Here Are Google's 9 Hiring 'Dos' And 'Don'ts' Do hire people who are smarter and more knowledgeable than you are. Don't hire people you can't learn from or be challenged by. Do hire people who will add value to the product and our culture. Don't hire pe...
Overworked in a good way Work-life balance. This is another touchstone of supposedly “enlig...
Overworked in a good way Work-life balance. This is another touchstone of supposedly “enlightened” management practices that can be insulting to smart, dedicated employees. The phrase itself is part of the problem: For many people, work is an important part of life, not something to be separated. The best cultures invite and enable people to be overworked in a good way, with too many interesting things to do both at work and at home. So if you are a manager, it’s your responsibility to keep the work part lively and full; it’s not a key component of your job to ensure that employees consistently have a forty-hour workweek. We’ve both worked with young moms who go completely dark for a few hours in the evening, when they are with their families and putting their kids to bed. Then, around nine, the emails and chats start coming and we know we have their attention. (Dads too, but the pattern is especially true for the working moms.) Are they overworked? Yes. Do they have too much to do at home too? Yes. Are they sacrificing their family and life for work? Yes and no. They have made their lifestyle decisions. There are times when work overwhelms everything and they have to make sacrifices, and they accept that. But there are also those times when they sneak away for an afternoon to take the kids to the beach or—more likely—have the gang drop by the office for lunch or dinner. (Google’s main campus courtyard on a summer evening looks like family camp, there are so many children running around while their parents enjoy a nice dinner.) The intense stretches may last for weeks or even months, especially in start-ups, but they never last forever. Manage this by giving people responsibility and freedom. Don’t order them to stay late and work or to go home early and spend time with their families. Instead, tell them to own the things for which they are responsible, and they will do what it takes to get them done. Give them the space and the freedom to make it happen. Marissa Mayer, who became one of Silicon Valley’s most famous working mothers not long after she took over as Yahoo’s CEO in 2012, says that burnout isn’t caused by working too hard, but by resentment at having to give up what really matters to you. 46 Give your smart creatives control, and they will usually make their own best decisions about how to balance their lives. 47 Keeping them in small teams can help too. In small teams, teammates are more apt to sense when one member is burning out and needs to go home early or take a vacation. A big team may think someone who takes a vacation is slacking off; a small team is happy to see that empty seat. We encourage people to take real vacations, although not to promote “work-life balance.” If someone is so critical to the company’s success that he believes he can’t unplug for a week or two without things crashing down, then there is a larger problem that must be addressed. No one should or can be indispensable. Occasionally you will encounter employees who create this situation intentionally, perhaps to feed their ego or in the mistaken belief that “indispensability” equals job security. Make such people take a nice vacation and make sure their next-in-line fills in for them while they are gone. They will return refreshed and motivated, and the people who filled their shoes will be more confident. (This is a huge hidden benefit of people taking maternity and paternity
The herd effect
As 招As， B招B,C,D,E...因为怕自己看起来不如招的人好自己没法升值。。。所以永远要招最聪明的人。
Hire leaning animals
Henry Fordanyone who stops learning is old, whether at twenty or eight. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.
招人就是sourcing, interviewing, hiring, compensation.
The herd effectAs 招As， B招B,C,D,E...因为怕自己看起来不如招的人好自己没法升值。。。所以永远要招最聪明的人。Hire leaning animalsHenry Ford
anyone who stops learning is old, whether at twenty or eight. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.
要招你愿意一起等飞机的，有意思的人。招人就是sourcing, interviewing, hiring, compensation.sourcing: 不一定是一定要照着现在这个job description招人，只要有能力，给几个月就可以学新的语言。offer厉害的人他现在公司给不了的，比如转一个track之类的。利用referral, everyone knows someone great.Interviewing: 面试是最重要的技能，是在公司做的最重要的事。应该看他们的简历，上网搜，面试目的是find the limits of his capabilities, not have a polite conversation. 问题应该large and complex, with a range of answers to draw out the person's thought process, 问问题的可以push back on来考察candidate如何defend自己。问一个人过去经验的问题时，不要问那些他们能之前准备过的就重复自己经验的那种，要问能show off some thinking那种，比如“what suprises you about...”。注意面试时，candidate也在考察你们，厉害的人通常手里有很多offer. 会问问题的人也值得注意。要不断练习才能提高面试别人的能力。面试30分钟，每人最多5次，再多就没啥意义了。Google打分制1-4分，必须有一个人给打4分一定要这个人才会要。他们看重leadership, coding skills, how you think, what makes you unique and if this is a place you'll survive.rewards:参见体育界，明星给的是其他运动员的几倍几百倍现在是信息社会，product至上
so it follows that big rewards should be given to the people who are closest to great products and innovations. This means that yes, the lower-level employee who helps create a breakthrough product or feature should be very handsomely rewarded. Pay outrageously good people outrageously well, regardless of their title or tenure. What counts is their impact.
