CASE STUDY: GOOGLE - Strategies That Will Change You · PDF fileCase Studies: Google 1 CASE...

CaseStudies:Google1

CASESTUDY:GOOGLE

Googleisaverysuccessfulinformationtechnology/websearchcompanywithmorethan21,000employeesworkingin77officeslocatedin43countries.Itwasfoundedin1998byLarryPageandSergeyBrin.AccordingtotheGooglewebsite,Googlehasgrownbyleapsandboundssincethen.Fromofferingsearchinasinglelanguagethecompanynowofferdozensofproductsandservices—includingvariousformsofadvertisingandwebapplicationsforallkindsoftasks—inscoresoflanguages.In2010,Google’srevenueexceeded$29billion.ProbablyoneofthemoreinterestingstatisticsassociatedwithGoogleisthatitreceiveswelloveronemillionjobapplicationseachyearandhiresonlyabout.05percentofthem.ThistellsustwoveryimportantthingsaboutGoogle:lotsofpeoplewanttoworkthereandGoogleisveryparticularaboutwhoithires.GooglehasmadetheFortunelistof100BestCompaniestoWorkForeveryyearsince2007.

Let’stakealookathowtheleadershippracticesatGooglematchupwithTheEngagementFormula.

THEENGAGEMENTFORMULAATGOOGLE

StepOne:CreateaFull‐EngagementCulturethatDefinestheOrganizationandDrivesPerformance

Afull‐engagementculturehasthefollowingfourelements:

CaseStudies:Google2

MinimalDistractions—SoEmployeesCanFocusonPerformingTheirJobs

Employees’physiologicalandsafetyneedsareverywellsatisfiedatGoogle.AccordingtotheGooglewebsite,“Weprovideindividually‐tailoredcompensationpackagesthatcanbecomprisedofcompetitivesalary,bonus,andequitycomponents,alongwiththeopportunitytoearnfurtherfinancialbonusesandrewards.”1CNNMoneyrecentlyquotedaGooglespokespersonwhosaid,“…wedobelievethatcompetitivecompensationplansareimportanttothefutureofthecompany,"2Inaddition,thebenefitpackageatGoogleisintentionallydesignedtoremoveasmanydaytodaydistractionsaspossibleforGoogleemployeessotheycanfocusondoingtheirbestwork.AccordingtoExecutiveChairmanEricSchmidt,“Thegoalistostripawayeverythingthatgetsinouremployees’way.Weprovideastandardpackageoffringebenefits,butontopofthatarefirst‐classdiningfacilities,gyms,laundryrooms,massagerooms,haircuts,carwashes,drycleaning,commutingbuses–justaboutanythingahardworkingemployeemightwant.Let’sfaceit:programmerswanttoprogram,theydon’twanttodotheirlaundry.Sowemakeiteasyforthemtodoboth.”3

Googlehasthefollowingbenefitsphilosophy:“Westrivetobeinnovativeanduniqueinallservicesweprovidebothtocustomersandemployees,includingourbenefitsandperksofferings.Werealizeandcelebratethatouremployeeshavediverseneeds,andthatthisdiversityrequiresflexibleandindividuallydirectedsupport.Ourpriorityistoofferacustomizableprogramthatcanbetailoredtothespecificneedsofeachindividual,whethertheyenjoyiceclimbinginAlaska,wanttoretirebyage40,orplantoadopt3children.”4

CaseStudies:Google3

Accordingtothecompanywebsite,thebenefitsatGoogleinclude:5

Healthandwellness:Thisincludesmedicalinsurance,dentalinsurance,visioninsurance,lifeandAD&Dinsurance,shortandlongtermdisabilityinsuranceandbusinesstravelandaccidentinsurance.

Retirementandsavings:ThisincludestheGoogle401(K)plan.AccordingtotheGooglewebsite,“Employeesmaycontributeupto60%andreceiveaGooglematchofuptothegreaterof(a)100%ofyourcontributionupto$3,000or(b)50%ofyourcontributionupto$8,250peryearwithnovestingschedule!WeofferavarietyofinvestmentoptionstochoosefromthroughVanguard,our401(k)PlanAdministrator.Tohelpyouwiththosetoughinvestmentdecisions,employeescanaccessFinancialEnginestoreceivepersonalizedinvestmentadvice”andacollegesavingsplan.

