Laslo side "Work taxes! Why most people in the world want to work in Google. Work taxis! Why most people in the world want to work in Google this book is well complemented

Information on how work with people in Google is first-hand.

"We spend at work the most time. And the work experience should not be demotivating or unpleasant, "says the Vice-President Google on Human Resources Laszlo side. This book is a manifesto, which is capable of changing how you work and are looking for employees.

Based on the psychology and the latest developments of the behavioral economy, examples from Google's experience and small successful companies, Lasla Side tells how to create a company in which I appreciate and listen to employees, and in which you dream to work.

From the book you will learn that:

You need to learn not only at your best employees, but also the worst;
You need to pay "unfair";
Hire those who are smarter than you - even if you have to look for a very long time;
"Large" data is more reliable than your intuition;
If you do not have discomfort from the fact that you gave a lot of freedom to employees, then you gave little freedom.

Since I crossed the company's threshold, Google staff has grown from 6 thousand to almost 50, and their offices (their more than 70) are available in more than 40 countries around the world. Fortune magazine 5 times called Google "Best Employer Company" in the United States and many times in countries around the world. According to the LinkedIn resource, most people in the world want to work in Google; We receive about 2 million summaries every year from candidates with a variety of experience and education from all over the world. Of all those who want Google takes only a few thousand years, that is, the company shows selectivity, 25 times large than Harvard, Yel or Princeton.

So, I can say that instead of professional suicide that colleagues propheted, the time spent on Google has become swimming in the rapid waters of experiments and creativity. Sometimes I was deadly tired, sometimes fell into the despondency, but always moved forward along the way of creating an organization in which freedom reigns, purposefulness and creativity.

This book is a story about what we have learned over the past 15 years, as well as that you can make you to put a person at the head of the corner, changing their lives, and their leadership positions in it

From the editorial Laslo side is one of the most significant figures in the field of personnel management. He became the vice-president of HR in Google in 2006, when several thousand people worked in the company, and went in 2016, when the number of employees increased to 70 thousand. It is the side that brought a scientific approach to Google HR-Practice. In particular, he implemented Oxygen's research project to identify the features inherent in the most successful Google managers. In 2015, Laszlo Bok released the bestseller "Work Rules!" ("Work taxes!"), Which was translated into 25 languages. Two years ago, along with another leaving from Google Wayne Crosby side, the Humu startup was launched and attracted more than $ 40 million investments. The idea of \u200b\u200bthe Boc and Crosby project is to optimize relations between business and people with the help of scientific data and technologies, make employees happy and at the same time increase their productivity. True, what exactly does the startup, who is his customers and how the business model Humu is arranged, the founders do not yet speak. At the past in Berlin forum SAP Success Connect Laszlo side told why the staff is vital freedom, trust and "light shocks". We publish the most interesting fragments from his speech.

I had a simple mission in Google - find the best shots, raise them and hold. When I came to the company, the most difficult thing was that people around believed that everyone knows better than me: how to work successfully, correctly lead, plan continuity. They were hard to convince them. We found a way out - we decided that we would rely on scientific data.

Only a third of the workers consider their work significant and meaningful. To this conclusion, Professor of Yale University, Amy Rosinski, who conducted research related to the search for meaning in various types of work. For some professions, such as lawyers, the results are easily explained. I am surprised that even a third of them considers their work meaningful. But there is a profession, where it would seem, it should be the opposite: doctors, nurses, clergy. But here the ratio is the same. My friend-clergyman somehow noticed that even if you devoted our lives to other people, too easy to remember the debt, forgetting about joy. However, there is a way to return this joy.

