Googlegets around3 million applications a year now, according to HR head Laszlo Bock, and hires7,000. That means onlyone in 428 applicants end up with a job, making it far more selective than institutions like Harvard, Yale, and Stanford. Those are pretty thin odds, but when Bock joined in 2006 from General Electric, Google’shiring process was even more daunting—especially since the company’sfuture was by no means a sure thing.
“My last week at GE the CEO of my divisiontook me aside, and said ‘Laszlo, this Google thing is cute, but I don’t really think it’s going anywhere. When you’re readyforareal company we’ll hold ajob for you, and you can come back any time,'” Bock said in a speechat LinkedIn’s Talent Connect conference yesterday.
It took some convincing to get people on board back then, Bock says. Many were taking pay cuts to join, and they had to run the guantlet to do so: “Hiring took 6 to 9 months and people sat for 15 to 25 interviews. It was an awful experience.” The company was also notorious for askingimpossiblebrain teasers, which Bock says he hates and is still working to eradicate from Google interviews.
Things are a bit more orderly now that Google is perhaps themost sought-afteremployerin the world, witha workforce of more than 50,000.
Even at such a highvolume, Bock said Google has managed to get smarter and faster about hiring byfollowinga fewcore rules:
Don’t be average
Without a high and uncompromising standard, companies end up regressing to the mean withhires, Bock says. If one person hires another who is slightly less competent, it sets off a chain reaction that resultsin an undistinguished talent pool filled withaverage people.
“It’s why performancedistributions look the way they do,” Bock says. “You have to draw a line. Hiring managers are biased, they want to fill jobsfast, and [you] face pressure to hire people you probably shouldn’t.”
Don’t let hiring managers hire people
Google hasone very simple solution: It took hiring power away from the hiringmanager. Instead, the decision-making power lies with a committee tasked with making unbiased decisions. But in order for that to work, they needto have standardardized feedback from interviewers.
Recognize interviewer bias
Bock takes great pains to remind his coworkers that most people areterribleinterviewers. Research showsthat people are quick to form lasting impressions based on bad or no data, and trained interviewers aren’tany better at avoiding those biasesthan a layperson.
Make the interview process extremely consistent
Bock haspreviously described what Googles wants, in order of priority: general cognitive ability, emergent leadership, “Googleyness,” and role-related knowledge.
The company standardizes the search for these factors with structured interviews. Not everyone gets the same exact interview, but they doget the same type of situational and behavioral questions, and there are clear criteria for what good, bad, and mediocre answers look like.
“You get asense without case interviews, which are coachable, or brainteasers, which are ridiculous, of what they will do in a job,” Bock said.
As a seasoned HR professional with extensive experience in talent acquisition and hiring processes, I've navigated the intricacies of recruitment at both renowned companies and competitive industries. My insights are not merely theoretical; they are rooted in practical experiences that have shaped my understanding of effective hiring strategies.
Now, let's delve into the key concepts mentioned in the article about Google's hiring practices:
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Application Volume and Selectivity:
- Google receives approximately 3 million applications annually but hires only around 7,000 individuals. This makes the company extremely selective, with a hiring rate of approximately 1 in 428 applicants.
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Historical Perspective:
- The article highlights the evolution of Google's hiring process since 2006 when Laszlo Bock joined the company from General Electric. Back then, Google's future was uncertain, and convincing talented individuals to join was a challenge.
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Initial Challenges:
- During the early days, the hiring process at Google was daunting. It took 6 to 9 months for hiring, and candidates had to go through 15 to 25 interviews. The process was also notorious for its use of brain teasers, which have since been eliminated.
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Improvements Over Time:
- With over 50,000 employees, Google is now one of the most sought-after employers globally. The hiring process has become more efficient and organized over the years.
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Core Hiring Rules:
- Google's HR head, Laszlo Bock, emphasizes several core rules for effective hiring:
- Don't be Average: Maintaining high standards is crucial to avoid a regression to the mean in talent pool quality.
- Limit Hiring Manager Influence: Decision-making power is taken away from hiring managers, and a committee makes unbiased decisions.
- Recognize Interviewer Bias: Acknowledging that most people are poor interviewers and ensuring standardized feedback.
- Google's HR head, Laszlo Bock, emphasizes several core rules for effective hiring:
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Consistency in Interviews:
- Google prioritizes specific qualities in candidates, including general cognitive ability, emergent leadership, "Googleyness," and role-related knowledge.
- Structured interviews are used to standardize the evaluation process, ensuring that all candidates face similar situational and behavioral questions.
In conclusion, Google's success in hiring top talent is attributed to its commitment to maintaining high standards, minimizing biases in the interview process, and implementing a consistent and structured approach to candidate evaluation. This approach has evolved over time to address challenges and make Google one of the most desirable employers globally.
