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Learning Session On
• Background
Engineers Myth at Google
Larry & Sergey experiment (2002)
Google Dilemma – Managing highly skilled hires who ...
Each management behaviour was broken down into specific activities and best practices
BEST PRACTICE
Assign stretch assignm...
Outcome
• Aligned approach with Google culture
• By November 2012, the company had shown statistically
significant improve...
Video
http://bcove.me/g3yko7nk
An Audio Interview
http://hwcdn.libsyn.com/p/b/1/4/b14cd4bbcd968c2f/379__Improving_Manage
ment_at_Google.mp3?
c_id=6410092...
Learnings
• Lets reflect
– How we manage PMS and Career Development
– How well the feedback from employee surveys are
capt...
Thank you !
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Google's Project Oxygen

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This presentation reflects the study conducted by the People Analytics team of Google in an attempt to find out if manager's really matter and if they do then what the best managers do

Published in: Leadership & Management

Google's Project Oxygen

  1. 1. Learning Session On
  2. 2. • Background Engineers Myth at Google Larry & Sergey experiment (2002) Google Dilemma – Managing highly skilled hires who don’t value mgmt Debunking engineers myth – 2009; Do Managers Matter? • Research-1 Exit Interviews, Googlegeist ratings and semiannual review Identified high-scoring managers and low scoring managers • Research-1 Findings High scoring manager – less turnover on their teams Connection between managers quality & employee’s happiness • Conclusion & Building up to next Research Managers indeed mattered What do high scoring managers do? • Research-2 Performance reviews, googlegeist, great-mgr awards, interviews Interviews with high and low scoring managers • Research-2 Findings 8 key behaviors demonstrated by the company’s most effective mgrs 3 pitfalls of Mgrs • Putting findings into practice Assessments & Training Programs, UFS & TMS Panel Discussions featuring high-scoring managers New managers orientation – Start Right ‘Great Manager Award’ revamped 8 key behaviors - Ranked by importance 3 pitfalls of Managers Have trouble making a transition to the team Lack a consistent approach to Perf Mgmt & Career Development Spend too little time managing and communicating
  3. 3. Each management behaviour was broken down into specific activities and best practices BEST PRACTICE Assign stretch assignments to empower the team to tackle big problems Comments: “My manager was able to see my potential and gave me opportunities that allowed me to shine and grow. For ex: early on in my role, she asked me to pull together a cross-functional team to develop a goal-setting process. I was new to the role, so she figured it would be a great way for me to get to know the team and also to create accountability and transparency. Once it was developed, she sent me to one of our Europe offices—on my own!—to deliver the training to people managers there.”
  4. 4. Outcome • Aligned approach with Google culture • By November 2012, the company had shown statistically significant improvements in multiple areas of managerial effectiveness. • Lowest-scoring managers particularly improved in the areas of – coaching and career development • Significant improvement in 75% of their worst performing employees • ‘Better the knowledge, better the manager’ proved wrong • Managers Matter was proved • Paved way for analytics in HR
  5. 5. Video http://bcove.me/g3yko7nk
  6. 6. An Audio Interview http://hwcdn.libsyn.com/p/b/1/4/b14cd4bbcd968c2f/379__Improving_Manage ment_at_Google.mp3? c_id=6410092&expiration=1426409052&hwt=a39bcb4c176e3b09db078d0abbd6 73eb Link:
  7. 7. Learnings • Lets reflect – How we manage PMS and Career Development – How well the feedback from employee surveys are captured, And what do we do with the output – How we change any process, policy or programs • Create a management model with clearly defined basics and Assess the behavior against that model • Understanding that Analytics is key for better people decision making
  8. 8. Thank you !

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