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这才是招聘者的角度看法

这才是招聘者的角度看法# Biology - 生物学

b*s2011-02-22 08:02

1 楼

A: vp
B: supervisor（向A汇报）
C: 组员
D：我,跟B差不多的级别，向别人汇报，但vp也算是我的终极领导吧。
组员c在我的项目上两年了，是主要员工。她同时也给vp干活，但是不是她的主要项目
。现在vp需要C大力转向他的项目。C当然愿意，跟VP混当然更有出息。问题是，C在我
的项目上的活需要其它人非常高的learning curve才能转过来，她自己花了2个月才正
式上手。每次换人都是阵痛。从项目管理的角度，我跟A有同样的话语权，应为我们都
向外面客户负责，每人都有自己的客户。B在中间斡旋，自然是向Ａ一边倒，更何况她
是Ｖｐ提拔出来的。
形势所迫，总不能跟VP对上了，看来变化是大势所趋。可是。我觉得这个过程与形势太
对我不公平。当然，形势逼人强。但是，还有什么办法能最大保护到我已经我项目的利
益呢？最后项目做不好，我还得背黑锅。

O*e2011-02-22 08:02

2 楼

【以下文字转载自 Faculty 讨论区】
发信人: Alicetadie (missip), 信区: Faculty
标题: 这才是招聘者的角度看法
发信站: BBS 未名空间站 (Tue Feb 22 14:09:29 2011, 美东)
How (not) to hire an assistant professor
First the search is opened. Several professors in a department are appointed
to form the search committee, and the job is advertised on the department
web site and other locations.
Then the applications come in– maybe 200 or so for one advertised position.
Since faculty live busy lives, they do not actually read all these
application packets in detail. Rather, they sort into three piles. The first
pile is for clearly unqualified candidates– meaning those with too few
papers, from unknown universities, or both. Then there is the second pile,
of "promising" candidates. These come from top schools, have lots of
publications, and (preferably) have recommendation letters from famous
professors, some of whom (possibly) are former students or former advisors
of the search committee members. "After all, you trust the people you know!"
The third pile is for everyone else. They may be good; they may not be. Who
knows? These applications get only a brief glance. Some universities will
require (or encourage) the committee to go through that pile again, taking a
second look at the women or minority candidates to see if they could be
moved to the "promising" pile.
Five or so of the promising candidates are then invited to campus for
interviews. Each candidate will give a departmental seminar and have
scheduled half-hour meetings with up to 10 or 12 faculty. Often, one or two
will totally screw up the interview by either alienating an important
faculty member. Or they will appear to have no idea of what their research
program will be if given the job. Certain faculty also regard Interviewing
While Pregnant (IWP, let’s say) as screwing up. And certain faculty also
think that any women or minorities on the interview list just got stuck
there as token candidates due to the completely unfair practice of taking a
second look at the applications and/or due to All That Pressure the Dean is
Putting On Us These Days to Hire More Women.
Meanwhile, the Famous Recommendation Letter Writers from other universities
are calling the search committee and/or department chair on the phone to
advocate for their candidate, his/her brilliance, and the tremendous topical
importance of his/her field (also the field of Famous Recommendation Letter
Writer). The workings of Departmental Politics go forward, and at the end of
the day, the search committee somehow ranks the candidates in order of
preference. The top candidate is advanced to the full departmental faculty
for an "up-or-down vote," as they say about Supreme Court nomination
hearings.
Here, something interesting happens, for Number One is often the superstar
of the year. S/he has seven papers in the last two years, four of which are
in Nature or Science. S/he has degrees from Top Five institutions in the
field, recommendations from super famous people, and appears to be
brilliant. Most importantly, s/he is working on exactly the research field
that EVERYONE WANTS, because it is new and hot and getting lots of funding.
And so Number One also comes in on the top of the list at six other
universities, and can have the pick of them all.
Number One can only take one job. But that doesn’t mean that Numbers Two
through Six necessarily have a chance. Nope. A department is not obligated
to hire anyone. And if they are not in a hurry, and if their Number Two
choice pales in comparison to the brilliance of Number One (or Three to Two,
etc. etc) they may just not fill the position this year at all. This has
happened to several people I know– they landed interview slots at three or
four universities, but didn’t end up with job offers from any of them.
http://drshellie.blogsome.com/2006/04/23/how-to-hire-an-assista

t*62011-02-22 08:02

3 楼

看不清楚。你直接老板是谁，B吗？

【在 b******s 的大作中提到】

: A: vp
: B: supervisor（向A汇报）
: C: 组员
: D：我,跟B差不多的级别，向别人汇报，但vp也算是我的终极领导吧。
: 组员c在我的项目上两年了，是主要员工。她同时也给vp干活，但是不是她的主要项目
: 。现在vp需要C大力转向他的项目。C当然愿意，跟VP混当然更有出息。问题是，C在我
: 的项目上的活需要其它人非常高的learning curve才能转过来，她自己花了2个月才正
: 式上手。每次换人都是阵痛。从项目管理的角度，我跟A有同样的话语权，应为我们都
: 向外面客户负责，每人都有自己的客户。B在中间斡旋，自然是向Ａ一边倒，更何况她
: 是Ｖｐ提拔出来的。

O*e2011-02-22 08:02

4 楼

残酷的真实啊。。。

appointed
position.

