottie Li为飞跃北美的新鲜人做出了许多具体的建议，让您在美国主流社交圈更加收放自如。
与美国前总统比尔克林顿（第42届美国总统，1993－2001年）白宫晚宴

当梦想照进新文化

 
与美国前总统尼克松（第37届美国总统， 1969-1947年）                


             梦想、机遇、奇迹——在美国这片充满无限可能的土地上，每一天都有新的人生传奇上演。当许多中国留学生和移民们怀揣着美国梦来到这片陌生的土地，当蜜月 期的新鲜感褪去，文化冲击 ( Cultural Shock) 便成为了横亘在这些梦想者面前的湍急洪流。许多人像陡然被抛入大海中的淡水鱼一样，种种文化上的无所适从让他们久久无法融入美国社会的主流。凡在中国生活 过的“老外”都多少了解，在中国人际交往最看重的是什么——“关系”。其实人际关系的重要性，置诸四海皆准。这个世界正在经历认知剩余 (Cognitive surplus) 的时代，互联网的创造力与慷慨令知识在世界的任何角落都可以被获取；但人脉却一如既往地拥有无可取代的独占价值。美利坚的国土上充满着机会，但“机会总是 留给有准备的人”所言着实不假，主动拓展社交圈、创造积极的人际关系，便是博得幸运女神青睐的首要功课。

              与中国一样，美国幅员广阔，相信国人对于一国之内的各地文化、价值取向各异的情况不会太过惊讶。在以纽约、芝加哥、华盛顿为代表的各地社交规则相差甚远； 而美国各行则更是差异鲜明——国际政治圈、国内政策圈、金融圈、律所圈、国际组织圈等行业自是各有“圈内规则”。即使是美国本地人，想要摸清其间的“潜规 则”，在社交场合大放异彩、如鱼得水，也是需要相当的才华和耐心的摸索。作为异乡人，融入美国当地文化便更加需要过人的见识与不懈之努力。闯荡美国多年， 并且胼手胝足打拼下一份事业的Dottie Li以自身经历为我们提供十分具参考价值的榜样范例。

             二十四年前，Dottie 辞别了记者的工作, 毅然来美留学。两年半后，Dottie即将从University of Mobile 毕业。她获得了在当地居住的美国之音VOA创始人Kenneth R. Giddens的夫人Mrs. Zelma Giddens赏识和推荐，得到了去华盛顿新闻实习的机会。Mrs. Giddens告诉Dottie，一定要去世界新闻的首都华盛顿，“那里是你施展拳脚的天地。” Mrs. Giddens给还是学生的Dottie买了一张飞往D.C.的机票，也把Dottie送上了一段传奇的人生旅程。到了华盛顿后，Dottie很快加入到 美国之音中文部，并做起了中文现场播音员。一年之内，Dottie开始在美国公共事务新闻网中最重要的C-SPAN电视台做制片人。Dottie的才华在 圈内很快便得到认可，因而在1997年，Dottie被推荐到白宫，从此便开始了她在克林顿总统第二任期内的白宫媒体先遣部的工作，这成为她终身最独特最 受益的工作经历。

             现在的Dottie Li 在任TransPacific  Communications的执行长官，为美国政府、各类公司以及外国移民做跨文化沟通培训已长达十五年之久，可谓不折不扣的文化交流专家。此 外，Dottie还是一位抢手的演讲者，经常受邀至联邦政府和研讨会议主讲沟通、多元文化和新闻媒体等相关议题。谈起自己在美国传奇经历最重要的助 力，Dottie认为在美国社会打拼，无论在政界、金融界，或是学术界，自信的沟通永远是在美国社交最基本、最重要的一环。而对于新移民来说，有意识地进 行文化适应 ( acculturation )训练正是社交生活的第一步。

