Inside Googles Culture of SuccessWord文件下载.docx

Inside Googles Culture of SuccessWord文件下载.docx

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Inthispostwe’llexaminehowGooglerecruits,develops,andretainstheemployees.Let’sgetstarted.

HowGoogleHires

Eachyear,Googlegetsover2.5millionapplicants.That’sequalto6,849perdayandabout5perminute–andGooglereviewseachone.DonDodge,acurrentGoogleemployee 

showshowthoroughGoogleiswitheachapplicant.What’snotimportantisthelogisticsofeachhire,butwhytheyhirethiswayandwhatwecanlearnfromit.Becauseit’sthepeoplethatmakeGooglewhattheyaretoday.

WhenyougetinterviewedatGoogle,you’llreceivequestionslike:

“Howmanygolfballscanfitinaschoolbus?

”

“Thereare8balls.Sevenofthemweighthesame,butoneisheavier.Usingabalancescale,howdoyoufindtheheavierballwithjusttwoweighings?

“Youareshrunktotheheightofanickelandyourmassisproportionallyreducedsoastomaintainyouroriginaldensity.Youarethenthrownintoanemptyglassblender.Thebladeswillstartmovingin60seconds.Whatdoyoudo?

Googlesaystheanswerisn’tasimportantasyourthoughtprocessandhowyouthinkunderpressure.Theworstpossibleanswerwouldbeanon-answer.Quicklysaying“Idon’tknow”won’tgetyouajobatGoogle.

Theseinterviewquestionsmayseemunnecessarytosome,buttheyareonemethodGoogleusestofilterandfindthesmartest,mostthoughtfulcandidates.Ifyouwanttorunanextraordinarycompany,youneedtohireextraordinarypeople.Andtodothat,youneedtobeverygoodathiring 

and 

firing.

Othertimes,Googlerecruitsemployeesby“acqui-hiring”.Afewofthewell-knowncaseshavebeenMilk（whichgotKevinRose）,Meebo（whichgotSethSternbergandothers）,andSlide（whichgotMaxLevchinwhohassincedeparted）.Sometimesthebesttalentisn’touttherelookingforajob;

they’realreadylockedupwithotherprojects.

ThisishowGooglehirespeople.Partofhowitattracts,retains,andkeepsemployeeshappyisbyhavingagreatculturewithawesomeperks.Let’sgetintothatnow.

Perks:

First,let’slookattheperksofbeingaGoogleemployee:

∙Freebreakfast,lunch,anddinner.Theorganicfoodischef-prepared

∙Freehealthanddental

∙Freehaircuts

∙Freedrycleaning

∙Subsidizedmassages

∙Gymsandswimmingpools

∙Hybridcarsubsidies

∙Nappods

∙Videogames,foosball,pingpong

∙On-sitephysicians

∙DeathBenefits

Obviously,alltheseperkscomeatacostforGoogle.Butsodoesemployeedissatisfactionandhighturnover.ThereisalotofcompetitionfortalentinSiliconValley（andaroundtheglobeforthatmatter）andwhenyoucanretainyouremployees,itmeanslesstimeandmoneyspentrecruiting.

ThisculturehaspaidoffforGoogle,asthey 

consistentlyrankamongthebestplacestowork.They’velosthundredsofemployeestoFacebookandmanyotherswhohave 

startedVCfirms 

or 

theirownstartups.It’soneoftheconsequencesofhiringsmart,talented,andambitiouspeople.Nomatterhowgoodthecultureis,manyofthemreceiveenticingoffersfromotherplacesorwishtostarttheirownventures.

ACultureBuiltonQualitativeandQuantitativeData

Humanresources,orPeopleOperations,isascienceatGoogle.They’realwaystestingtofindwaystooptimizetheirpeople,bothintermsofhappinessandperformance.Infact,almosteverythingGoogledoesisbasedoffdata.SoitshouldcomeasnosurprisethatGoogleusesallsortsofdatatogaugeemployeesandimprovetheirproductivity.

Let’slookintowhat 

PrasadSetty 

andhisPeopleAnalyticsteamatGooglehavediscovered:

LunchLines:

YouknowbynowthatGoogleoffersfreemealsandsnackstoallofitsemployees.Sowhat’stheoptimallunchline?

Atwhatpointisittoolongwherepeoplewastetimeandtooshortwherepeopledon’tgettomeetanyonenew?

What’stheprimehappymedium?

AccordingtoGoogleit’s 

aboutthreetofourminutes.Anylongerandtheymaywastetime,anyshorterandtheydon’tgettomeetnewpeople.

LunchTables:

Ifyouwantemployeestomeeteachother,makethetableslong.Thiswillexposethemtomorepeoplewhotheycangettoknow.

