Look At Google'S Unique Management Art &Nbsp; Learn Business Management

After its listing in 2004, Google began blowout and became the highest market value.

In fact,

Culture management

Continuous innovation is one of the survival rules of Internet companies. The main character of engineers in the Internet industry is the talent structure of the Internet industry.

Google, as the giant of the Internet industry, has always been adhering to the aim of "we only employ the smartest people". Google believes that only the "smartest people" can innovate in this new Internet field.

The two founders even have a preference for talents in all fields. If you are a PhD in the Department of cerebral surgery or in the field of rocket research, you may also have the chance to work in Google. Now Google employees include a rocket scientist and a brain surgeon.

"Google is a company focusing on R & D personnel, advocating" engineer culture ".

Therefore, Google advocates and encourages an innovative and democratic enterprise culture, from the concept innovation of engineers, to product design and marketing, and finally to management, which is embodied in every aspect of Google.

Google Greater China Human Resources Director Deng Tao said.

There is no doubt that the success of Google owes to a large extent its ability to attract talents and the corporate culture that is suitable for new people.

Google advocates open, free and democratic corporate culture. "Google always adheres to the idea of attracting the most intelligent talents to work in Google. To attract the smartest people to innovate, we must first create a very open and relaxed environment for talents.

The "democracy" in management requires that every manager can not directly reply to the "NO" in the face of his subordinates' proposal, but to say that he can consider how to help him develop.

"Google hopes to create an atmosphere of contention among all schools of thought, so that everyone can and dare to express their views and give a chance to experiment with all kinds of creativity.

It can be imagined that if we can form a culture of "leadership can't be done" in Internet enterprises, how can enterprises lead the development of technology? How can products meet the changing needs of customers? Therefore, in Google, we emphasize that the first is to allow you to do it; the second is to give you resources to help you; the third is to allow you to make mistakes.

This is the innovation culture we pursue, and let everyone's thoughts and opportunities be realized. "

Google has the Google Culture Committee. While supervising cultural promotion, it also advocates some activities themes, and organizes corresponding activities by employees, such as community activities, environmental protection activities and funding activities for disabled persons.

Employees have more initiative and more interest in participation.

Some people call Google type cultural innovation "Drucker ideal" - "work should embody the social value of people, such as opportunity, social interaction, identity and personal satisfaction, instead of merely reflecting the commercial value of cost and efficiency".

Google has successfully proved the advanced nature of Drucker's ideal. "Traditional human resource management, which is suspected of employees first, is not the best solution.

Good managers should try their best to trust their employees and give them maximum use of their intelligence, but only by focusing on immediate interests and making long-term plans can they develop a broader path for the development of enterprises.

Deng Tao believes that this way not only promotes innovation, but also can effectively save management costs and get twice the result with half the effort.

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Time management

Google employees never care about whether the alarm will start on time in the morning, and employees can go to work leisurely and carefree. If you see employees rushing to the office, it is definitely not for fear of being late. Maybe it is to join colleagues to enjoy the free meal provided by Google.

The flexible working system advocated by Google is different from that of other enterprises. Google fully believes that employees take the control of their working hours to their employees and arrange their time freely according to their own preferences.

Many people say that working in Google is more like working in their own homes, hungry to eat, Chinese, western style, if you are not afraid to gain weight, you can eat with pleasure; if you are sleepy, you can take a nap; when you play a big game, you can have a billiard match with your colleague PK; when you feel uncomfortable, you can enjoy the massage service at any time.

In Google's view, this is a welfare and a relaxed and free environment for employees.

"We believe that every employee who comes to work for Google is a smart person. Smart people will arrange their own time and take the initiative to work."

Deng Tao said, "Google has countless" project managers, but no one sits there waiting for superiors to arrange work, everyone is actively looking for projects.

Free project management

Google encourages employees to spend 20% of their work time doing what they want to do, even if they are totally irrelevant to the work at hand.

Many products launched by Google are designed by employees with 20% personal time. These products are very successful.

Take the Sichuan earthquake as an example, many employees used 20% of their personal time to design products that help rescue workers search and rescue through the Google map, and some employees designed products to help survivors find their loved ones. "These are employees who are self-organized, and no one is going to make such a work arrangement. We will fully support employees' ideas."

Employees not only have their own control time, they can even decide what items they want to do, and after they complete a project, they can apply to the project manager and choose projects that they are interested in.

