Not a Member? Get access to HR news and resources that you can trust.
Change can be scary, but deploying new HR software doesn't have to be.
Is your employee handbook ready for the New Year? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
We don’t just visit a city, we take it over. Join the HR community in NOLA -- June 18-21, 2017.
CHICAGO—When Laszlo Bock got an offer more than two years ago to head human resources at Google, he was surprised to learn that his title would be vice president, people operations.
“I thought, it’s human resources, why do they call it ‘people operations’? Someone told me that it would fool the engineers into thinking [the position] was technical,” he told an audience in a June 23 “Senior Practitioner Spotlight” presentation at the SHRM Annual Conference.
Bock quickly learned that job titles weren’t the only things Google did differently. The company, which prides itself on innovation and experimentation, takes the same approach to managing people.
“We really want to do the best for our employees because we believe that if we trust them and give them the freedom and tools to do their jobs, they will amaze and delight us,” Bock said.
While everyone knows about Google’s reputation for the generous benefits and perks it lavishes on its staff, Bock said that’s not the whole story.
“Yes, we do have 18 cafes and car washes and day care and dogs on campus and free laundry service. But that’s not who we are.”
Instead, Bock said the company’s 19,000 employees—called Googlers—are some of the best and brightest technical minds in the world who enjoy solving complex problems and care deeply about contributing to the organization’s mission of making information accessible and useful to all. The company has such an appealing employer brand that it receives more than 7,000 applications a day. In 2007, Google hired 5,000 new employees.
“We start from the assumption that people are good. And if you believe that, you don’t micromanage, you listen to everyone and you make people feel comfortable enough to make suggestions that may be a little off-the-wall.”
Bock, a member of Google’s Executive Management Group who joined the company in 2006 after working at General Electric and McKinsey, outlined his company’s strategy for attracting, retaining and developing its global workforce.
His advice on how to build a stellar workforce:
Desda Moss is managing editor for HR Magazine.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Join SHRM's exclusive peer-to-peer social network
SHRM’s HR Vendor Directory contains over 3,200 companies