为啥聪明老板都爱自己的前任下属？

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重要的战争不能只交给将军去打，同样，珍贵的爱也不能只托付给浪漫的人。所以别这样做。如果希望员工热爱自己所在的公司，最好实际考虑一下自己的理想主义。如果作为领导者，你想知道“如何才能成为员工喜爱的公司”，那么你应该问问自己“我想从员工身上得到怎样的爱？”

雇用一位首席爱意执行官（Chief Love Officer，简称CLO）并非解决办法。把这个问题丢给HR、麦肯锡，或使用迈尔斯－布里格斯类型指标(MBTI)了解员工也是远远不够的。爱的意义无比重大，却被一贯地曲解或是滥用。这是因为爱会带来巨大的期望。

企业应抱有怎样的期望？又该鼓励员工抱有哪种期望？当然，员工应感到并相信他们的存在对公司有重要意义。但讽刺的是，加强公司内部凝聚力最有说服力的方式之一是，与已经离开公司的优秀人才保持良好关系。有才干的“前任”应该被当做公司的资产：他们让公司成为更有价值、更有理想的雇主。

“前任”对公司的尖刻指责会扰乱公司、瓦解员工士气，但同时，他们具有建设意义的贡献也会像现任员工一样，深刻影响到人力资本品牌。所以更明智的“人力分析”使用目标和指标应确保公司得到恰当的ROEE（Return on Ex- Employees，即前任员工带来的收益）。

转介

当离职员工给公司带来新生意时，公司中的每一个人，从最高管理层到基层员工，都会发出确认通知。这不仅是公司所有人在内部投出的“赞同票”，也意味着他们从经济层面上对于巨大金钱价值的期望。麦肯锡就是专业性服务业内的范例：它将离职员工和合伙人转变为可以带来巨额利润的重要客户。转介的高质量以及专业水准不但能提高公司净利润，还能对公司士气有着非常积极的影响。员工不仅看到“麦肯锡之后的职业晋升路”，还知道自己会被请来评判离职同事的可信度。

麦肯锡刻意维持正式及非正式的巨大“前合伙人及员工交际网”，像投资资产、人才和社团一样投资“前任员工”。如果员工总会看到那些优秀离职员工回到自己曾经的公司，并完成高质量工作，他们也会觉得面上有光，同时工作热情大大提高。

推荐

寻找能适应公司文化的人才是极具挑战的。当业绩优异的前任员工为高层职位候选人提供推荐和反馈时，他们就是在向自己的前任雇主致敬。而如果那些候选人给雇主留下了深刻印象，这种敬意甚至进一步提升。例如，一位埃森哲的合伙人对一个离开公司后加入了一家著名初创软件公司同事的观察是，“他是一个很优秀的人，我们在一起工作了10年。他有丰富的经验，面试过来自世界各地希望加入这家公司的人。现在他每年还会推荐过来4到5个优秀人才…我们很感激他。”

资源

一位全球银行网络安全专家在离职后去了一家为美国ZF提供咨询服务的初创公司。6个月后，针对金融交易安全协议的监管措施发生变化。这一变动意味着这家银行的IT也要做出大幅调整，但该银行还不确定下一步要做什么。雇用一名咨询师花费太高而且会耗费大量时间，但和这位离职员工在一家高档餐厅享用一顿午餐就能让银行大概（70%肯定）知道自己该怎么办。

同样，一位已经转行的消费品类营销高管毫不犹豫地检查了一份原公司团队发送到她个人Dropbox账户邮箱的幻灯片演讲报告。她的反馈进一步完善了该宣传方案。这算是帮忙么？当然，团队和客户都认同她所做出的贡献。生意谈成时，她还得到了一瓶香槟酒。

两家公司都创造了让离职员工心甘情愿地提供资源的环境。其中一家公司告诉我，这种非正式的资源共享及咨询反馈一直都在进行中。

回归者

小说家托马斯·沃尔夫（Thomas Wolfe）那句话错了，你完全可能再回家。再次回归公司的卓越员工，其实是一项标杆。很少有行动能胜过将声誉极高的前雇员吸引回公司。这些回归者有时被称为“回潮工”，他们能揭露企业文化中一些重要的东西。有的公司像对待叛徒一样惩治离职员工，尤其是那些才华横溢的雇员，决定永不录用他们。但有效收买回潮工的公司会让现任员工知道，它们“发掘自身所有潜能”并不是罪行。它们表明，有在其他公司的工作经历是件好事。同时，公司也在一定程度上公开表明谁才是真正有才华的前雇员。

对前任雇员的尊重，是表现对现任雇员尊重的一种形式。的确，最卓越的现任员工不单单把自己和现有同事及老板作比较，他们还全面评估了那些选择（或没有选择）离开的最卓越员工。他们想知道，自己一旦离职后会被怎样对待和尊重。

是的，让现任员工热爱自己的企业是一项具有难度及挑战性的工作：尊重你的前任雇员，让他们转介、推荐你、为你提供资源并再次回归。虽然这些很难做到，但是一切都值得。

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关键词：离职员工 优秀人才 心甘情愿 金融交易 深刻影响

Much as war is too important to leave to the generals, love is too precious to entrust to the romantics. So don’t. Organizations looking for their people to love them better be pragmatic about their idealism. To do “what it really takes to become a company employees love” requires leaders to ask, “What kind of love do we really want from people?”



