Introduction
Thanks for a comment from linkedin on Feb. 21, 2017:
Read about how Google started out in Laszlo Bock's wonderful book on their unique culture, "Work Rules". In particular, if you are super patient in hiring only the best, then you will keep the bar very high and not settle. Take away as much bias as possible. Get many points of view. Use the same interview questions for all candidates. Be as transparent as you dare. Don't let individual managers make hiring decisions. Those are lessons from that book.
Study of video:
21 minutes video, take down some notes:
First round, 21 minutes:
1. How manager plays role? What kind of trials failed, 500 engineer reports to 1 manager.
2. Hiring committee, maintain the bar vs hiring manager decision.
3. Deliberate concentrated practice, work on very small thing a time.
4. Book - fairness about compensation, 10 thousand to 2 million in stock option, wide distribution
Distributed - pay transparent, no one is happy.
Procedural adjustment - validate, test and make sure outcome is fair
Market value - adjust to keep them
Second round, 21 minutes:
1. Evaluate the hiring manager's power, take it away.
Bias -> 10 second rules -> trained psychologist vs college sophomore - > 20 minutes -> 10 minutes -> 10 second rules, confidence, agreeable, conscientious
2. Separate committee - hiring committee makes decision -> evidence, hiring objectively
Structure questions - screen problem solving ...
3. Don't make decision on one person's opinion
4. Get work done.
Manager may control everything vs peer review, take away as much power from the manager.
One time 500 engineers reports to one person.
5. Training people - tiger practices golf in the rain, came back in 3:00 am morning. Good chance to practice, deliberate concentrated training.
Learn best to work on a small thing.
6. GE -> Google, 6000 employee -> 55,000 employees.
Interview process takes a long time. Focus on people and culture.
Small signal you send out is very important. Healthy paranoid to lose the culture.
7. HR - Do not worry about hiring HR until you have 50 people or more.
How to manage and lead so many people?
8. Pay unfairly - power of laws distribution - business, law, and sports
Performance - athletes
Average people know the performance is observable, measurable.
Best people are way way better than average people.
10 times more for average person - 10 thousand vs 1 million
Be able to justify in your team. Transparent - no one is happy.
Procedural adjustment - validate, measure and test.
Based on job, not prior pay. No gender difference.
People will get it in the market.
3rd round:
Talk about deliberate concentrated practice:
Give two things, first one (?), one is feedback
Small things adds up to large thing <- argument?
Every single year, compensation, 20% 30% more or 10 times more, exponential.
How Laszlo Bock answered question very well?
Avoid halo effect, hire same type people -
Follow up
Sept. 14, 2019
I did not feel so good since I had two onsites in 2019. I had one from Amazon Vancouver on August 15, 2019, Facebook on August 20, 2019. One onsite from Fortinet in June, 2019, one phone screen from Docusign on Sept. 12, 2019.
I like to learn how to understand myself as a candidate.
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