Under normal circumstances, project managers will support employees' ideas. If they encounter different opinions and negotiate with them, the project manager will help employees to analyze their strengths and make recommendations to employees, but the final decision is still in the hands of employees.

"We need to give you some space to do what we want to do. Some employees have some ideas and have no time to do so. The company will give staff time to do it.

Many employees use these things to pform their innovative ideas into real products. Google is very encouraged by this innovation.

According to Deng Tao, the company will reward employees on the basis of their inventions, creations and rewards to the company.

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Organization and management

"Our organization is very flat, not the traditional Pyramid type organization structure.

There is no strong sense of rank between employers and employees, and we advocate a democratic working atmosphere.

Employees can express their ideas at any time, and even put forward different ideas with management. If managers are too autocratic, they will immediately reflect the way that managers are not in line with the culture of Google through the way of Google. If managers do not pay attention to revising their own practices, they will be able to affect their development in Google.

In Google, employee promotion emphasizes democracy and freedom. In one or two promotion opportunities every year, if employees feel suitable, they can apply in the system, and do not have to wait for supervisors to promote them. As long as colleagues approve, and pass the audit smoothly, they can be realized.

Although Google provides an open and relaxed working environment, employees can spend 20% of their time doing what they like, but these are the premise that the company will provide employees with various environments without affecting their jobs. The key is how the employees arrange their work and control their time.

The completion of the work will be rewarded quickly and effectively, and the completion is good. If we can't finish it, I'm sorry, we also have the performance evaluation system, and the staff will also be subject to certain management.

Discipline and discipline will always complement each other. Without discipline, there will be no freedom. "

Deng Tao said.

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Talent management

"We only hire the smartest people."

It not only reflects the high standard requirements of Google for recruiting talents, but also reflects the concept of perfect talents.

Deng Tao said, "it takes three months to get a job vacancy from the company and to recruit suitable talents. Our idea is to be more than enough."

Deng Tao emphasized.

At the headquarters of the United States, the two founders of Google will participate in the interview of all the people, but they will give up because of the growing size of the company. But even today, the two founders of Google will still review the weekly work of the recruitment Committee and give some comments on the qualifications of some candidates.

According to statistics, candidates who ultimately get Google jobs need to pass 6.2 interviews.

Interviewers, in addition to the human resources department and post requirements department, will invite interdepartmental or even cross regional personnel to participate in the interview. Such rigorous recruitment process is to ensure that employees who ultimately enter Google are really suitable for Google..

"Interdepartmental and cross regional personnel participate in the interview, on the one hand, examine the interviewing ability of the interviewees, on the other hand, we also examine whether they are willing to work with the candidates, and examine whether the candidates are in line with the culture of the company. Finally, each interviewer writes comments, and everyone's comments may affect whether the candidates will be accepted."

Deng Tao said.

Google encourages internal staff to recommend candidates. "Employees know a lot about corporate culture. We believe that the staff recommended are better suited to the company culture."

If the staff recommended is eventually hired by Google, the company will reward the employees.

In the US headquarters, the bonus is as high as 2000 dollars, and the bonus amount in China is also quite attractive.

According to Deng Tao, "now, about 45% of employees in Google are recommended by employees, which has proved to be a very effective way of recruiting."

The company will provide corresponding cultural training for new employees, especially for professional managers. Many professional managers can not adapt themselves to the Google open and democratic working environment because of experience and thinking. "Professional managers are easy to get accustomed to the past work. When we recruit, we will pay attention to finding people who are good at both company culture and learning. If you have experience, are not good at learning and are not good at changing yourself, it will be very difficult to succeed in Google, because Google is different from any other company, which requires Google entry managers to be very good at challenging themselves and learning ability.

After professional managers enter Google, we will train them systematically, and guide them to adapt to the culture of Google.

Performance management

Google has a very perfect and team based assessment mechanism.

Employees have their own clear goals every quarter, and because Internet Co has their own network management platform, for example, the degree of engineers' weekly projects is pparent to all employees, which provides a good tool for staff performance appraisal.

Google's assessment is divided into different grades, with corresponding help measures for employees at the bottom of the list, with special attention to the 5% most ranked employees. The company will focus on finding out the causes, finding problems, building confidence and helping them catch up, but it will not exclude some people from being eliminated.

And the best 5% to 10% employees will be rewarded and honors every year.

The brain drain rate of Google has always been lower than the industry level. In Deng Tao's words, it is "unprecedented low."

This also proves that Google's innovation in human resources management is fruitful from one aspect.