滬江小編：本文是谷歌產(chǎn)品管理和營(yíng)銷高級(jí)副總裁Jonathan Rosenberg在其母?？巳R蒙特·麥肯納學(xué)院向畢業(yè)生分享的他自己多年的職場(chǎng)經(jīng)驗(yàn)，包括溝通、文化、團(tuán)隊(duì)建設(shè)、決策、創(chuàng)新和謙卑等六方面內(nèi)容，一共42條“職場(chǎng)生存軍規(guī)”。
Jonathan Rosenberg簡(jiǎn)介：作為谷歌產(chǎn)品高級(jí)副總裁的他，堅(jiān)信“更開放，意味著更好的 谷歌 和更好的世界”。他圍繞 Chrome 和 Android 建立團(tuán)隊(duì)。事實(shí)證明，他是頗有預(yù)見性的。今天，Chrome 和 Android 成了谷歌最具戰(zhàn)略意義的兩大收獲。
Team Building
團(tuán)隊(duì)建設(shè)
#1 Interview well.
#1 用心面試
You have to learn how to interview well -- just like you would learn any other skill. “Hiring is the heart and soul of the company. People think it’s the
gourmet lunches, massages, espresso drinks and all that stuff that bring people to Google. But the main reason people come to Google is to work with great people.” It’s a virtue that
compounds. Great people not only make a great company, they also attract more great people.
你不得不學(xué)學(xué)如何面試——就像你學(xué)習(xí)其他技能一樣?！罢衅甘且粋€(gè)企業(yè)的靈魂。人們認(rèn)為精致的午餐、信息、espresso 飲料和其他福利是吸引人來Google 的原因。但人們來Google 最主要的目的是跟牛逼的人一起工作?！边@是一種優(yōu)秀品質(zhì)的復(fù)合效應(yīng)。好的員工不僅僅會(huì)組建一個(gè)好的企業(yè)，而且能吸引更多優(yōu)秀的人才。
#2 Hire by committee.
#2 團(tuán)隊(duì)招聘
All too often, companies allow hiring managers to call all the shots. “At Google, we didn’t do that. The gate is a committee. And, similarly, promotions should be a peer review process.”
允許人力資源經(jīng)理在最后時(shí)刻拍板再尋常不過?！霸贕oogle，我們從不這樣。招聘委員會(huì)負(fù)責(zé)面試新人；同樣的，晉升則需要得到平級(jí)同事們的認(rèn)可。”
#3 You can’t teach passion.
#3熱情是與生俱來的
“The guys who invented Google Sky are software engineers, not astronomers,” Rosenberg says. “They didn’t build this super cool product because they’re great engineers. They did it because they love astronomy.” When
enthusiasm is real, everyone can feel it -- it’s a tangible energy that lights people up. When hiring, it’s important to spot passion, even in other areas of a candidate’s life. “How can you expect people to be passionate at work if they’re never passionate about anything?”
“發(fā)明Google Sky 的是軟件工程師，而不是航天員，”Rosenberg 說，“他們不因?yàn)樽约菏莾?yōu)秀的工程師才去做這個(gè)贊到爆的產(chǎn)品，他們這么做僅僅是因?yàn)樗麄儛酆教?。如果你有發(fā)自內(nèi)心的熱情的話，每個(gè)人都能感覺到，這是一種看得見、摸得著的能量，能讓整個(gè)人發(fā)光發(fā)熱。所以在招聘時(shí)，善于發(fā)現(xiàn)應(yīng)聘者的熱情，即使是別的方面的熱情。一個(gè)人如果對(duì)什么都提不起興趣，如何指望他能對(duì)工作保有熱情？
#4 Don’t hire specialists.
#4別請(qǐng)專才
“Especially in tech,” Rosenberg says. “And don’t grow up to be a specialist. The job will change, and the underlying pace of the technology will transform the landscape so quickly that the specialist’s job will be gone.” As Einstein said, “Change is the only thing that is
permanent.”
“尤其是在科技界，”Rosenberg 說，“不要成長(zhǎng)為一個(gè)專才，因?yàn)楣ぷ鲿?huì)變，當(dāng)下科技的腳步變化太快，專才會(huì)無所適從?！闭鐞垡蛩固顾f：變化是唯一不變的存在?！?/div>
#5 Slow down.
#5放慢腳步
Urgency of a role isn’t sufficiently important to
compromise quality in hiring.
不能因?yàn)榧敝腥耍档土苏衅傅拈T檻。
#6 Diversity is your best defense
#6 多元化是無價(jià)寶
…against
myopia,” Rosenberg says,
extolling the virtues of hiring all kids of people. “People with different backgrounds see the world a little differently. That’s invaluable. You can’t teach that kind of insight.
不同背景的人，對(duì)于世界有著不同的看法。這是無價(jià)之寶，這樣的見解是教不會(huì)的。
#7 Be selective.
#7 精挑細(xì)選
Instead of laying off the bottom 10%, don’t hire them. It’s way harder to fire people than it is to hire them.
不要把標(biāo)準(zhǔn)降低10% 去招聘不合適的人，解雇他們比聘用他們難得多。
#8 Life isn’t fair.
#8 生活本就不公平
“The average Major League Baseball player makes $3 million a year. I wanted to play baseball but I wasn’t good enough. I’d pay $3 million just to walk out to center field in Giants uniform, but even that’s not going to happen because life’s not fair,” Rosenberg says. The same goes for managing teams. “You shouldn’t tell people they’re doing a great job when they're not.” He warns against leading like a Little League coach -- giving everyone a trophy and unwarranted positive feedback. “Real life is a meritocracy. Some perform better than others. So if you want better performance from the best, celebrate and reward what you want to see more of.”
羅森堡說，“美國(guó)職業(yè)棒球聯(lián)盟球員人均年收入300 萬美元，我想去打棒球，可惜我不夠格。我愿花300 萬美元穿著巨人隊(duì)的球衣才能穿過場(chǎng)地，而就連這也是癡心妄想，因?yàn)樯畋緛砭筒还?。這和管理團(tuán)隊(duì)一樣，你不能在別人出岔子的時(shí)候還表?yè)P(yáng)他們‘干得漂亮’”——他警告不能像體育教練那樣管理團(tuán)隊(duì)——每個(gè)人都能得一個(gè)無關(guān)緊要的鼓勵(lì)獎(jiǎng)。現(xiàn)實(shí)生活是優(yōu)勝劣汰的，如果你想要看到人們的最佳表現(xiàn)，賞罰分明吧。
#9 仔細(xì)鑒別，挑出不靠譜的人
It’s important to single out and remove the bad eggs. Rosenberg has a whole bad egg theory: “You go to a party and there’s six pieces of sushi left. Your friend goes ahead of you. He takes five pieces. Bad egg. You see someone in the dining hall. They spill something, and they give it a
perfunctory wipe. Bad egg. Get rid of bad eggs.”
