WORK RULES LASZLO PDF

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“Work Rules” A look inside Google Laszlo Bock Book Notes by Dave Kraft Google is the most sought-after place to work on the planet according to Linkedin , Our. Editorial Reviews. Review. "The book is a true masterpiece." - alcocweibarcurl.cf "An intriguing profile Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead - site edition by Laszlo Bock. Download it read on any device. Additional gift options are available when downloading one eBook at a time . This insight is the heart of Work Rules!, a compelling and surprisingly playful manifesto with the Laszlo Bock leads Google's people function, responsible for .


Work Rules Laszlo Pdf

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Hi Dear, Your book “work rules” by Laszlo Bock is available at MyPustak, that too free of cost. Visit our website and order your required book of your choice for. “WORK RULES! is a surprising, unconventional book that is required reading for “Laszlo Bock has done far more than codify Google's recipe for its high- freedom Ebook ISBN Printed and bound in. Work Rules! is Laszlo Bock's attempt to answer these and other questions. Since , Laszlo Bock has led Google's human resources function, which includes.

The worst case scenario after recruiting a great candidate is that they end up performing at a mediocre level. But the worst case scenario after hiring an average candidate is that they drain a considerable amount of training resources and wind up performing below average!

Therefore, Google invests a great deal of time and resources in finding the right person for the job. They are incredibly scrupulous; hiring only 5, people a year out of one to three million applicants.

But what should you look for in a candidate? When Google first started out, they only hired people a year and the right candidate was an Ivy League graduate. Instead of hiring only those with prestigious degrees, Google started looking for candidates who showed resilience and the ability to overcome obstacles.

They realized that the best approach was to hire someone who was better than you, and to seek out those who can make everyone around them more successful. The Google hiring process involves slowly and carefully sifting through only the best performers in the field. Karen May, the current VP of People Development at Google, previously owned an HR consulting firm and actually turned down repeated offers to work for Google for four years.

But Google were convinced of her value and patiently pursued her until she finally agreed to join the company. Key Idea 3: Let your people — with the help of data — run the show. Yet at the same time, companies expect their employees to show initiative and autonomy in their job. See the contradiction? If you really want employees to own their jobs, do as Google does, liquidate status symbols and reduce bureaucratic hierarchy. Googlers are also trained to lead and influence through inspiration.

Want a VP title? Then show how well you can lead your project and people first.

But, as with any project, even if employees demonstrate ownership and influence, they still need a final decision maker. So how do you make the best decisions? Use data, not managerial opinion.

That way decision-making is transparent and less biased. Use data. Promotion is a touchy subject in every company, and this often exacerbated by gossip. But the Google VP responsible for people used her data to prove there were no biases surrounding promotions at Google.

When properly managed with data and open discussion, a power handover to employees is incredibly effective, resulting in the implementation of the best ideas.

Even when someone disagrees with a final decision, the reasoning behind it is clear to everyone. Key Idea 4: Both your best and worst employees represent opportunities for your company — seize them!

The best and worst performers make up the two tails of the performance curve. Both are the minority, while most employees are average performers, sitting in the middle of the curve. Even worse, companies also tend not to utilize their top performers. So how does Google use these two tails to its advantage?

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They place outstanding performers under the microscope and help out those who need to make improvements. This is a missed opportunity, as these are the people most familiar with best practices. How, then, do you study the best performers?

Google do exactly this and study their best employees using an internal research team, PiLab or People and Innovation Lab. This showed how a great manager is critical for top engineer performance. In fact, Googlers working for the best managers performed five to 18 percent better than those managed by weaker managers. PiLab also determined the main traits of best manager practices so the company could teach them to the under-performing managers.

Google also knows that in most cases, below average performance is the result of lack of skill or motivation, which may stem from personal issues or indicate a bigger problem in the team.

Finally, to really reach those who need a boost, Google regularly identifies the bottom five percent of employees and offers them training, or tries to fit them into a more appropriate role within the company.

Key Idea 5: Stop wasting resources on bad training, and use the best teachers within your own company. Shockingly, though, most company expenditure on training goes down the drain.

Training should deliver specific information that people will retain. A commonly held belief is that it takes 10, hours to become an expert in any particular skill. But research by Anders Ericsson shows that the best way to master a skill is to split the work into smaller tasks and aim for a specific improvement in one of these small tasks through repetition, feedback and correction.

McKinsey, a global consultancy firm, does this particularly well. First, the basic principles are taught, then consultants roleplay a scenario, and observe and discuss a video of their training. This process is repeated until the desired consultant behavior is achieved.

The training is intensive and expensive, but it ensures that every consultant leaves the training with excellent standards and the ability to cope in the best possible way with angry customers.

Who, then, should you hire to train your employees? When Google needs a trainer for sales representatives, it seeks out the best sales manager with the maximum amount of total sales and asks them to instruct lower performing sales representatives.

