How does Google manage talent? We can learn something really surprising about this topic which has not been mentioned in the media yet, and which may help smaller and less successful companies. This issue was the main topic of an interesting interview with former top Google executives on the Harvard Business Review website. The interview focused on practical lessons published in a new book called How Google Works in which the current Executive Chairman and former CEO of Google Eric Schmidt, and former vice president of products Jonathan Rosenberg, describe their experience with a decade of building the leading Internet company.
We can hear that Google does not focus entirely on metrics in hiring and managing talent "The system that we built has the capability for exceptional talent to be found even if they don’t follow any rules," explains Eric Schmidt. Jonathan Rosenberg adds that it is important not to focus on the recruitment and subsequent development of specialists, but on generalists. Google does not want employees who are just doing their job well. Instead, the company searches for and develops multilaterally oriented staff called "smart creatives." Rosenberg also mentions the process lead by motto "expand the aperture" focused on hiring people who want to do new things but do not get a chance in their present positions. At Google they get their chances.
Boredom not acceptable
Eric Schmidt further explains that a manager should learn something new in an interview process with a good candidate. If he gets bored and does not see any enthusiasm during the interview, it's wrong. Candidates who only pretend enthusiasm can be easily detected when you ask them to describe their experience with problems that occurred during a particular project. Employees who are truly passionate about their work are, paradoxically, more able to accept the fact that some projects are simply unsuccessful and must end.
People often argue that ordinary companies can't afford to act like Google. However, Eric Schmidt and Jonathan Rosenberg disagree. The recommendations in their book related to corporate culture and strategic decision-making are certainly not only meant for the richest software companies. Anybody can follow the way of innovation.
The full interview can be heard on http://blogs.hbr.org/2014/09/how-google-MANAGES-talent/. English transcript of the interview is available as well.
Which idea of Schmidt and Rosenberg do you find the most interesting?
Book:
SCHMIDT, Eric - ROSENBERG, Jonathan: How Google Works. New York: Grand Central Publishing, 2014. 304 p.
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