要是我们老板也这么想就好了！明星员工应该用来交换给其他部门。如果员工要走，要尽力挽留，因为他们走了经常把他们追随者也带走了。要listen他们的诉求， they want to be heard, to be relevant and valued. firing sucks，如果这个人真的是low performer影响到team了那也应该。但不能这么计划，因为team已经受其一段影响了，是不可逆转的。这并不是在招人的时候不努力的借口。Google's hiring dos and dont's招比你聪明比你有知识的人，不要招你从其身上学不到东西的人。招给产品和我们的culture增加value的人，两者都做到才行。招能get things done的人而不是think about problems的人。招有热情，self-motivated的人，而不是就想找个工作的人。招inspire其他人，work well with others的人招能和公司一起成长的人，而不是narrow skill sets or interests。招全面型人才，而不是工作狂。招有道德的交流开放的人，而不是耍手段的人。招great candidates, don't settle for anything less.有关career planning现在时代比如紧抓潮流，至少得赶上一个大的才行。所以选对行业非常重要。要听取在科技方面savvy的人的意见。career planning是一定要进行的。不进行是不可能到达那儿的。如何创建计划：思考你理想中5年后的工作，想做什么，想在哪儿做，想挣多少钱。给它写个job description，如果在网上看见招聘启事，那它是什么样的？假设已经五年后了你已经在做这个工作了，你当时的简历是什么样的？你需要做什么才能达到那儿？要不断思考你的ideal job，assess自己的长处和弱点，你需要改进哪些方面才能到那儿？这需要别人给你建议，比如manager和同事。你该如何到达你的目标，需要什么样的training?什么样的工作经验？现在几样必备技能：统计、阅读、练习promote你自己的elevator pitch、出国工作或旅行
Job seekers should also have an elevator pitch. This shouldn't be a condensed version of your resume, but should rather highlight its most interesting parts along with what you want to do and the impact you know you will have --the benefit to the customer and the company. What can you say that no one else can?
有关passion和contributionSheryl Sandberg:"It is the ultimate luxury to combine passion and contribution. It's also a very clear path to happiness."
You will not be as successful as you could be if you only like what you do and don't love it.
大多数人刚开始找工作时不在乎这点，有个工作就开心了，随着career progresses发现这不是自己想要的。你可以adjust your course，让自己五年后的理想工作更贴近自己的梦想。
<原文开始> She is analytically smart. She is comfortable with data and can us. prototypes it to make decisions. She also understands its fallacies and is wary ci endless analysis, Let data decide, she believes, but dont let it take owe. She is business smart. She sees a direct line from technical e tise to Product excellence to business success, and understands the value of all thre...
<原文开始> She is analytically smart. She is comfortable with data and can us. prototypes
it to make decisions. She also understands its fallacies and is wary ci endless analysis, Let data decide, she believes, but dont let it take owe. She is business smart. She sees a direct line from technical e tise to Product excellence to business success, and understands the value of all three.
She is competitive smart. Her stock-in-trade starts with innova-tion, but it also includes a lot of work. She is driven to be great, and that doesn't happen 9-to-3
She is user smart. No matter the industry, she understands her product from the user or consumers perspective better than almost anyone, We call her a "power user, not just casual but almost obsessive in her interest. She is the automotive designer who spends her weekendsfixing up that '69 GTO, the architect who can't stop redesigning herhouse. She is her own focus group, alpha tester, and guinea pig A smart creative is a firehose of new ideas that are genuinely newHer perspective is different from yours or ours. It's even occasiona lallydifferent from her own perspective, for a smart creative can play theperspective chameleon when she needs to.
She is curious creative. She is always questioning, never satisfied.
<原文开始>with the status quo, seeing problems to solve everywhere and thinkingthat she is just the person to solve them. She can be overbearing %e She is risky creative. She is not afraid to fail, because she believesthat in failure there is usually something valuable she ean alage.Either that, or she is just so damn confident sh le knows that even inthe event that she does fail, she can pick herself up and get it right thenext time around
She is self-directed creative. She doesn't wait to be told what to dand sometimes ignores direction if she doesn't agree with it. She takesaction based on her own initiative, which is considerable She is open creative. She freely collaborates, and judges ideas andanalyses on their merits and not their provenance. If she were into needle oint, she would sew a pillow that said, "Ifi give you a penny, then you'rea penny richer and I'm a penny poorer, but if I give you an idea, then youI have a new idea but I'li have it too. Then she would figure out a wayto make the pillow fy around the room and shoot lasers She is thorough creative. She is always on and can recite thedetails, not because she studies and memorizes, but because she knowsthem. They are her details
She is communicative creative. She is funny and expresses herself ith fair and even charisma, either one-to-one or one-to-many</原文结束>
In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.
Traditional corporate world:
They were devised over a century ago, at a time when mistakes were expensive and only the top executives had conprehensive information. In this traditional command-and-control atructure, data folows up to the executives f...
In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.Traditional corporate world:They were devised over a century ago, at a time when mistakes were expensive and only the top executives had conprehensive information. In this traditional command-and-control atructure, data folows up to the executives from all over the organization, and secisions subsequently flow down. This apporach is designed to slow things down, and it accomplishes yhe task very well. Meaning that at the very moment when business must permanently accelerate, their architecture is working against them.
Eric Schmidt 和 Jonathan Rosenberg在书中说道，若要他们作场演讲，大致列举了内容，也许会让你成为行业中的战斗机。其中几点读来危机感陡增，有必要警醒自己。
Lawrence Peter Berra曾说：“如果你不知道前进的方向，就要注意了，因为你也许实现不了自己的目标。”