Timeaway:Vacation(thisincludes15daysvacationthefirstyearatGoogleand25daysthe6thyear),holidays(12paidholidayswithsickdaystakenasnecessary),maternitybenefits(Upto12weeksoffatapproximately100%pay,eligibleforanadditional6weeksifemployedatGoogleformorethan1year)andtake‐outbenefit(Tohelpmakethingseasier,newmomsanddadsareabletoexpenseupto$500fortake‐outmealsduringthefirst3monthsthattheyarehomewiththeirnewbaby).

CaseStudies:Google4

Benefits…beyondthebasics:Thisincludesthingsliketuitionreimbursement,bonusesforreferringsomeonewhoacceptsajobatGoogle,back‐upchildcare,giftmatchingandadoptionassistance.

Benefits…waybeyondthebasics:Thesebenefitsincludefood(freelunchanddinnercookedbygourmetchefsassnacksbetweenmeals),financialplanningclassesandon‐siteservicesattheMountainViewheadquarterssuchasoilchangeandcarwashservices,drycleaning,massagetherapy,gym,hairstylistandfitnessclasses.

AlthoughIcouldfindnoharddata,Ifeelthatit’ssafetoassumethatthejobsatGoogleareverysecureforseveralreasons.First,Google’slifebloodistechnologyinnovation—thisiswhatthecompanymustdotobesuccessful.Forthisreason,Googleinvestsalotoftimeandenergyinthehiringprocessbecauseitwantstomakesurethatithiresonlythesmartestandmostambitiouspeoplewhoarenicetoworkwith—peoplewhoaremotivatedbytakingonbigchallengesandproblems.Thesepeoplearepassionateandwanttothrowthemselvescompletelyintotheirjobs.Consequently,they’renotgoingtohireonwithacompanywheretheydon’tthinktheyhaveabrightfuture.Inaddition,Googlereceiveswelloveronemillionjobapplicationsperyear.Thiswouldn’thappenifunlesstheapplicantsfeltthatthejobsatGooglewereverysecure.Inaddition,Googlewouldn’thavemadetheFortunelistof100BestCompaniesToWorkForeveryyearsince2007ifthejobsthereweren’tsecure.

Googlealsoprovidesitsemployeeswithaverypleasantworkenvironmentthatisconducivetosharingideas

CaseStudies:Google5

andopinions.TheGooglewebsitedescribestheofficesatGooglethisway:“Ourcorporateheadquarters,fondlynicknamedtheGoogleplex,islocatedinMountainView,California.Todayit’soneofourmanyofficesaroundtheglobe.Whileourofficesarenotidentical,theytendtosharesomeessentialelements.HereareafewthingsyoumightseeinaGoogleworkspace:

Localexpressionsofeachlocation,fromamuralinBuenosAirestoskigondolasinZurich,showcasingeachoffice’sregionandpersonality.

Bicyclesorscootersforefficienttravelbetweenmeetings;dogs;lavalamps;massagechairs;largeinflatableballs.

Googlerssharingcubes,yurtsandhuddlerooms–andveryfewsolooffices.

Laptopseverywhere–standardissueformobilecoding,emailonthegoandnote‐taking.

Foosball,pooltables,volleyballcourts,assortedvideogames,pianos,pingpongtables,andgymsthatofferyogaanddanceclasses.

Grassrootsemployeegroupsforallinterests,likemeditation,film,winetastingandsalsadancing.

Healthylunchesanddinnersforallstaffatavarietyofcafés.

BreakroomspackedwithavarietyofsnacksanddrinkstokeepGooglersgoing.”6

CaseStudies:Google6

Thewebsitegoesontosay,“ThoughGooglehasgrownalotsinceitopenedin1998,westillmaintainasmallcompanyfeel.Atlunchtime,almosteveryoneeatsintheofficecafé,sittingatwhatevertablehasanopeningandenjoyingconversationswithGooglersfromdifferentteams.Ourcommitmenttoinnovationdependsoneveryonebeingcomfortablesharingideasandopinions.”7

Astheabovediscussionpointsout,employeesatGoogleencounterfew,ifany,distractionsthatwouldkeepthemfromgivingtheirfullenergyandattentiontoperformingtheirjobs.