             文化适应就是学习第二文化的过程 ( second-culture learning )，是从习惯一种文化过渡到习惯另一种文化的过程。大多数移民都经历过这样一个过程：从一开始的不适应，到观察模仿，再到实践和重复实践，最后不知不觉地 习惯了美国人的办事方式。在这个过程里移民都会经历大小挫折的各样烦恼。有的人始终徘徊在“不适应”的阶段，最终慢慢退到自己文化的小圈子，和美国文化保 持距离；有的人彻底抛弃自己从前的文化，只认同美国的思维方式。现实中, 很多来美多年的华人还仍然很苦恼地或无意识地滞留在文化适应的某个地步，与主流社会格格不入；非常少数的人成为了二元文化的代表，在两边的圈子里都如鱼得 水。虽然中美文化有些根本上的对立，但中国背景对于在美国生活的华人来讲，是一种巨大的文化宝藏。古老的儒家文化让中国人在美国人眼里有一种天然的神秘 感，其中虽然不免有一些东方主义因素的作用，但许多美国人的确都很想了解中国人对某件事情的看法和认知。学会巧妙地运用这些优势，以开放豁达的心态广交朋 友，对于顺利走过文化适应的各个阶段十分重要



语言是第一关

            “自信是学不来的！”Dottie很直白地与我谈道，“自信来自于内涵 (substance) ！”而这个内涵在Dottie看来，首先应当指的是对英文的驾驭。这位在美国新闻界打拼十多年的社交高手认为自己之所以能胜任众多工作，都得益于自己当年 接受过的美语口音培训。而在Dottie Li的跨文化沟通课程中，最重要的一课就是口音校正 (Accent Reduction & Modification) 。试想在工作岗位或一场商务会议上，因为错误的语法和发音, 同事和老板经常听不懂你的意思，你的自信心会在哪里？如果你能用一口正确 (语法和发音) 的英语做商业陈述 (presentation) 、回答客户的问题，自然流露出的自信必会让人刮目相看。语言是思想的载体，当语言无法让思想得到很好的表达时，自信也会随之大打折扣，晋升和涨薪也就遥遥 无期。
 与美国前总统比尔克林顿以及白宫先遣队在柏林
                 
             站在笔者多年海外学习工作经历的角度来看，语言的确是人际交往中的“硬通货”。与当地人天南海北、毫无顾忌地聊天进行所谓的“浸入式学习”大概是最常 见，也是最有效的交往方式。害怕出错丢面子？NO！你是外国人，that’s ok。此外，背诵、阅读高质量且地道的英语文章，看英文电影与TED演讲也同样提供了想要通过语言关的逐梦者多种形式的有利途径。

请积极主动站出来！

              积极主动是美国文化极力鼓励的一种个人精神。拥有儒家文化背景的国人来到北美，便拥有了同时了解两种不同思维和处事方式的机会，也便拥有了比中国人或美国 人更多的文化优势。在美华人从来不必放弃中国的根，也不可能将中国的根抛诸脑后。无论何时何地，中国背景都将是国人的一种资本，而不是缺陷。或许新移民们 更需要的是破釜沉舟的魄力，而不是如履薄冰的谨慎。如若一件事情没有先例，那么何妨放手一搏。做不成无所谓，大不了只是记录尚未打破；如果做成了，那么便 成了此番事业的第一人，何乐而不为？

               重要的不是你的学识、你认识何人，而是有人欣赏你的学识！ (“It’s not what you know, it’s not who you know, it’s who knows what you know!”) 谦虚在美国并不是一种被欣赏的品格，自信则更加被人看重。相比国人广为称道的谦虚低调，美国人认为自信并不是骄傲自大，而是实力的自然流露。而懂得如何推 销 (Promote) 自己、让人看到自己的才华和能力，才是人际关系 (networking) 的关键。在谈话中，Dottie曾不止一次地谈到，中国移民经常遇到的困境是：即使工作再努力，学历再高，也很难得到提拔。在诸多原因之中，Dottie 认为最大的症结在于他们无法有效地展示自我，而展示自己必须与人沟通交往 (get involved)。公司午餐是最好的沟通交往的方式之一——与不同部门的同事和领导一起午餐，说说工作的进展和心得，让人知道自己在做什么、做的怎样、 有什么样的想法——这些信息都能在午餐时有效地传达。在美国的职场文化中，得到晋升的关键就是让不同的经理知道自己的工作成果。如若能在开会时被人提名并 得到表扬，晋升就是水到渠成的事情了。