For survival and prosperity, in order to be happy, a person needs to find sense in his work. It increases labor productivity, and business profitability. Adam Grant (Professor of the Wharton School of Business at the University of Pennsylvania - approx. ed. ) I conducted research in the call center, whose task is to collect donations (for example, on scholarships for children to study in college). On average, people collected $ 1300 per week. But how will their performance change, if you give the work more meaning? Grant found graduates who studied thanks to donations, and asked them to write them, as studies helped them in life. Many noted that college helped them find a good job. Call center staff read their essay, but nothing happened. Adam was very upset: it was a bad result. Then he asked students to write otherwise - that personally mean training. Someone, for example, admitted that thanks to the college for the first time in his life, I read all Shakespeare, and this gave him strength, inspiration and a deeper understanding of not only English, but also human nature. After the employees of the call center read the new essay, their productivity increased, they were able to collect $ 1,3100 per week. And when the former scholars began to regularly come to the company and tell what college helped them, people had already collected $ 5,000 per week. That is, the increase was almost 400%. This is, of course, an outstanding example. In the medium, for different professions, giving the work of significance leads to an increase in performance by about 20%.

There are two ways to make sense to your business. The first - determine the mission of your organization, attractive to all and a little unattainable. The mission is not about values \u200b\u200bfor consumers or shareholders. The mission must inspire. This is something that can not be achieved completely, something universal, close to many people. The second way is to find people who work in your organization and are glowing with joy, able to lead and empathize. Those who are not indifferent to what they do. Ask them that they are doing otherwise today and why they generally perform their work. You will learn from them stories that do not leave people indifferent. Having received an answer, retell it again and again, and you will see how employees who do not see their mission will acquire it.

We all important to feel that we are trusted, feel strong and independent. But the trust in the context of the business comes down to the fundamental question - people in their mass are good or bad? It seems that the answer is simple. Of course, people are generally usually good. However, in the world, there are terrible events from time to time. If you want to be a leader, build a strong company, you will have to choose one option from two. I believe that people are very, very deep inside are good. Look at the cleanest people who only have in the world - for children. Of course, they can fight because of toys. But they are good. If one child fell on the playground, other children go to him and comfort. This is our natural human instinct. But then we grow up and go to work. In organizations where we work, there are rules, procedures that need to follow. All of them are aimed at restricting individual freedom and keeping the best thing that asks outside. Abnormality is that people create such systems with the best intentions. Think about this paradox.

The best leader is the one who goes the least.In the depths of the soul, each employee wants the boss to leave him alone. Let only a little directly, supports and organizes training. If you are a manager, you want employees to do and correctly fulfilled the fact that they were commissioned, so you look after them and interfere in all the details. The paradox is that we are all at the same time and workers, and managers. What Wednesday do we want to create? Professor Mit Richard Lok conducted an experiment in Mexico. He found two absolutely identical factory, where women, in their mass, poorly educated, sew Nike T-shirts. One factory was managed traditionally, and here were sewn about 80 T-shirts per day. And at another factory, the professor offered employees to set the schedule of shift. As a result, at the second enterprise, performance rose from 80 to 150 T-shirts per day, the cost of the product decreased from 18 to 11 cents. As women paid for work out, their income grew up. I am striking that ideas came from the employees themselves, and not from some consulting firm. Consultants would say: "Let's determine the initial data, we all turn on in the newsletter, we introduce the best practices, and we will study, study, study." And here you just offered people: do your work as you think right.

Do not follow Google blindly, do not offer free food, charter buses, volleyball courts. It's all too. Instead, just give your people a little more freedom. If you think that people are bad, then you will command them, say what they should do. And once, at times, you will receive the worst results. If you think that people are good, you give them opportunities for growth, and they themselves will find them. Once I started a career in McKinsey & Company from a project associated with e-commerce. I did not know anything about this industry and prepared a document in PowerPoint, because consultants only make that preparing presentations. I got unmatched graphics, with a lot of details, there were footnotes everywhere with explanations. I went to the manager and offered him to take a look before sending the client. And he replied: "I have to look at it now?" I apologized, promised to return later and brought a new option. So repeated several times. After my fourth or fifth visit, the manager refused to watch the document, and I sent it to the client. The head gave me to feel freedom and trust, he made me responsible for the result, and my end product was better. It was not his project and not someone, and mine, he lay on my shoulders.

