Google Case Study

“Google case study” * How Google sensed the presence of the problem By analyzing performance reviews, feedback surveys, and nominations for top-manager awards, (correlating) phrases, words, praise and complaints. Problems faced by Google: 1- A brilliant manager in his technical field, had completely failed in leading his team Solution: He had one-on-one coaching from the inside staff at Google. Measure of solution success: after six months, team members were acknowledging in surveys that the manager had improved (employees feedback). – Hiring trap: managers often want to hire people who seem just like them Solution: interview process and hiring decisions are made by a group, to minimize the authority and power of the manager in making hiring decisions.

Measure of solution success: minimizing the power of managers in hiring decisions, hiring more fit employees to such positions regardless of personal judgment. 3- Biases in the cafeteria lineSolution: stacking smaller plates next to bigger ones at the front line, telling people an indirect message as they don’t like being told what to do, they like facts at which they are smart enough to decide upon them. Measure of solution success: employees drop 10-15 pounds without being directed to. * How it dealt with it Coaching managers and helping them with their execution. They are using the results of Project Oxygen, it seems, to train managers and help them execute better in their management roles.

A summery: ” what I learned from this case”Through the case, oxygen project has aproned that their tips and tricks are pretty straight forward and probably could come from “any smart HR person,” the question is “if these ideas are so easy, why isn’t everyone a great boss? ” Thing is, it’s usually the easiest, most simple ideas that we forget and that get lost in our complex brains. What we all need is a simple, but effective way to implement these “slappingly obvious” plans to become a better boss. The problem is, as with so many things in life, knowing what it takes is not the same as taking the time to get it done.What people want most from management is better communication A boss doesn’t need to be a dozen times smarter than their employees as long as they take the time to communicate goals clearly and discuss perceived obstacles We should learn from Project Oxygen that management systems must be set up in a way that allows communication to remain consistent, qualitative and relatively bias-free – or at the very least, bias-aware Managers are so overwhelmed, they forget to do the little things that make a huge difference in whether their employees care about doing a great job, and are able to do a great job, things like listening, catching people doing things right, expressing appreciation, showing you care about them as a person, reminding them of how they do makes a difference, and so. Managing and leading people is about listening, helping them with what they need to do a better job, taking time when they need it, showing them where everything is going, and staying consistent, again.