【在 O******e 的大作中提到】

: 【以下文字转载自 Faculty 讨论区】
: 发信人: Alicetadie (missip), 信区: Faculty
: 标题: 这才是招聘者的角度看法
: 发信站: BBS 未名空间站 (Tue Feb 22 14:09:29 2011, 美东)
: How (not) to hire an assistant professor
: First the search is opened. Several professors in a department are appointed
: to form the search committee, and the job is advertised on the department
: web site and other locations.
: Then the applications come in– maybe 200 or so for one advertised position.
: Since faculty live busy lives, they do not actually read all these

c*p2011-02-22 08:02

5 楼

老板要人没意见，但是也要和老板说明这人走了需要有新人接活，所以项目进度要
delay？

p*m2011-02-22 08:02

6 楼

zan 怪不得过去几年来我们这interview的伙计们很多最后都land到tier 3以下的学校
。。

appointed
position.

【在 O******e 的大作中提到】

h*e2011-02-22 08:02

7 楼

你站在C的角度想想，VP叫你去你去不去？一个跟你平级的人背不背黑锅与你何干？
赶紧找人替代吧，晚了就来不及了，黑锅真背上了。

h*u2011-02-22 08:02

8 楼

appointed
department
position.
first
This has been the case for the last 20 years. I am surprised that it's
not common knowledge.

【在 O******e 的大作中提到】

: 残酷的真实啊。。。
:
: appointed
: position.

a*r2011-02-22 08:02

9 楼

哇，你好高的情商，小心早晚被开啊。

O*e2011-02-22 08:02

10 楼

这个常识，恐怕只有很少的人知道得这么清楚吧。

【在 h****u 的大作中提到】

:
: appointed
: department
: position.
: first
: This has been the case for the last 20 years. I am surprised that it's
: not common knowledge.

b*s2011-02-22 08:02

11 楼

【在 t**********6 的大作中提到】

: 看不清楚。你直接老板是谁，B吗？

a*e2011-02-22 08:02

12 楼

ding.

b*s2011-02-22 08:02

13 楼

另外的人。

【在 t**********6 的大作中提到】

: 看不清楚。你直接老板是谁，B吗？

k*o2011-02-22 08:02

14 楼

悲哀。

b*s2011-02-22 08:02

15 楼

难倒就做包子？！

【在 a***r 的大作中提到】

: 哇，你好高的情商，小心早晚被开啊。

n*w2011-02-22 08:02

16 楼

压力好大。。。。

b*s2011-02-22 08:02

17 楼

烦的是现在已经用上了。

【在 c****p 的大作中提到】

: 老板要人没意见，但是也要和老板说明这人走了需要有新人接活，所以项目进度要
: delay？

D*a2011-02-22 08:02

18 楼

mark

d*02011-02-22 08:02

19 楼

你的任务是顾客不满的时候如何推卸责任。

【在 b******s 的大作中提到】

: 难倒就做包子？！

d*u2011-02-22 08:02

20 楼

这种时候就得靠自己加班了
每个人的人生都有那么几天习惯了就好了

【在 b******s 的大作中提到】

a*r2011-02-22 08:02

21 楼

你还不明白，你在VP面前就是包子。还不赶紧向领导要求招个老中小弟，利人利己，白
女是你能长期领导的么？

【在 b******s 的大作中提到】

: 难倒就做包子？！

p*a2011-02-22 08:02

22 楼

有同样困境的飘过。老板抢了我招的培训的人，塞给我个烂人。只好笑纳了。
很可恨的是理由居然是这样：“你的TEAM技术力量太强了“。我都惊呆了

h*t2011-02-22 08:02

23 楼

立刻招人，同时用这件事当筹码找A,B要平常难要的人或者东西，找自己的老板要项目
延期。自己心理先有个数，AB给了多少好处再放人。不给人是不合作，讨价还价最后不
成是技术问题。
记得给C点好处，以后和AB合作的时候能有个人帮你说话总是好的。比如背后对几个和C
关系好的人说，C的离开给组里带来了这么多好处
之类的，这种好话很快就能传到C,比直接感谢C要有面子的多。
说实话，两个月就能上手的事情，实在不能算太难。当然可以用这个数据要求延期三个
月之类的

t*z2011-02-22 08:02

24 楼

包啥子啊，做个交易不就的了？

【在 b******s 的大作中提到】

: 难倒就做包子？！

w*s2011-02-22 08:02

25 楼

我只能说：您真牛B，这EQ都能做上supervisor，这的多高的IQ呀。

【在 b******s 的大作中提到】

l*t2011-02-22 08:02

26 楼

doesn't make sense。
难道你老板们觉得你事不重要做人又多么？

【在 b******s 的大作中提到】

a*r2011-02-22 08:02

27 楼

技术牛，运气好，有靠山，三居其一啊，不然早被干飞了。

【在 w********s 的大作中提到】

: 我只能说：您真牛B，这EQ都能做上supervisor，这的多高的IQ呀。

b*s2011-02-22 08:02

28 楼

你哪知道是白女啊？！

【在 a***r 的大作中提到】

: 你还不明白，你在VP面前就是包子。还不赶紧向领导要求招个老中小弟，利人利己，白
: 女是你能长期领导的么？

b*s2011-02-22 08:02

29 楼

不懂第二句话

【在 l*****t 的大作中提到】

: doesn't make sense。
: 难道你老板们觉得你事不重要做人又多么？