Large-scale changes in organizations are most conveniently carried out with the help of the so-called "light shock". This term came up with two professors, Nobel laureate Richard Taler from Chicago University and his colleague Cass Sustaine, Professor of Jurisprudence from Harvard. They proved that small interventions made at the right time can have a disproportionate impact on the behavior of employees, in particular, to facilitate the right choice. For example, in a grocery store near the box office always lies any rubbish: chips, candy, chewing gum. This is a light impetus: the store pushes you to buy a harmful nonsense and earn good thanks to it. Or another example. Giant refrigerators are popular in the USA. You open the door, and right in front of you the main shelf. There people usually store juice, milk and, maybe containers with finished food that do not go anywhere else. If you are hungry or want to drink, it all lies right in front of you, although it will not bring you a special benefit. If you want to change your behavior or lose weight, change the location of the food. We did so at home and put a fruit plate on a prominent place, which was kept somewhere in the corner. And a miracle happened! Two of the three children began to eat fruit. Third years for 15 years, she will no longer get ready for fruit. But you liked the other two, it's just amazing.

Look for a zone in your organizations where you could intervene and produce a "light impetus." In Google, we once had calculated that a new employee is required on average nine months to reach full performance. We began to study those who quickly went to peak productivity, and revealed five types of behavior. For example, they always searched feedback, literally from the first week. Few people at the new job goes to the boss in the first days and asks: "Do I need something to correct? Do I understand correctly, what is the essence of my work? Do you react correctly? " It is also important that newcomers appear at least two new social ties. The company can easily organize it. For example, assign a special person who will be after work to walk with people in the bar. We determined that they make successful beginners, and decided to push the situation a little. For example, on Monday, you go to Google and immediately receive a message: "Make these five things. Ask for feedback. Find two social contacts and so on. " And on Friday, on the eve of the newcomer, we pushed the manager - sent him a message where it says: "On Monday, a new employee comes to you. Make sure he made these five things. " Of course, not everyone read. I'm even sure that no one reads the message to the end. But with the introduction of even such a tool, the average manifestation period for full performance decreased from nine months to six. In addition, according to our calculations, the increase in productivity was 2%. A good result for two messages: It is equal to getting one free worker for every 50 hired. And all thanks to a light push.

On the planet, the Earth employs four billion people, and for many of them work is a means of achieving a goal. We must pay bills, feed the family. It does not make us noble, stronger, does not elevate. Scientific evidence suggests that people spend more time to work than anything else. Once you were a child, grew, learned that there are other people, and somewhere you are waiting for yours, a special person. You meet this person create a family, life is beautiful, but you spend too much time with "these idiots" in the office, and not with those who are dear to you. But there is a way to change it. For this you need science, machine learning, plus it is important to add some love to work.

Two years ago, I founded my company - Humu. Humu is not very noticed yet, but our mission is better to do work. When we just launched our site, it was terrible: the image of the fish and the "Send Summary" button. But on the first week we received about one resume per minute. And all because we promised to bring love to jobs.

To many today, the birth is needed, so I think that in the next 50 or 100 years it will still be bad to handle people and at the same time build a profitable business. There are many places in the world where you can constantly change the workers, polish and spit them out, because new already stand in the queue. But the idea of \u200b\u200bdoing work is better everywhere and for everyone - very powerful, and we do it.

I recorded Julia Fukolov

This book complements this book:

Month in heaven

Inna Kuznetsova

Delivering happiness

Hug your employees

Jack Mitchell

Work Rules!

Insights from Inside Google That Will Transform How You Live and Lead

Laslo Bok

Work taxis!

Why most people in the world want to work in Google

"Mann, Ivanov and Ferber"

Information

from publishing

Published with Andrew Nurnberg Literary Agency permission

In Russian published for the first time

Side, laslo

Work taxis! Why most people in the world want to work in Google. / Laslo side; per. from English O. Poborstova - M.: Mann, Ivanov and Ferber, 2015.