                在关乎自信的内涵 (substance)中，另外的重要方面便是个性 (personality)，这可是需要长期修炼的内功。在美国，有趣 ( “interesting”)是一个对人很高的评价。人们在交往中痛恨陈词滥调 (Cliché)，拒绝令人厌烦的言语 (boring stuff)。而有趣的、积极的、让人心动的人则被认为拥有极佳的个性。有个性的人受到美国人的欢迎，是因为他们卓尔不群、有独立的思想、敢于挑战权威。 可以说，个性比才华、外貌、学历、身世更迷人。个性可以来自一项长期的爱好、可以来自对一种信念的坚持、可以是睿智的幽默感、也可以是一种独特的审美。个 性是不需要迎合别人的，个性的魅力令人自然流露出自信的气息，无关金钱多少，也无关职位高低。Will Smith在《当幸福来敲门》 (The Pursuit of Happiness)中扮演的Chris Gardener没能穿一身体面的西服去面试，当面试官问“为什么要招一个连衬衫都不穿的人”时，Chris巧妙地回答道：“因为这个人穿了一条很好的裤 子。”Chris 用自信、幽默和坚持的个性打动了面试官，也弥补了穿着礼仪的不足。

                若您独自一人在北美大城辛苦拼搏，并且如同Chris Gardener一样尚且买不起一件像样的衬衫，也请不要站在主流社交圈之外望洋兴叹。国际都市的魅力在于云集了世界各地有意思、有才华、有资源的人。在 进入社交圈之前，请抛掉思想压力的包袱，和这些人认识、交流实际上是一件妙趣横生的事情，并不需要硬着头皮敷衍而患得患失。也许你会抱怨社交中“戴面具” 太累，但不如将这看做是在探索不同角度的你自己。人生如戏，关键在于如何神采飞扬地演好不同的自己。练习自信，肯定自己，相信会在寻梦之地找到自己真正的 价值所在。

Dottie Li’s Tips   跨文化交流小贴士

第一印象 ( First Impression )

Hand shake:  坚定有力地握手，虎口要对上虎口, 注视对方的眼睛的颜色，暗示自己很想了解对方。
Small talk: 先观察，再评论。从天气和新闻谈起，避免有争议的话题，给对方说话机会。
About names: 很快记住对方名字并前后重复对方的名字三次，请对方拼写名字或解释名字来历。千万不要用手指在空中拼写自己或对方的名字。
Ending a talk: 用正面信息结束谈话，并告诉对方希望下次再见。

礼节是要紧事 ( Manners Matter )

Manners and etiquette大概是社交中最容易被忽视的一样。入乡随俗 (“ When in Rome, do as Romans do!” )。只有遵照当地社交中的礼仪，才能得到尊重，因为我们想传达给别人的信息是 I care。
如果你观察过美国人的餐桌礼仪 ( table manners)，你会留意到大家吃东西时一定是闭上嘴唇、轻轻咀嚼的。如果边吃边说话，被人看到嘴里的食物或是听到嚼食物的声音则被认为是极不雅的行为。
在公共场所打喷嚏也是很有讲究的。尽量用衣袖遮着打喷嚏，之后说一声 “excuse me” 是对周围人影响最小的打喷嚏方式。
人靠衣衫 (dress for success)也是打造个人品牌的关键。衣服、皮带和鞋子颜色是否搭配得当，是别人评判你是否注重细节 (detail-oriented)的标准之一。着装是不是符合场合，是在传递你是否拥有正确的判断力。模仿个人工作岗位的衣着规则 (Dress code) 是个关键。
守时也是一个重要的得分点，守时能给人留下可靠(reliability)的印象，而这正是挑选合作伙伴、员工和客户的重要条件。总而言之， manners and etiquette的目的都是通过尊重别人来赢得尊重。

切记 ( Networking Dos)

Business cards: 双手接过名片，看好对方的姓名和职位，事后在名片背面写下见面时间和场合。还可用一个app把名片扫描以下，就能知道对方是否在LinkedIn 上。
Body language: 说话时面向对方，用眼神交流，表情自然，微笑并恰当地点头。
Follow-up: 见面后24小时内用邮件follow-up，最好寄一封手写卡片。
Overcoming blunders: 真诚道歉，用幽默破冰，不回避问题。
Voice mail:  Personalize 手机和坐机留言，愉快地请对方留下联系方式和信息。
Timing: 如果约会迟到，通知对方将迟到多久和迟到的原因。

切忌 ( Networking Don’ts )