Work Rules! Summary

When employees train other employees, not only does it save money, but it also creates a more close-knit community. Who can understand the problems of a Googler better than another Googler? Key Idea 6: Sometimes Google rewards failure and pays people unfairly. Compensation can be a contentious issue. So how does Google go about it? How, then, do you study the best performers?

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Google do exactly this and study their best employees using an internal research team, PiLab or People and Innovation Lab. This showed how a great manager is critical for top engineer performance. In fact, Googlers working for the best managers performed five to 18 percent better than those managed by weaker managers. PiLab also determined the main traits of best manager practices so the company could teach them to the under-performing managers. Google also knows that in most cases, below average performance is the result of lack of skill or motivation, which may stem from personal issues or indicate a bigger problem in the team.

Finally, to really reach those who need a boost, Google regularly identifies the bottom five percent of employees and offers them training, or tries to fit them into a more appropriate role within the company. Key Idea 5: Stop wasting resources on bad training, and use the best teachers within your own company.

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Shockingly, though, most company expenditure on training goes down the drain. Training should deliver specific information that people will retain. A commonly held belief is that it takes 10, hours to become an expert in any particular skill. But research by Anders Ericsson shows that the best way to master a skill is to split the work into smaller tasks and aim for a specific improvement in one of these small tasks through repetition, feedback and correction.

McKinsey, a global consultancy firm, does this particularly well. First, the basic principles are taught, then consultants roleplay a scenario, and observe and discuss a video of their training.

This process is repeated until the desired consultant behavior is achieved. The training is intensive and expensive, but it ensures that every consultant leaves the training with excellent standards and the ability to cope in the best possible way with angry customers.

Who, then, should you hire to train your employees?

When Google needs a trainer for sales representatives, it seeks out the best sales manager with the maximum amount of total sales and asks them to instruct lower performing sales representatives. When employees train other employees, not only does it save money, but it also creates a more close-knit community.

Who can understand the problems of a Googler better than another Googler?

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Key Idea 6: Sometimes Google rewards failure and pays people unfairly. Compensation can be a contentious issue. So how does Google go about it? Unfortunately, this practice encourages top performers to look for better compensation elsewhere. Bill Gates reportedly said that a fantastic coder is worth 10, times more than an average coder. You may also witness a top performer in a junior role getting paid far above an average performer in a senior role.

But Google also learned there are often more effective ways to retain employees: offer experience rather than money. In , Google established a Founders Award for performance. Quite the opposite. It led people to look for other jobs where the chances of getting a generous award were higher.

Their mistake was rewarding with money instead of experiences, like a dinner for two or a team trip to Hawaii. It turned out these special occasions created more memories and brought teams together far better than cash could. In , Google announced the real-time collaboration tool Google Wave. One team worked on it for two years and agreed to forgo their bonuses in favor of higher compensation via stocks if Wave succeeded. Sadly, it failed, but Google rewarded the team anyway.

Because innovation means exploring the unknown, so there should be rewards for people who take calculated risks, even if they fail. Key Idea 7: Google confronts the dark side of its culture head on.

Unfortunately, sometimes these practices backfire. But when they do, Google knows how to handle it. Google suffers one major leak per year.

Not only that, but the company announces to everyone what was leaked and what happened to the employee who did it. The cost of a leak is small relative to the openness and transparency that the company values and upholds. What else can sometimes go awry?

In fact, between and , more than products were launched and then discontinued by Google. By being open and explaining the reasoning behind each cull, Google manages to maintain its focus and direction, and retains its managers instead of angering them. Finally, sometimes even company perks can go sour. Google is famous for its benefits and when it provides them, at first everyone is delighted. But after some time, some employees can start to feel entitled.

One employee, who became grumpy when the cafeteria used smaller plates, started throwing forks in the trash in protest, and some Googlers even threw food at the staff. The final straw was Meatless Monday, which was launched to benefit employee health. Yet after a month, only one employee threatened in an anonymous survey to move to Facebook, Twitter or Microsoft.

So Google shared the survey with its employees. In Review: Work Rules!

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They understand how to hire and retain the best staff, utilize the expertise already present in the company, give power to their workers, and keep them happy in their job. By studying these strategies, you too can learn how to lead and maintain a company that enjoys great success.

Actionable advice: Hire in teams. Confirmation bias can lead an individual to favoritize information or individuals that agree with their own beliefs.Amy Wrzesniewski Yale , Adam Grant Wharton , and others have shown this increases both productivity and happiness.

Twelve ISBN: Pay Unfairly. Pay Unfairly. The default leadership style at Google is one where a manager focuses not on punishments or rewards but on clearing roadblocks and inspiring her team. Google is famous for its benefits and when it provides them, at first everyone is delighted.