ISBN 978-5-00057-668-7

In this book, you will find a first-person story about all Google's personnel secrets: how in the company are looking for and hiring the right employees and how they retain and motivate staff. After reading it, you will learn what personnel solutions turned Google to the company where freedom reign, purposefulness and creativity, where they appreciate and listen to employees and where most people dream of getting to work. Google's success recipes work both for large and small companies. They can take advantage of the leaders and employees.

No part of this book can be reproduced in whatever form without the written permission of copyright holders.

Legal support for the publisher provides the law firm "Vegas-Lex".

Dedicated to Annabel, Emily and Lile. I wish you always love what you do

Preface

Nightmare Kadrovika

How to create perfect summary for Google. A look into the past

I received my first check for payment in the summer of 1987, when I was fourteen. My best friend Jason Cornels graduated from eight classes and were going to go to the ninth, when we were offered to become members of the summer discussion club. The next year, we ourselves led the classes there and earned $ 420 each.

The next 28 years of my resume was solved with paints of various positions, turning into a real Personnel nightmare. I worked in the grocery, restaurant and library. I taught in a California high school and taught English brunches in Japan. Having visited the rescuer in the college swimming pool, I played his role in the "Malibu Rescuers" - an episodic character from the 1960s, which appears in the background. I stood at the origins of one non-profit organization that helped problem adolescents. I worked at the factory where building materials were manufactured. I even played consulting on the payment of management and with all the umudnia, which is capable of the guy in 24 years, decided that the management of staff in the cast and oblivion, and therefore wanted to get a degree in business administration. Two years later, I went to work on McKinsey & Company Management Consultants, where he tried to stay away from the personnel questions as much as he could. During the boom of Internet companies, which lasted to the beginning of the 2000s, I advised technological organizations, helping to increase sales, attract more users and expand operations. When the "bubble of the Dotcomms" finally burst, I began to give Internet companies to how to reduce costs, to effectively conduct business and reoriented with new spheres.

But by 2003 I fell into complete despondency.

Why? Yes, because even the most space-made business plans go to the mild, if people do not believe in them. And even because the leaders always broadcast, as if "people are primarily", and then turn them with them with consumables. (I am a picture of the first days of my first project: I asked the manager to advise me how to succeed. And you know what he told me? "You guys, like arrows in Kolchan: all on one person.")

I was a blue collar, and white; I was paid and the minimum salary, and the six-digit amount; I rotated in a circle - and received instructions - people who did not graduate from school, and people with the doctoral degree of the most prestigious universities in the world. I worked there, where we set the goal to change the world, and where everything turned around around the profits of the owner. And wherever I worry, I could not be able to take it in any way, why no one wants to change the attitude towards employees. At work, we spend more time than anywhere else. Is it good that the attitude towards the work of even the best managers leaves such an impression - the discrepancy, degrading person?

And I decided that I have two options. First, you can better handle those who work for me, improving the results of their work, and hope that with time others will follow my example. Secondly, I could affect the interaction with people across the company (or companies). I chose the latter because it was convinced that it was here that the wonderful opportunity to influence many. Therefore, I decided to find work in the field of personnel management, or HR (Human Resources).

My colleagues consultants decided that I did a professional suicide, but I was well prepared for a new path. At that time, more than 5,000 people were listed in the McKinsey personnel database, but only about 100 was engaged in personnel management and all of them were consultants in other companies or recruiters. I thought that experience and education will allow me to stand out against the background of HR specialists and will help develop innovative approaches to personnel. And maybe - only maybe! "It will help me take off on a career staircase, not climbing, grinding, at her steps 20-30 years old. I have to get a post, which will give me the opportunity to influence the larger number of people - and faster.

I wanted to work where I can learn as much as possible about the personnel management. At that time, Pepsi and General Electric were considered the most promising blacksmiths. I made the "cold calls" of eight employees of the HR departments of these companies, but called back only one, or rather one: Ann Abaiya from GE. She was native from Hawaii, freely spoke in Japanese and always knew how to find a few minutes in his downloaded schedule to help people. That's how it happened that she read my resume, found my workforce very intriguing and introduced me to colleagues in GE.