Hiring a CLO — Chief Love Officer — isn’t the answer. But the question deserves better than executive hand-offs to HR, McKinsey, or Myers-Briggs. No word is more consistently misrepresented, misinterpreted, or misapplied at moments when it matters most. That’s because love creates great expectations.



What expectations should organizations love to encourage and encourage to love? Of course employees should feel and believe that their presence makes a meaningful difference. But, ironically, one of the most powerful and persuasive ways to inspire commitment inside the enterprise is maintaining healthy relationships with high-achievers who’ve left the organization. Talented “exes” should be seen as assets who can make the organization more valuable and an even better place to work.



Just as harsh criticisms by exes demoralize and disrupt, their constructive contributions can have as profound an impact on human capital brands as current employees. So smarter “people analytics” operations embrace mission and metrics that assure they’re getting the right kind of ROEE — Return on Ex-Employees:



Referrals. Everyone in the organization from the C-suite on down notices when former employees generate new business. That’s not just a “vote of confidence” in their own firm but an economic affirmation that they expect excellent value for money. McKinsey is the professional services model for turning former associates and partners into profitably high-profile clients. The quality and professionalism of referrals aren’t just great for its bottom line, they have a hugely positive impact on firm morale. Not only is there “life after McKinsey” but associates know they were being asked to justify the trust and confidence of a former colleague.



Not incidentally, McKinsey maintains both a formal and extensive informal “alumni network” of partners and associates. The firm deliberately invests in its exes as assets, people and part of a community.



Employees who consistently see talented exes coming back to the company they left behind to get quality work done receive a flattering and motivating message.



References. Finding culturally-compatible talent is always challenging. When high-performance exes provide positive references and recommendations to top-tier job candidates, they pay their former employer an enormous compliment. The compliment becomes even greater whenever those candidates impress. As an Accenture partner observed about a colleague who’d left to join a high-profile enterprise software start-up, “He’s a great guy who had a great experience with us for a decade and he interviews people from all over the world dying to work for [his company]. He sends over four or five excellent people every year. … We’re grateful.”



Resources. A network security geek went from a global bank to a Beltway bandit start-up. Six months later, regulatory oversight around financial transaction security protocols changed. The move had extensive IT repercussions for the bank, but it wasn’t sure what to do next. Hiring a consultant would be an expensive and time consuming five-figure commitment. A nice lunch at an excellent restaurant with the ex got the bank 70% of the way to where it needed to be.



Similarly, a consumer packaged goods marketing executive who switched industries because she needed a change didn’t hesitate to review a Powerpoint presentation sent to her personal Dropbox account. Her feedback effectively reframed the pitch. Was it a favor? Yes. But her contribution was acknowledged not just by the team but to the client. She got a bottle of Champagne when the account was won.



Both companies had created environments where talented exes were happy — not obligated — to be resources. I was told by one company that this sort of informal sharing and advisory review goes on — respectfully — “all the time.” An executive at a successful rival looked at me in horror, declaring “We would never do that!”



Returnees. Thomas Wolfe was wrong; you can go home again. Hugely talented exes who come back are the gold standard. Few actions speak louder than words than bringing highly-regarded former employees back into the fold. “Boomerangs” — as these returnees are sometimes called — reveal something important about enterprise culture. Some firms treat exes, especially the talents, as defectors and traitors who will never be allowed to return. Firms that catch their boomerangs effectively let their current employees know that “exploring all their options” is not a sin. They signal that diversity of experience outside the firm can be a great thing. At the same time, they give the firm the power to publicly declare just who and what a truly talented ex is.



Where education has the three Rs, employee exes have these 4 Rs. But there’s a fifth deserving explicit mention: respect. Showing respect to the exes is a form of respect for the currents. Indeed, the most talented currents don’t just benchmark themselves against their colleagues and bosses, they’re fully aware of the most talented exes who chose (or didn’t choose) to leave. They wonder how they’d be treated — or respected — as an ex.



Yes, getting existing employees to love the enterprise is a difficult and challenging job. Respecting ex-employees enough so that they can generate referrals, make references, provide resources and even — on occasion — return is also difficult and challenging. But they’re worth it.

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