PaidTimeOffforNewMothers:

Googlefoundthatwomenwereleavingthecompanyattwicetherateofeveryoneelse.Inparticular,thisoccurredwithnewmothers.Google’smaternityleaveplanwas12weekspaidtimeoff.LaszloBockchangedtheplansonewmotherscouldget5monthspaidtimeoffwithfullpayandbenefits.Theywereallowedtosplitthistimeuphowevertheywant（i.e.takingafewdaysoffbeforeexpecting）.Theresultafterthechangeinpolicy?

A50%reductioninattrition（磨损，消耗）fornewmothers.

Awarmgreetingfornewemployees:

Awarmgreetingforanewemployeeturnsouttohaveabigimpact. 

AccordingtoBock,amanagergreetinganewemployeewith 

‘Hinicetomeetyou,you’reonmyteam,we’regonnabeworkingtogether’anddoing“afewotherthings”leadstoa15%increaseinproductivityoverthefollowingninemonths.Whoknewwordscouldhavesuchalastingimpact?

DinerBoothsvs.ConferenceRooms:

Laszloandhisteamhavefoundthatdinerboothsworkbetterthanconferenceroomsforfacilitatingcreativity.DavidRadcliffe,themaninchargeofcreatingtheperfectworkenvironment, 

saysthat:

“Casualcollisionsarewhatwetryandcreateintheworkenvironment.Youcan’tscheduleinnovation,youcan’tscheduleideagenerationandsowhenwethinkourfacilitiesaroundtheworldwe’rereallylookingforlittleopportunitiesforengineersorforcreativepeopletocometogether.”

ManagersDoMakeaDifference:

Ifyouhaven’talreadyreadthearticlefromNewYorkTimeson 

Google’sQuesttoBuildaBetterBoss,youshould.Itbuststhemyththatmanagersdon’tmakeadifference.Here’swhattheyfound:

DeepTechnicalKnowledgeDoesn’tMaketheBestManagers:

Justbecauseanengineeristentimesmoreproductivedoesn’tmeanthey’llbethebestmanager,accordingtoGoogle.Whilehavingdeeptechnicalknowledgeisimportant,itranksastheleastimportantofthe8.

GoogleCultureUnderLarryPage

OnApril4,2011LarryPageofficiallybecametheCEOofGoogle,replacingEricSchmidt.GooglehadafewissuesfacingthematthetimeoftheCEOtransition,including:

∙Toomanyproducts.Theyhadaround50theywereoffering,manyofwhichweren’twellmaintained.

∙Nofocusondesign–inmanycasesproductshadn’tchangedinyears

∙Toomuchbureaucracy.ThisledmanyemployeestoleaveforFacebook,wheretheycouldshipcodeearlyandoften.

What’schangeshavetherebeensincePagebecametheleader?

∙Morewoodbehindfewerarrows.Inotherwords,morefocusonfewerprojects.Manyexperimentswereshutdown（i.e.GoogleLabsdied）.

∙There’sarenewedandintensefocuson 

makingproductsbeautiful.

∙WhenPagetookoverasCEO,hesaidthatthe 

biggestthreatfacingGooglewasGoogleitself.Hesaysthatascompaniesgetbigger,ittendstotakelongertomakedecisions.Thingshaveundoubtedlychangednow.

They’vealsoexperimentedinsomeinterestingareas,suchasself-drivingcars,theGoogle“xphone”, 

ProjectGlass,andlikelya 

fewothersthatarestillkeptsecret.Pagehassaidthatit’sinGoogle’sDNAtoexperiment,andthatonlymakingafewproductslikeAppleis“unsatisfying”.Hesays:

“Youknow,wealwayshavethesedebates:

Wehaveallthismoney,wehaveallthesepeople,whyaren’twedoingmorestuff?

YoumaysaythatAppleonlydoesavery,verysmallnumberofthings,andthat’sworkingprettywellforthem.ButIfindthatunsatisfying.Ifeelliketherearealltheseopportunitiesintheworldtousetechnologytomakepeople’slivesbetter.AtGooglewe’reattackingmaybe0.1percentofthatspace.Andallthetechcompaniescombinedareonlyatlike1percent.Thatmeansthere’s99percentvirginterritory.Investorsalwaysworry,“Oh,youguysaregoingtospendtoomuchmoneyonthesecrazythings.”Butthosearenowthethingsthey’remostexcitedabout—YouTube,Chrome,Android.Ifyou’renotdoingsomethingsthatarecrazy,thenyou’redoingthewrongthings.”

Ifbusinesseswanttoattracttoptieredtalentthatisn’tconsumedbymakingmoney,they’llneedtofocusonmakingagreatworkingculture.Thisincludestheworkatmosphere,totheworkdone,toemployeefreedom.

AndGoogledoesn’tviewtheircultureasa“setitandforgetit”program.They’reactivelychangingandmaintainingit,becauseit’scrucialtotheirsuccess.Withanybusiness,itallstartswithpeople.Andifyouwanttorungreatbusiness,youneedgreatpeople.Onewaytogetthemthereandkeepthemisbymakingtheirworkfun.AsMarkTwainsaid:

“Workandplayarewordsusedtodescribethesamethingunderdifferingconditions.”