人才遴选 | Facet5全球案例-丰田汽车

A globally recognised multinational, Toyota Motors engaged us to help with ongoing recruitment projects. They needed a versatile tool to help with recruitment, talent development and team building. In 2012 we worked with them on a Graduate Development Program, helping to recruit a group of students high in potential and right for the company.

作为全球公认的跨国公司，丰田汽车聘请我们帮助开展招聘项目。他们需要一个通用性的工具来帮助招聘、人才开发和团队建设。2012 年，我们与丰田合作制定了研究生发展计划，帮助招聘了一批潜力大、适合公司的成员。

Toyota needed to be able to apply the chosen tools in-house, so we worked with them to accredit two HR employees in Facet5; we knew its versatility and multiple functions would appeal to Toyota and be a useful tool for them across many different applications. They then used the Audition module in recruiting the students who would go on to complete the Graduate Development Program.

丰田希望能够在内部应用所选工具，因此丰田选择与我们合作，有两名内部的HR同事认证了Facet5。Facet5可以应用到各个模块中，在人力资源的模块里，丰田把Audition模块应用到了招聘中。

Each of the selected students received detailed development feedback, and the questionnaire as a tool was positively evaluated by the students; it not only satisfied their curiosity but also motivated them.

每个被选中的成员都收到了详细的全副报告，问卷作为工具得到了成员的积极评价：这不仅满足了他们的好奇心，而且还激励了他们。

Following on from the success of this exercise, in 2013, Toyota started to use Audition in the recruitment of new employees to give additional information about candidates. 

随着这次项目的成功，丰田于2013年开始在招聘新员工时使用Audition模块来提供更多候选人的其他信息。

They compared the candidates’ profiles to templates created in-house for particular positions. They invited managers and team members to create templates of ideal candidates and after that they discussed the desirable behaviours for certain roles. Establishing the common perceptions of roles among the team members helped to make the whole process more effective and the team more self-aware.

为建立团队成员对角色的共同看法，丰田邀请经理和团队成员创建理想候选人的模板，然后将候选人的资料与该模板进行比较。这一行为使招聘更加有效，团队更有自我意识。

Since October 2013, Toyota has started to use Facet5 in development projects with team managers. After the first feedback sessions, managers asked the HR team to prepare Facet5 reports for other members of their teams. 

自2013年10月起，丰田开始与团队经理一起在开发项目中使用Facet5。在第一次反馈会后，经理们要求人力资源团队为团队的其他成员准备Facet5报告。

The interest and response has been very positive: managers like the concept of the tool as a concrete model, with its potential to compare profiles with role parameters to match up suitable candidates easily, and for its use in transactional and transformational leadership.

Facet5在丰田的应用中取得了非常好的成绩，让人们可以通过一个被量化的模板，来比较候选人与该模板之间的差异。更进一步去衡量人们的交易型领导力和变革型领导力。

Although the Facet5 profile is only given to an individual respondent, people are encouraged to discuss that profile with others, and particularly to share the Leading Edge and Work Preference reports with his or her manager. However, the condition is that the manager must also have completed the Facet5 questionnaire and received his/her own feedback on the results.

每位成员拿到个人报告后，可以自愿与其他经理分享Leading Edge和Work Preference模块的内容，但前提是，经理也拿到了属于自己的个人报告。

In summary, Facet5 accreditation and the profile analysis gave Toyota’s HR Department and the teams which participated a great insight into each other, improving effectiveness and co-operation.

综上所述，Facet5使丰田的各个部门相互了解，提高了工作效率和团队合作。