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GoogleHRbosssharesthecompanys
4rulesforhiringexceptional
employees
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SpencerPlatt/Getty

EmployeesworkintheGoogleNewYorkCity
office.

Googlereceivesmorethantwomillionjobapplicationsfromaroundtheworld
eachyear,hiringseveralthousandofthosecandidates.
Ittakesanaverageofsixweekstosecureahire,andeverycandidateneedstobe
screenedbytheirpotentialboss,potentialcolleagues,ahiringcommittee,and
finallyGoogleCEOLarryPage.

IfyouwonderedifthistakesalotofGooglertime,itdoes,Googlesseniorvice
presidentofpeopleoperationsLaszloBockwritesinhisnewbookWorkRules!
(http://www.amazon.com/gp/product/1455554790/ref=as_li_tl?
ie=UTF8&camp=1789&creative=390957&creativeASIN=1455554790&linkCode=as2&t
20&linkId=FCWK4WK6LRRRFZTA)Buthesaysthattimehasbeencutdown
significantlybymakingthehiringprocessmoreefficient.
Intheearlydaysofthecompany,hiringwouldtakefourto10hoursofamanagers
timeeachweek,withtopexecutivesspendingafulldayonit.By2013,the
companyhadgrownto40,000employeesbuthadslashedthattimetooneanda
halfhours.
BockexplainsthatyearsofresearchandexperimentationhelpedGooglegethiring
exceptionalpeopledowntoanearscience.Therearefoursimpleprinciplesthat
canhelpeventhesmallestteamdomuch,muchbetterathiring,hewrites.
Weveexplainedthembelow.

1.Setanuncompromisablehighstandard.
Youwillbeabletoquicklydetermineifsomeoneisworthevenaninitialinterview
bysettingthebarhighandnotbudgingit.
Beforeyoustartrecruiting,decidewhatattributesyouwantanddefineasagroup

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NeilsonBarnard/GettyImages

LaszloBock,seniorvicepresidentofpeople
operationsatGoogle.

whatgreatlookslike,Bockwrites.Agoodruleofthumbistohireonlypeople
whoarebetterthanyou.
Thisappliestoallpositions,heexplains.Ifyourehiringanadministrative
assistant,dontsimplylookforsomeonewhocanansweraphoneandschedule
yourmeetingsfindsomeonewhowillmakeyourjobeasierbyorganizingyour
timeandprioritiesbetterthanyouevercould.
Andifanemployeesearchistakinglongerthanyouwouldlike,bepatientand
concentratemoreofyoureffortonthetask.
Donotcompromise,Bockwrites.Ever.

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2.Findcandidatesonyourown.
Googleworkswithsomerecruitmentfirms,butonlyinspecificsituationsinwhich
outsideexpertiseisarequirement,suchasbuildinganewteaminanothercountry.
ThecompanyhasusedthirdpartyjobboardslikeMonsterinthepast,butpulled
backfromthemafteritsreputationgrewsufficiently,mostlybecauseitfoundthat
toomanyofthosesitesuserssendoutgenericmassjobapplications.
Today,Googlereliesonitsowncareersportalandthereferralsitsolicitsfrom
Googlers.Andwhenyourcompanybeginsgrowing,Bocksays,askyourbest
networkedpeopletospendevenmoretimesourcinggreathires.
HealsorecommendsthatmanagersmakeuseofLinkedIn,Google+,alumni
databases,andprofessionalassociationstodiscovertalent.

3.Putchecksinplacetoassesscandidatesobjectively.
AnorganizationthesizeofGooglecanaffordtohavealargegroupofpeoplespend
timewitheachcandidate,butevensmallercompaniesneedtoavoidplacingthe
burdenofhiringsomeoneontooneindividual.
Includesubordinatesandpeersintheinterviews,makesureinterviewerswrite
goodnotes,andhaveanunbiasedgroupofpeoplemaketheactualhiringdecision,
Bockwrites.Periodicallyreturntothosenotesandcomparethemtohowthenew
employeeisdoing,torefineyourassessmentcapability.

4.Providecandidateswithareasontojoin.
JonathanRosenberg,formerSVPofproductsandcurrentadvisortoLarryPage,
usedtokeep200Googleemployeesrsumsinhisoffice.
IfacandidatewasonthefenceaboutjoiningGoogle,Jonathanwouldsimplygive
themthestackandsay:Yougettoworkwiththesepeople,Bockwrites.

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AccordingtoBock,
thecandidate
wouldlookthrough
theimpressive
collection,
includingeveryone
fromtheinventor
ofJavaScriptto
Olympicathletes,
andaskRosenberg
ifhehadcherry
pickedthemto
whichhewould
honestlyreplyno.
Thetechnique
workedeverytime.
Makeclearwhy
theworkyouare
doingmatters,and
letthecandidate
experiencethe
astoundingpeople
theywillgetto
workwith,Bock
writes.

NOWWATCH:
7clichsyou
ThenewbookfromGooglesHRboss.
shouldnever
useinajob
interview(http://www.businessinsider.com/jobinterviewcliches
answerscareersearchadvice20153)
Hachette

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