Sublime

In order to add 500 people a year you need to change the way you approach and scale your recruiting organization, you need to think deeply about employee onboarding, and you need to maintain and evolve your culture. In this chapter we cover these and other shifts required to hire and manage talent.

“The CEO of Automattic on Holding ‘Auditions’ to Build a Strong Team” from the April 2014 issue of the Harvard Business Review (find it on hbr.org).

Googler2Googler,

Before Google’s people operations team introduces a major change in policy, they often run it by the Canaries for critical feedback.

“What if everyone at Google had an amazing manager? Not a fine one or a good one, but one that really understood them and made them excited to come to work each day. What would Google feel like then?”

Based on our experiments, in early 2013 we stopped doing quarterly ratings, in favor of every six months.

“Does your manager trust you?” is a profound question.

The first step to mass empowerment is making it safe for people to speak up.

I had the pleasure of working with Frank Wagner, who is now one of our key People Operations leaders at Google, in 1994, when we were consultants. In the minutes before every client meeting, he would take me aside and ask me questions: “What are your goals for this meeting?” “How do you think each client will respond?” “How do you plan to introduce