Overselling: 不停地说自己的长处和成就。
Value judgment: 对不同身份和地位的人给不同的态度。
Talking about personal life: 太快太多地透露自己的私人生活，询问打听对方的私生活细节。
Unprofessional emails: 在email里写不能当面说的话；subject留白，不写称呼; 语法错误和Typo。
Negative attitude: 抱怨工作，扮演环境，抱怨交通天气，贬低他人或自我贬低。
Hogging the limelight: 只顾自己表现，不给别人机会。

关于Dottie Li 李铁君    

在中国长大的Dottie Li在来美国之前是一名报社记者。她曾在美国之音中文部担任现场播音员，还在美国国家公共事务电视台C-SPAN担任了5年的制片人。之后Dottie在 Inova卫生系统 (Inova Health Systems) 担任集团发言人。1997年到2001年间，她为白宫处理媒体提前分配事务。现在的Dottie在自己创建的公关公司TransPacific Communications担任执行长，专门为美国政府、各类公司以及外国移民做跨文化沟通培训，帮组移民纠正口音，了解文化差异，提高商务沟通和社交 技巧。Dottie 创办了特别为移民设计了多元式沟通培训班，以及练习演讲和表达的技巧的Toastmasters Club,学员通过模仿、练习的训练，逐步学会如何自信地用英语表达和在美国社交场合收放自如。相关跨文化沟通事宜咨询Dottie Li, 请联系dottie@trapac.net。

What to Ask During a Job Interview

By Susan Price

Most people are trying so hard to impress a hiring manager during an interview that they forget to ask themselves if the interviewer impressed them.

They either don’t focus enough on the other person to know that answer or they ignore some clues because they really want–or need–a new job. As Paul Simon sang, “A man hears what he wants to hear. And disregards the rest.”
I’m all in favor of focusing on the positive once you do have a job, but while you are interviewing you need to notice, and seriously consider, the negative. Otherwise, you may well wind up among the majority of people who say they are dissatisfied with their jobs.
Much of what is said during an interview, by both parties, is very general. Candidates make jargony statements about being hard workers or team players. Managers offer phrases such as, “we are committed to executing around here.” Those kind of statements are so broad, and so common, that they don’t have much meaning. They won’t tell you what you really want to know about a job and a company.
To get closer to the truth, you need to ask questions. That is, you need to ask specific questions to get specific answers.
Imagine you are buying a house. You don’t just find out its price. You ask a lot of very targeted questions. Has the basement ever flooded? How old is the furnace? The roof? You’ll hire an inspector to check the details. You want to know costs and dates.
Follow that same path when you’re interviewing, particularly in later rounds. Ask questions that require quantifiable or specific answers.
In a recent post on LinkedIn, serial entrepreneur James Caan gave a list of questions he thinks are good ones. Here’s one I liked: How will I be measured? As Caan writes, “You should walk out of that room knowing what you have to do to hit your targets and add value to the business.”
But here is one he suggested that I don’t like: What is the culture like?
Culture is one of those things that is so vague, and experienced differently by everyone, that most answers to that question really won’t help you. Instead, decide what culture really means to you before you go on an interview, and then ask specifics about those aspects that are your priorities. If camaraderie is important, ask how often colleagues socialize, what percentage of work will be done on teams, if there are team-building events, etc. If you want a supportive culture, ask about training programs, mentoring, how often performance reviews are conducted, how often team members meet with managers, and the like.
Of course, you don’t want to ask them all at once. An interview is not an interrogation. Sprinkle them throughout your conversations to get the most authentic answers and to appear confident and friendly, rather than confrontational or demanding. The final, crucial step: Listen to the answers.