SingleStatus—EveryoneisTreatedasanEqual

GoogleExecutiveChairman,EricSchmidt,oncesaidinaninterviewwithStevenPearlstein,financialwriterfortheWashingtonPost,“Noparticularpersonhasastrongsay….AtGoogle,everyoneisthesame.”8Inotherwords,everyoneworkingatGooglehasthesamestatus.AsoneGoogleemployeeputit,“Youhaveanequalseatatthetable,andit’sbasedonthepowerofyouridea,nothowlongyou’vebeenhere,tenure,titleoranything.Inmyfirstweekhere,IwasshockedthatfortheproductIwasworkingon,theproductmanagerwasstraightoutofcollege.Shewasmakingdecisionsaboutdelayingtheproduct.IneveryothercompanyIhaveworkedin,ithadtogouptothreelevelsofVPsbeforeyoucouldsaythatyouwerepushingouttheschedule.”9

ItshouldbenotedthatatGoogle,equalstatusamongemployeesisanecessitynotanicety.ThereasonisthatinordertomaintainitsinnovativeedgeGooglehastohirethesmartestandmostambitiouspeopleitcanfind.Thesearethecreativetypes;theinnovators—thepeoplewhogetoffon

CaseStudies:Google7

figuringouthowtodotheimpossible.Furthermore,thesearealsothekindofpeoplepreferdoingthingstheirway,whichmeanstheystronglyresentbeingorderedaround.AccordingacommentarybyNicholasCarlsononthePearlstein/Schmidtinterview,“…Googlersareaspecialpeopletobebossedbynoone,onlyacollectivewillforgood.”10AccordingtoacommentmadebyStevenPearlsteininhisinterviewwithEricSchmidt,thereisaconsensusamongGoogleemployeesthatthemanagersatGoogleworkforthemandnotviceversa.Managersthenareperceivedasleaderswhosejobitistoprovideencouragementandsupportfortherestoftheemployees.11ThisiswhyGoogleisanetworkbased,flatorganizationthatisverynon‐hierarchical.Itprovidesemployeeswiththefreedomtoworkontheirowntermsanddotheirjobsastheyseefit.

Googlealsopridesitselfasaconsensusculturewhereeveryonecommittedtofindingthebestidea.Thecompanyfirmlybelievesthatthebestideacanonlybefoundifpeoplearewillingtoopenlysharetheirideasandopinionswhichoftenconflictwitheachother.Forthisreason,Googleencourageslivelydissentanddebatewhereemployeesopenlyquestionandchallengeseachother’sideas.Thecompanyhaslearnedthatthisoftenveryspiritedprocessiswhatproducesthebestidea.ThiskindofdiscussioncanonlytakeplaceinanenvironmentwhereeveryoneistreatedasanequalandnoonehasthepowertovetowhichiswhyGoogleiscommittedtoitscultureofopenness,flatnessandtransparency.AsstatedontheGooglewebsite,“BecausewebelievethateachGooglerisanequallyimportantpartofoursuccess,noonehesitatestoposequestionsdirectlytoLarryorSergey(theGooglefounders)inourweeklyall‐hands(“TGIF”)meetings….”12

CaseStudies:Google8

Asyoucanseefromtheabovediscussion,thecultureatGoogleisverydefinitelysingle‐status.

Mission—ThisisWhatWeDo

AccordingtotheGooglewebsite,themissionofthecompanyisto“Google’smissionistoorganizetheworld’sinformationandmakeituniversallyaccessibleanduseful.”13Alsofromthewebsite,“‘Theperfectsearchengine,’saysco‐founderLarryPage,‘wouldunderstandexactlywhatyoumeanandgivebackexactlywhatyouwant.’WhenGooglebegan,youwouldhavebeenpleasantlysurprisedtoenterasearchqueryandimmediatelyfindtherightanswer.Googlebecamesuccessfulpreciselybecausewewerebetterandfasteratfindingtherightanswerthanothersearchenginesatthetime.

Buttechnologyhascomealongwaysincethen,andthefaceofthewebhaschanged.Recognizingthatsearchisaproblemthatwillneverbesolved,wecontinuetopushthelimitsofexistingtechnologytoprovideafast,accurateandeasy‐to‐useservicethatanyoneseekinginformationcanaccess,whetherthey’reatadeskinBostonoronaphoneinBangkok.We’vealsotakenthelessonswe’velearnedfromsearchtotackleevenmorechallenges.”14ThisonceagaintellsusthatGoogleisallaboutmovingforwardthroughtechnologyratherthanbeingcontentwithitspastsuccesses.

CoreValues—ThisisHowWeDoIt

Googlehasaphilosophywhichismadeupofasetoftencoreprinciplesthatguidethebehaviorofitsemployees.Withinthecontextoftheseprinciples,Googleemployeesarefreetodotheirjobsastheyseefit.

CaseStudies:Google9

GooglePhilosophy—TenCorePrinciples

AsstatedontheGooglewebsite,“Aswekeeplookingtowardsthefuture,thesecoreprinciplesguideouractions.”ThefollowinginformationregardingGoogle’stencoreprincipleshasbeenexcerptedfromtheGooglewebsite:15

Focusontheuserandallelsewillfollow.Sincethebeginning,we’vefocusedonprovidingthebestuserexperiencepossible.