Six weeks later accepted me. And so I sat down in the chair of the vice-president for compensation and payment of the GE Capital Serial Equipment Financing Department, General Electric Financial Unit. My delight was not the limit, at least my friends told, looking at my new business card that I was sleeping. Michael Evans, my first leader, gave me the widest opportunities for researching the company and helped to understand the corporate approach of GE to labor resources.

Jack Welch, CEO and Chairman of the Board of Directors of GE from 1981 to 2001, always interested people. For more than half of his time, he spent on personnel questions2 and, together with Bill, defeat, his chief personnel, managed to build by all the recognized human resource management system, evaluating workers strictly for labor achievements, conducting the castling of talented employees on management posts every year and a half and creating a global center Training in Crotonville. Two years before I came to the company, Jack handed the Brazda of the Board of Jeff Immelt, and I saw everything created by the previous chapter as the advent of the new focus was shifted to new spheres.

Welch and Koreti introduced a "20-70-10" performance ranking system, according to which GE employees were divided into three groups: the highest (20%), the average (70%) and the lower (10%). Employees of the highest group were worn as celebrities: awarded the best posts, opportunities for training on leadership programs and company stake packages. Those who got into the lower 10% were dismissed. With Immelte, the rules forced sorting were mitigated, and the "Upper 20", "Average 70" and "Lower 10" labels are replaced by euphemisms: "particularly talented", "very valuable" and "in need of improvement". Colleagues told me that in addition to Session C is the annual procedure for assessing talents in a company with a state of 300 thousand employees - "lost sharpness" and "no longer that without Jack" 3.

Laslo Bok

Google vice president of personnel. In 2010, the best HR-leader was recognized by HR Executive Magazine's professional edition. For 15 years of his work, the number of employees of the company grew from 6 thousand people to 50 thousand.

This book is a story about what we have learned over the past 15 years, as well as about what you can do to put a person at the head of the corner, changing their lives, and their leadership positions in it.
Laslo Bok

Google company can be called an integral part of our life. We "Google", watch the video on YouTube, we carry with you smartphones on Android, communicate in the Hangouts ... and sometimes we dream there to work. Why? After all, it's not just a big salary.

Google works different from work in many other companies primarily by the fact that Lasslo side calls a "high degree of freedom" - when employees independently decide exactly how to act in one situation or another.

Another significant difference - managers or managers cannot accept some solutions sole. For example, the decision to dismiss the employee, how to estimate its productivity, whom to promote through the career ladder. Google work - teamwork. Therefore, each such decision is made by colleagues or a group of independent experts. In general, no traditional "whips" and "gingerbread".

Google understand how important freedom is important.

And in order to treat people in human people who work for you, your company does not have to bring huge profits. And perhaps, on the contrary: if employees believe in themselves and their work, then the company will flourish. Therefore, the tips from the book "Work Rulit" will be fitted with great and small organizations. The right approach to the workflow can make your company that is the work of the dream.

About book

The Laslo Boc Book is Volumenny, which is not surprising: it sets out 15 years of man's work, who was looking for the best of the best. From the book you will learn about dozens of techniques, non-standard solutions, mistakes and amazing finds. Total 15 chapters, each of which is devoted to a specific aspect of hiring employees and their motivation, plus additional materials for HR fans.

Where are the changes start

If you want to create "great freedom" conditions, as in Google, you need to implement an idea. Laslo side offers 10 specific recommendations that can be applied to any company to achieve the desired result.

1. Make your work meaningful

Work is valid not because it brings money, but in many respects because of the sense of involvement in a common useful case. Help people understand the importance of what you do.

2. Trust your people

3. hire only those who are better than you

It is necessary to strive not to fill the vacancies, but to look for truly excellent employees. Bad employees - a slow poison for the company.

4. Do not confuse the concepts of "development" and "Performance Management"

With employees need to talk. And the open dialog is possible only if employees are confident that they will not be punished or fined for their missions. Support employees, do not kill the desire to learn in them.