The 5 Biggest Mistakes I See on Resumes, and How to Correct Them

I've sent out hundreds of resumes over my career, applying for just about every kind of job. I've personally reviewed more than 20,000 resumes. And at Google we sometimes get more than 50,000 resumes in a single week.
I have seen A LOT of resumes.
Some are brilliant, most are just ok, many are disasters. The toughest part is that for 15 years, I've continued to see the same mistakes made again and again by candidates, any one of which can eliminate them from consideration for a job. What's most depressing is that I can tell from the resumes that many of these are good, even great, people. But in a fiercely competitive labor market, hiring managers don't need to compromise on quality. All it takes is one small mistake and a manager will reject an otherwise interesting candidate.
I know this is well-worn ground on LinkedIn, but I'm starting here because -- I promise you -- more than half of you have at least one of these mistakes on your resume. And I'd much rather see folks win jobs than get passed over.
In the interest of helping more candidates make it past that first resume screen, here are the five biggest mistakes I see on resumes.
Mistake 1: Typos. This one seems obvious, but it happens again and again. A 2013 CareerBuilder survey found that 58% of resumes have typos.
In fact, people who tweak their resumes the most carefully can be especially vulnerable to this kind of error, because they often result from going back again and again to fine tune your resume just one last time. And in doing so, a subject and verb suddenly don't match up, or a period is left in the wrong place, or a set of dates gets knocked out of alignment. I see this in MBA resumes all the time. Typos are deadly because employers interpret them as a lack of detail-orientation, as a failure to care about quality. The fix?
Read your resume from bottom to top: reversing the normal order helps you focus on each line in isolation. Or have someone else proofread closely for you.
Mistake 2: Length. A good rule of thumb is one page of resume for every ten years of work experience. Hard to fit it all in, right? But a three or four or ten page resume simply won't get read closely. As Blaise Pascal wrote, "I would have written you a shorter letter, but I did not have the time." A crisp, focused resume demonstrates an ability to synthesize, prioritize, and convey the most important information about you. Think about it this way: the *sole* purpose of a resume is to get you an interview. That's it. It's not to convince a hiring manager to say "yes" to you (that's what the interview is for) or to tell your life's story (that's what a patient spouse is for). Your resume is a tool that gets you to that first interview. Once you're in the room, the resume doesn't matter much. So cut back your resume. It's too long.
Mistake 3: Formatting. Unless you're applying for a job such as a designer or artist, your focus should be on making your resume clean and legible. At least ten point font. At least half-inch margins. White paper, black ink. Consistent spacing between lines, columns aligned, your name and contact information on every page. If you can, look at it in both Google Docs and Word, and then attach it to an email and open it as a preview. Formatting can get garbled when moving across platforms. Saving it as a PDF is a good way to go.
Mistake 4: Confidential information. I once received a resume from an applicant working at a top-three consulting firm. This firm had a strict confidentiality policy: client names were never to be shared. On the resume, the candidate wrote: "Consulted to a major software company in Redmond, Washington." Rejected! There's an inherent conflict between your employer's needs (keep business secrets confidential) and your needs (show how awesome I am so I can get a better job). So candidates often find ways to honor the letter of their confidentiality agreements but not the spirit. It's a mistake. While this candidate didn't mention Microsoft specifically, any reviewer knew that's what he meant. In a very rough audit, we found that at least 5-10% of resumes reveal confidential information. Which tells me, as an employer, that I should never hire those candidates ... unless I want my own trade secrets emailed to my competitors.
The New York Times test is helpful here: if you wouldn't want to see it on the home page of the NYT with your name attached (or if your boss wouldn't!), don't put it on your resume.
Mistake 5: Lies. This breaks my heart. Putting a lie on your resume is never, ever, ever, worth it. Everyone, up to and including CEOs, get fired for this. (Google "CEO fired for lying on resumes" and see.) People lie about their degrees (three credits shy of a college degree is not a degree), GPAs (I've seen hundreds of people "accidentally" round their GPAs up, but never have I seen one accidentally rounded down -- never), and where they went to school (sorry, but employers don't view a degree granted online for "life experience" as the same as UCLA or Seton Hall). People lie about how long they were at companies, how big their teams were, and their sales results, always goofing in their favor.
There are three big problems with lying: (1) You can easily get busted. The Internet, reference checks, and people who worked at your company in the past can all reveal your fraud. (2) Lies follow you forever. Fib on your resume and 15 years later get a big promotion and are discovered? Fired. And try explaining that in your next interview. (3) Our Moms taught us better. Seriously.
So this is how to mess up your resume. Don't do it! Hiring managers are looking for the best people they can find, but the majority of us all but guarantee that we'll get rejected.
The good news is that -- precisely because most resumes have these kinds of mistakes -- avoiding them makes you stand out.
In a future post, I'll expand beyond what not to do, and cover the things you *should* be doing to make your resume stand out from the stack.