It’sbesttodoonethingreally,reallywell.Wedosearch.Withoneoftheworld‘slargestresearchgroupsfocusedexclusivelyonsolvingsearchproblems,weknowwhatwedowell,andhowwecoulddoitbetter.

Fastisbetterthanslow.Weknowyourtimeisvaluable,sowhenyou’reseekinganansweronthewebyouwantitrightaway–andweaimtoplease.Wemaybetheonlypeopleintheworldwhocansayourgoalistohavepeopleleaveourwebsiteasquicklyaspossible.

Democracyonthewebworks.Googlesearchworksbecauseitreliesonthemillionsofindividualspostinglinksonwebsitestohelpdeterminewhichothersitesoffercontentofvalue.

Youdon’tneedtobeatyourdesktoneedananswer.Theworldisincreasinglymobile:peoplewantaccesstoinformationwherevertheyare,whenevertheyneedit.

CaseStudies:Google10

Youcanmakemoneywithoutdoingevil.Googleisabusiness.Therevenuewegenerateisderivedfromofferingsearchtechnologytocompaniesandfromthesaleofadvertisingdisplayedonoursiteandonothersitesacrosstheweb.□Wedon’tallowadstobedisplayedonourresultspagesunlesstheyarerelevantwheretheyareshown.□Webelievethatadvertisingcanbeeffectivewithoutbeingflashy.Wedon‘tacceptpop–upadvertising,whichinterfereswithyourabilitytoseethecontentyou’verequested.□AdvertisingonGoogleisalwaysclearlyidentifiedasa“SponsoredLink,”soitdoesnotcompromisetheintegrityofoursearchresults.

There’salwaysmoreinformationoutthere.Oncewe’dindexedmoreoftheHTMLpagesontheInternetthananyothersearchservice,ourengineersturnedtheirattentiontoinformationthatwasnotasreadilyaccessible.

Theneedforinformationcrossesallborders.OurcompanywasfoundedinCalifornia,butourmissionistofacilitateaccesstoinformationfortheentireworld,andineverylanguage.

Youcanbeseriouswithoutasuit.OurfoundersbuiltGooglearoundtheideathatworkshouldbechallenging,andthechallengeshouldbefun.

Greatjustisn’tgoodenough.Weseebeinggreatatsomethingasastartingpoint,notanendpoint.Wesetourselvesgoalswe


knowwecan’treachyet,becauseweknowthatbystretchingtomeetthemwecangetfurtherthanweexpected.

AswasthecasewithW.L.Gore&Associates,thecultureatGooglecontainsallfourelementsofafull‐engagementculture.ThismeansthatitprovidesitsemployeeswiththeopportunitytoexperiencethesatisfactionofallfiveneedlevelsoftheMaslowneedhierarchy.ThisexplainswhyGoogleenjoyssuchahighlevelofemployeeengagementandwhyitreceiveswelloveronemillionjobapplicationseachyear.

StepTwo:HireOnlyQualifiedPeopleWhoMeshWiththeCulture

Googleisobsessedwiththequalityofitsemployeesaswellashowtheyfitintoitsculture.AccordingtoCorporateCulturePros,GoogleExecutiveChairman,EricSchmidtmadethefollowingcommentaboutthehiringphilosophyatGoogle:“Buildingacompanyyouhavethechancetoshapetheculture.Nothingismoreimportantindoingthatthanhiring.”16(PleasenotethatallparentheticalwordsandphrasesthroughouttherestofthissectiononGooglearethoseoftheauthor.)HewentontomakethefollowingpointsabouthiringandcultureatGoogle:“Itmakesanenormousdifferencewhoyouhireateverylevel.Mostcompaniespaylipservicetothisgenericallybutdon’tmanagethatwell.Youneedtogetveryspecificaboutwhoisgoingtosucceedinyourcompany….Googlespendsalotoftimeonevaluatingtechnicalqualifications,aswellaspassionandcommitment(culturalfit)….Googlegivestheimpressionofnotmanagingthecompany,becausetheydon’t.Theyputallattentiononhiringrightpeople….Onceyougetstartedwiththerightseedingofpeople;youwillseeabuilding


of‘self‐initiative’behavior….Makesureyouhavearecruitingteamsomanagersdon’tjusthiretheirfriends.”17