5. Focus on "two tails"

"Two tails" are the best and lagging staff. The best needs to learn, and lagging behind creating conditions for learning.

6. Be thrift and generous

Do not waste money for nonsense like endless corporate events. It is better to leave them on a black day, but do not regret money in special cases (for example, if someone has sick or addition in the family family). Employees should know that the company will support them - both in Mount, and in joy.

7. Do not pay fairness

Remember, the best cost more than middling. Therefore, in salaries from different employees there should be a difference. And this difference must be deserved.

8. Podkivat

Conditions must comply with goals. Do you want workers to cooperate more with each other? Take the partitions between the tables!

9. Manage Rising Expectations

If you want to experiment with the proposed advice, to begin with, report it to your subordinate. You need support for people.

10. Have fun!

And remember that the wonderful working environment itself is a good motivator.

For whom this book

For HR managers. Specialists in the recruitment of personnel definitely have something to learn from Lasslo Boca.

For entrepreneurs and those who want to become. Here you will find extremely valuable advice on the organization of work, forming a strong team and determining the mission of the company.

For employees who hurt for their work and want to make their workplace better.Changes do not always go from above. Sometimes it is worth only to offer, and you will see that positive changes begin with a small one.

Work taxis! Why most people in the world want to work in Google Laslo Bok

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Title: Work taxis! Why most people in the world want to work in Google
Posted by: Laslo side
Year: 2015.
Genre: Office, recruitment, business popular, foreign business literature

About the book "Work taxes! Why most people in the world want to work in Google »Laslo side

Many know that Google is a dream of any person. And then it's not just in prestige, but that one pleasure is here. Experts do not just perform their work, but also constantly develop, fully rest, having fun even during the work. That is, harmony, inspiration, calm and friendly atmosphere reign here.

Laslo side in his book "Work taxes! Why most people in the world want to work in Google "talks about why many people from all over the world want to work in this company and how she managed to become so successful and prosperous. The book will be interesting and useful to specialists from different fields of activity, as well as managers of large and small companies.

As you know, Google has its own special approach to the work process, and to the recruitment of personnel. Online you can find videos about what an amazing design inside the main office. Here is not what is nice to be, and the work goes by itself, without violence.

Laslo side, analyzing the structure and device of Google, in which it works, came to some very unusual conclusions. So, for example, each employee appreciates here, and they choose according to the principle - "smarter than me", but also seek such a specialist, by the way, long enough. In addition, you can learn something even at the worst expert. And if the bosses do not feel discomfort from what allows its ward to do anything, it means that it gave not enough freedom.

That is, if you make a general conclusion, Google goes almost from the opposite. In many modern companies, managers do not take a person who is smarter than them to simply not spoil their reputation. In the same way, on the contrary, even the director learn from their wards. And freedom here is much smaller, and the discipline is simply wonderful, and the work is performed on time and in excellent quality. Unlike other companies where employees are in constant fear, and work is practically standing in place.

Of course, to achieve such harmony in all aspects of management, you need to know a lot and understand. It is such subtleties and tell the book "Work taxis! Why most people in the world want to work in Google. " Thanks to all the advice, you will be able to achieve unprecedented heights in your company, if you change your attitude to work a little, and your wards.

Many believe that in our country, people understand only the rigor and rudeness, and if they are trying to drop and attract a gingerbread, then the work will not be damage, the subordinates will come to the next director, and everyone, the company will end. But why in other countries the technique of "gingerbread" still acts? Laslo Bok, Vice President of Google Human Resources in his book "Work taxis! Why most people in the world want to work in Google. "

On our site about LIFEINBOOKS.NET books you can download free without registration or read the online book "Work taxes! Why most people in the world want to work in Google »Laslo side in EPUB formats, FB2, TXT, RTF, PDF for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and the true pleasure of reading. You can buy the full version from our partner. Also, we will find the latest news from the literary world, find out the biography of your favorite authors. For beginner writers there is a separate section with useful advice and recommendations, interesting articles, thanks to which you yourself will be able to try your hand in literary skills.