StevenLevy,authorofthebestsellingInthePlex:HowGoogleThinks,WorksandShapesOurLiveshadthistosayaboutthehiringphilosophyatGoogleinaninterviewwithFINS:“Everyonehastobereallysmartandreallyambitious.ThefirstthingtheydoisaskpeoplefortheirSATscoresand[college]GPAs,whichtheydonomatterhowoldtheyare.TheythinkSATscoresareanintelligencequotientandyourGPAshowshowhardyouwork.They'relookingforsomeonewho'sverysmartandveryambitiousandsomeonewhocansurviveintheGoogleatmosphere(culture),wherepeopledisagreeallthetime.Thewinnersaretheoneswhocanproducethemostinterestingdata.There'salsothe"Googliness"screen,toseeifyoucanfitintotheculture.Googlehasthisculturewherequirkinessisencouragedbuttheydon'tlikebadactors,thepeoplewhoarecreepy.”18

WhenaskedabouttheroleGoogle’shiringphilosophyplayedinthecompany’ssuccess,Mr.Levyhadthistosay:“Tohaveareallyhighbarforintelligenceandambitioncreatesacertainworkforce.Lotsofpeopletellme,whentheydescribewhatitwasliketoworkatGoogle,theysaidwhentheyfirstgottheretheywerestruckbyhowuniversallysmartalltheirco‐workersare.That'sadistinguishingfeatureofGoogle—theydon'twantanyonewho'snotreallysmart.Thehiringprocessismadesopeoplewon'tcompromise.Forinstance,thepeoplewhodothehiringaren'thiringforpeoplewhoaregoingtoworkintheirgroups,thatwaythey'renottemptedtosayweneedsomeonetofillthispositionrightnowandhe'lldo.Theydon'twantthattohappen.Exceptforafewexceptions,you'renothiringthepersonwho'sgoingtoworkforyou.”19


ThebottomlineisthatGoogleislookingforbrightpeoplewhocanthinkoutsidetheboxandworkwithintheGoogleculture.Theywantverysmartpeoplewhoarecreative,butatthesametimewhoarenicetoworkwith.Theydon’twantanyoverlyarrogantpeoplebecausethey’retoohardtoworkwith.AccordingtoEricSchmidt,“It’smucheasiertohaveanemployeebasewhereeveryoneisdoingexactlywhattheywanteveryday.They’remucheasiertomanagebecausetheyneverhaveanyproblems.They’realwaysexcited,andthey’realwaysworkingonwhatevertheycareabout(thismeansthey’reabletosatisfytheirneedformeaningthroughtheirwork).Soyou’remuchbetteroffifyouselectpeopletoworkforyourfirmwhoreallywanttochangetheworld—they’redoingtheirlife’spassion.”20Itshouldbenotedherethatwhenpeoplearedoingtheirlife’spassion,they’reengagedwiththeirwork.

AsauthorStevenLevyputit,“LandingajobatGooglewillputyouthroughaprocessthatmakesaHarvardapplicationlookeasy.”21AccordingtotheGooglewebsite22thehiringprocessbeginswithanonlinesearchforajobopeningthatinterestsyoubyjobdepartment,location,orevenbykeyword.Onceyoufindajobopeningthatinterestsyou,youthenapplyonline.Yourqualificationsandexperiencewillthenbereviewedbyoneofourrecruiterstodetermineifyouareafit.Ifyouareapossiblematchfortheposition,arecruiterwillcontactyoutolearnmoreaboutyourbackgroundandanswerquestionsaboutourhiringprocessandwhatit'sliketoworkatGoogle.Ifyourskillsfitthejob,aphoneinterviewwillbeconductedtoassessyourtechnicalskillsandproficiency,tothelevelofdeterminingwhetheryoushouldbebroughtinforin‐personinterviews.Typicallyphoneinterviewsareconductedbysomeoneinasimilarroleandlastabout30‐40minutes.


Ifyouareselectedofanonsiteinterview,theinterviewprocessfortechnicalpositionswillevaluateyourcoresoftwareengineeringskillsincluding:coding,algorithmdevelopment,datastructures,designpatterns,analyticalthinkingskills.Duringyourinterview,you’llmeetwithseveralengineersacrossdifferentteamswhowillgiveacross‐sectionviewofGoogleEngineering.Interviewerswillaskyouquestionsrelatedtoyourareaofinterestandaskyoutosolvetheminrealtime.Theinterviewprocessforbusinessandgeneralpositionsevaluateyourproblemsolvingandbehavioralabilities.AsfarasGoogleisconcerned,it'snotaquestionofgettingtheanswerrightorwrong,buttheprocessinwhichyouusetosolveit.Creativityisimportant.

VirtuallyeverypersonwhointerviewsatGoogletalkstoatleastfourinterviewers,drawnfrombothmanagementandpotentialcolleagues.Everyone'sopinioncounts,ensuringthehiringprocessisfairwhilemaintaininghighstandardsaswegrow.AccordingtoTheGreatWorkplace,“Whileabilityandappropriatenesstotheroleareevaluated,soisthecandidate’sabilitytoworkwithintheGoogleculture.Candidatesareassessedontheirabilitytoworkinaflatorganizationandonsmallteams,andtheabilitytorespondtoafast‐paced,rapidlychangingenvironment.Successfulcandidatesarepassionate,theyarewillingtoattackproblemswithaflairandcreativity,andtheyhaveenthusiasmforthechallengeofmakingtheworldabetterplaceinsteadofdoingevil.AGoogleypersonisethicalandcommunicatesopenly,andcanbesuccessfulwithoutasuit.”23

Followingyourinterviews,theinterviewingteamwilldecideifyouaresuitable(suitableincludesprofessionalcompetenceaswellasculturalfit)forthejobopening.Googletakeshiringveryseriouslyandlikestomakeconsensus‐based


decisions.Tothatend,itcantakeuptotwoweeksforthemtomakeadefinitivedecisionastowhethertheywouldliketohaveyoujointheteam.24

TheGooglewebsitealsohasadviceonhowtoprepareyourresume,preparefortheinterviewandprovidestheopportunitytolookattheprofilesofsomeGooglers.Inaddition,intheinterestofencouragingqualifiedpeopletoapplyforjobsatGoogle,thewebsiteprovidesthefollowinglistofTheTopTenReasonstoWorkatGoogle:25

1. Lendahelpinghand.Withmillionsofvisitorseverymonth,Googlehasbecomeanessentialpartofeverydaylife–likeagoodfriend–connectingpeoplewiththeinformationtheyneedtolivegreatlives.

2. Lifeisbeautiful.Beingapartofsomethingthatmattersandworkingonproductsinwhichyoucanbelieveisremarkablyfulfilling.

3. Appreciationisthebestmotivation,sowe’vecreatedafunandinspiringworkspaceyou’llbegladtobeapartof,includingon‐sitedoctor;massageandyoga;professionaldevelopmentopportunities;shorelinerunningtrails;andplentyofsnackstogetyouthroughtheday.

4. Workandplayarenotmutuallyexclusive.Itispossibletocodeandpassthepuckatthesametime.

5. Weloveouremployees,andwewantthemtoknowit.Googleoffersavarietyofbenefits,includingachoiceofmedicalprograms,company‐matched401(k),stockoptions,maternityandpaternityleave,andmuchmore.


6. Innovationisourbloodline.Eventhebesttechnologycanbeimproved.Weseeendlessopportunitytocreateevenmorerelevant,moreuseful,andfasterproductsforourusers.Googleisthetechnologyleaderinorganizingtheworld’sinformation.

7. Goodcompanyeverywhereyoulook.Googlersrangefromformerneurosurgeons,CEOs,andU.S.puzzlechampionstoalligatorwrestlersandMarines.Nomatterwhattheirbackgrounds,Googlersmakeforinterestingcubemates.

8. Unitingtheworld,oneuseratatime.Peopleineverycountryandeverylanguageuseourproducts.Assuchwethink,act,andworkglobally–justourlittlecontributiontomakingtheworldabetterplace.

9. Boldlygowherenoonehasgonebefore.Therearehundredsofchallengesyettosolve.Yourcreativeideasmatterhereandareworthexploring.You’llhavetheopportunitytodevelopinnovativenewproductsthatmillionsofpeoplewillfinduseful.

10. Thereissuchathingasafreelunchafterall.Infactwehavethemeveryday:healthy,yummy,andmadewithlove.


TheHiringProcessMustbeSupportedwithaRelevantTrainingand/orSponsorshipProgramthatTeachesandReinforcestheCulture

AccordingtoanarticlebyAmyLymanoftheGreatPlacetoWorkInstitute,“LeadersandmanagersatGoogleseektoensurethateachnewhirefeelsspecialfromthemomenttheyjoinGoogle.Newhires,calledNooglers,begintheirtimeatGooglewithanall‐dayorientation.SpeakerscomefromdifferentdepartmentstotalktotheNooglers,aspecialtourofthecampusisprovided,asarefolderswithbenefitinformationandacouponforafreemassageanddiscountsforacarwash.Attheendoftheday,Nooglersarepickedupbytheirmentorsandreceiveaspecialescorttotheirworkareaswheretheyaregreetedwithwelcomeballoonsandabagofchocolates.TheGoogleBuddy(technicalperson)stopsbyduringtheweektoensureeachnewemployeeissetupwithcomputersandtoassistwithanytechnicalquestionsorconcerns.MentorsplayabigroleinhelpingNooglersadjusttothenewworkenvironment(thisincludesthejobaswellastheGoogleculture).TheystaywiththeirNoogleruntiltheyfeelcompletelycomfortableandcontinueasadirectresourceforanyfutureneeds.Toroundoutthefirstweek,NooglersarerecognizedatweeklyTGIFevents,withtheirnamesandwhatgrouptheyworkinshownonalargescreen.TheyalsogettheirfirstchancetofeelpartofGoogleastheysitinthefrontrowsasGooglefoundersLarryandSergeytalkshop.AfewemployeecommentsconfirmthesuccessofGoogle’swelcomingactivities:‘IwasreallyimpressedwiththeopennessandamountofinformationgiventoNooglersduringorientationandthroughoutthefirstweek.’‘Icouldn’tbelieveallthespeakersthattaketimetocomeandspeaktoNooglersduringthefirstdayorientation.’‘Mygrouphadaspecial


orientationwhereIwasintroducedtomygroup.Itreallymademefeelspecial.’”26WhatallthismeansisthatGoogledoesaprettythoroughjoboforientingitsnewemployeestotheirjobsaswellasonhowtonavigatetheGoogleculture.

StepThree:LeadersMustLead,NotGiveOrders

AsformerCEOEricSchmidtputit,“Googleisrunbyitsculture,notbyme.”27Thecompanyisorganizedfromthebottomupwhichmeanstheroleofmanagersandexecutivesistoprovideencouragementandsupporttothepeoplewhoaredoingthework.Hegoesontosay,“Peoplearedoingwhattheythinkbestandtheytoleratehavingus(managersandexecutives)around….PartofthejobofbeingtheCEOinacompanylikeGoogleistohaveanenvironmentwherepeopleareconstantlythrowingyoutheirbestideasasopposedtobeingafraidtotalktoyou.”28

AnarticlebyRoslynFrenzwhichappearedoneHow.comstatesthat“…Googlehasalwaysoperatedonthemotto, ‘Don’tbeevil.’ThismoralcodehelpstoguideemployeesbecauseGoogleonlyholdsthemaccountabletomanagementtoadegree.Tokeepthespiritofinnovationthecompanywasfoundedon;Googleemployeesaremostlyaccountabletothemselves.Theyhavethefreedomtospend70percentoftheirtimeoncurrentassignments,20percentonrelatedprojectsoftheirchoosing,and10percentonnewprojectsinanyareatheydesire…. Googleexecutivesencourageemployeesandmanagerstoworkdirectlywitheachother,insteadofthroughmoreformalchannels…. Insteadofsettinggoalsforthem,Google’smanagementhelpstheiremployeesmeettheobjectivesthattheemployeessetforthemselves.Thecompanyseesitsmanagersasleaderswhofacilitateinspirationandempoweremployees….AlthoughGoogle’s


managementmakessuggestions,employeesusemetricsthattheychoosethemselvestomeasuretheirprogresstowardtheirgoals.Supervisorsactasmanagerstoensurethattheemployeesmeettheirowngoals,butemployeesseethemasleadersbecausetheemployeesthemselvessetthebenchmarks….Thecompany’sleadershipallowsemployeestochangetheparametersoftheirjobswhenneeded.Employeesareencouragedtobetheirownleaders,evaluatetheirjobsandthenproposebetterwaystodotheirjobs.Google’sleaderswanttheiremployeesto‘thinkoutloud,’andhaveopendiscussionsabouttheirgoalsandplansforachievement.Thestructurepromotescorporatetransparencybecauseemployeesareabletowitnessandcontributetotheleadershipfunction.Asaresult,almosteveryemployeehasaccesstoalmostanymanagerialmeeting.Google’smanagementrealizesthateveryemployeehasastakeinthecompanyandemployeesinturnfeelaresponsibilityfortheoutcomeofthecompany’sprojects…. Google’smethodsattracttoptalentbecausetheirmanagementfocusesoncontrollingthroughsharedvision.Wheremanycompanieshavebureaucraticandlinearcontrols,Googleallowsemployeestosetandmaintaintheirownstandards.Theseopenpoliciestranslateintoadistinctivecorporatestructurethatinspiresgoodnatureandguidance.EmployeeslovetoworkatGoogle,butnotjustbecauseofperkssuchasflexibleworktimeandbonuses,theyalsolovetheworkthatcomesfromthecross‐functionalleadershipstructure.”29ThebottomlineatGooglethenisthatleaderstrulyfunctionasleaders,theydon’tgiveorders.

CONCLUSION

It’sveryclearthatthecultureandleadershippracticesatGooglefullyembraceallthreestepsofTheEngagement


Formula.ThishasnotonlymadeGoogleandextremelysuccessfulcompany,butaverydesirableplacetoworkaswell.


CASESTUDIES:GOOGLE

1Google,LifeatGoogle/WhyWorkatGoogle?http://www.google.com/intl/en/jobs/lifeatgoogle/(accessedonFebruary1,2012).

2DavidGoldman,“Google’sFighttoKeepitsTopMinds,”CNNMoney,(November10,2010)http://money.cnn.com/2010/11/10/technology/google_brain_drain/index.htm(accessedonFebruary1,2012).

3Google,Jobs/Benefits.http://www.google.com/intl/en/jobs/lifeatgoogle/benefits/(accessedonFebruary2,2012).

4Ibid.,BenefitsPhilosophy.

5Ibid.,Benefits.

6Ibid.,Company/TheGoogleCulture/AboutOurOffices.http://www.google.com/about/company/culture.html(accessedonFebruary2,2012).

7Ibid.,Company/TheGoogleCulture.

8TheWashingtonPost,“OnLeadership:GoogleCEOEricSchmidtonWorkplaceCulture,”video,7:27,http://www.washingtonpost.com/national/on‐leadership‐google‐ceo‐eric‐schmidt‐on‐workplace‐culture/2011/07/15/gIQAajkPGI_video.html(accessedonOctober10,2011).

9MichaelBurchellandJenniferRobin,TheGreatWorkplace(SanFrancisco:Jossey‐Bass,2011),58.

10NicholasCarlson,“GoogleCEOEricSchmidt:WeReallyDon’tHaveaFive‐YearPlan,”BusinessInsider(May20,2009),http://articles.businessinsider.com/2009‐05‐20/tech/30099731_1_google‐ceo‐eric‐schmidt‐googlers‐google‐people(accessedonFebruary2,2012).

11TheWashingtonPost,“OnLeadership:GoogleCEOEricSchmidtonWorkplaceCulture.”

12Google,Company/TheGoogleCulture.http://www.google.com/about/company/culture.html(accessedonFebruary2,2012).

13Ibid.,Company/OurMission.http://www.google.com/about/company/(accessedonFebruary2,2012).

14Ibid.,Company/OurPhilosophy.http://www.google.com/about/company/tenthings.html(accessedonFebruary2,2012).

15Ibid.

16“CorporateCultureExample:Google’sEricSchmidtonCulture&Hiring,CorporateCulturePros,(July6,2011),http://www.corporateculturepros.com/2011/07/corporate‐culture‐example‐google‐hiring/(accessedonFebruary2,2012).


17Ibid.

18“Google:ObsessedwithitsEmployees,”FINSTECHNOLOGY,(May11,2011),http://it‐jobs.fins.com/Articles/SB130505696841014767/Google‐Obsessed‐With‐Its‐Employees(accessedonFebruary2,2012).

19Ibid.

20TheWashingtonPost,“OnLeadership.”

21“Google:Obsessed,”FINSTECHNOLOGY.

22Google,Jobs/HiringProcess.http://www.google.com/jobs/joininggoogle/hiringprocess/index.html(accessedonFebruary2,20121).

23BurchellandRobin,TheGreatWorkplace,58.

24Google,Jobs/HiringProcess.

25Ibid.,Jobs/TopTenReasonstoWorkatGoogle.

26AmyLyman,“BuildingTrustbyWelcomingEmployees,”GreatPlacetoWorkInstitute,(2007),3http://www.google.com/#sclient=psy‐ab&hl=en&source=hp&q=building+trust+by+welcoming+employees&aq=0&aqi=g1g‐v3&aql=&oq=&pbx=1&bav=on.2,or.r_gc.r_pw.,cf.osb&fp=782384432d316272&biw=1408&bih=775(accessedonFebruary2,2012).

27TheWashingtonPost,“OnLeadership:GoogleCEOEricSchmidtonWorkplaceCulture.”

28Ibid.

29RoslynFrenz,“Google’sOrganizationalStructure,”eHowMoney,(2008)http://www.ehow.com/about_6692920_google_s‐organizational‐structure.html(accessedonFebruary2,2012).

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