کتاب اسرار کار

اثر لزلو باک از انتشارات کتاب مهربان - مترجم: محمد حسین میر مجیدی-جدید ترین کتاب ها

بر اساس آخرین تحقیقات در اقتصاد رفتاری و درک عمیق روانشناسی انسان، قوانین کار! بک ما را درون یکی از کسب و کارهای موفق ترین کسب و کار تاریخ قرار می دهد تا نشان دهد که چرا گوگل دائما یکی از بهترین مکان ها برای کار در جهان را رتبه بندی کرده است و 15 سال کار تحقیق و توسعه کارگران را به اصولی که آسان است به کار می اندازد، از یک یا یک تیم از هزاران نفر. قوانین کار! نشان می دهد که چگونه برای ایجاد تعادل بین خلاقیت و ساختار، منجر به موفقیت شما می توانید در کیفیت زندگی و همچنین سهم بازار را اندازه گیری کنید. آن را بخوانید تا یک شرکت بهتر از درون و نه از بالا ساخته شود؛ خواندن آن را به شادی خود را در آنچه شما انجام می دهید.


خرید کتاب اسرار کار
جستجوی کتاب اسرار کار در گودریدز

معرفی کتاب اسرار کار از نگاه کاربران
I think this is a must read for any leader in a modern business. Google has done a lot of things right both in their products and also in how they run their company and build their culture, and this is a fairly detailed account of how theyve built an impressive culture, and is written by someone who knows - their head of HR. Im a little surprised he told as much as he did - but I suppose it will only help for recruiting.

Goodreads is now a subsidiary of Amazon, and I have spent significant time learning to integrate the best of Amazons culture with ours. And Im happy to say that many - perhaps most - of the best practices listed in the book are also used by Amazon. Things like hiring people smarter than you, hiring committees and having objective people on them, committees to approve promotions, focusing on the two tails, and more. These dont seem to be things all companies do yet - but should.

So while much of the practices were things Im already doing or aware of - there was a lot I learned from the book too. Here are some of the bigger takeaways I had.

One of the more interesting ones was the notion to separate performance reviews from compensation discussions. This makes a lot of sense, is something we have already been making progress towards, and is something Im going to think about more.

“Traditional performance management systems make a big mistake. They combine two things that should be completely separate: performance evaluation and people development. Evaluation is necessary to distribute finite resources, like salary increases or bonus dollars. Development is just as necessary so people grow and [email protected] If you want people to grow, don’t have those two conversations at the same time. Make development a constant back-and-forth between you and your team members, rather than a year-end [email protected]

Another one was giving managers a bi-annual scorecards from their directs on how they did on ~10 dimensions that Google has determined are the determinants of a great manager. And no surprise (but very important to keep in mind), the book found that @manager quality was the single best predictor of whether employees would stay or leave, supporting the adage that people don’t quit companies, they quit bad [email protected] While we do a lot of surveys, we havent packaged up the managers feedback into a report like this, and I think that would be powerful.

Laszlo was impressive in citing lots of research to prove his points. It was one of my more favorite things about the book - he is clearly a student of human development. This led to lots of tidbits that apply pretty broadly, and which are great things to keep in mind when building a business.

The chapter on nudges was I think my favorite in the book. Pretty cool the depth to which they have taken these - reminds me a lot of the onboarding funnel analysis Ive done for Goodreads - paying attention to where you can message timely, relevant, easily actionable messages that will result in people taking desired actions, and a/b testing the results. Pretty impressive they a/b test that kind of stuff at Google! Examples given were around lists on how to onboard someone as a manager, how to be onboarded as a newbie, how to get more people to save money earlier in life and enroll in the 401K program (his data here was impressive - on how people of the same income bracket vary widely on wealth accumulated in their lives based purely on how much they save when they are young), and how to get people to eat healthier by putting the healthier foods in the kitchens more prominently.

@Nudges are an incredibly powerful mechanism for improving teams and organizations. They are also ideally suited to experimentation, so can be tested on smaller populations to fine-tune their [email protected]

Laszlo did a great job of explaining a lot of the psychology behind nudges too. My favorite was the research about checklists, and story about how the Airforce found that even the smartest, best trained pilots can make mistakes, but having checklists reduces their error rates significantly.

@I realized that management too is phenomenally complex. It’s a lot to ask of any leader to be a product visionary or a financial genius or a marketing wizard as well as an inspiring manager. But if we could reduce good management to a checklist, we wouldn’t need to invest millions of dollars in training, or try to convince people why one style of leadership is better than another. We wouldn’t have to change who they were. We could just change how they [email protected]

@It turns out checklists really do work, even when the list is almost patronizingly simple. We’re human, and we sometimes forget the most basic [email protected]

Another thing I loved was the focus on identifying the people who are best at a specific skill, and designing a program for them to teach that skill to others. G2G (Googlers 2 Googlers).

@Giving employees the opportunity to teach gives them purpose. Even if they don’t find meaning in their regular jobs, passing on knowledge is both inspiring and [email protected]

I liked his descriptions of deliberate learning. He gave examples of asking after every meeting @what did we learn and how could we do better in the [email protected] And the story about Tiger hitting golf balls at 4am in the rain was pretty sweet.

@Ericsson refers to this as deliberate practice: intentional repetitions of similar, small tasks with immediate feedback, correction, and [email protected]

My favorite tidbit - which I know to be true but is something great to keep in mind - is how to motivate people: let them connect to the people their work is helping.

@even a small connection to the people who benefit from your work not only improves productivity, it also makes people happier. And everyone wants their work to have purpose.

Bock, Laszlo (2015-04-07). Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead (pp. 340-341). Grand Central Publishing. Kindle Edition.


مشاهده لینک اصلی
Laszlo Bocks Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

Overall, I really liked this book. I learned much and discovered even more. Multumesc mult, Laszlo!

Main positives:

1. In the end, and in bits throughout the book, the reader discovers that Google uses not so much a ground-breaking process, but rather a data-driven iteration of well-known HR (and to some extent also managerial) processes.

2. Very good analysis of many HR processes, including detailed and important references. I particularly liked the identification of references from a few decades ago, such as Andrew S. Groves High Output Management (Intel processes, mid-1990s). I enjoyed the summary dismissal of tradition: @Command-oriented, low-freedom management is common because it’s profitable, it requires less effort, and most managers are terrified of the [email protected] Also, good reference to Dave Eggers The Circle (2013), a dystopian novel that seems to describe Googlife.

3. The analysis of the @two [email protected], the best and the worst performers, is nicely done.
In traditional management, with narrow remuneration bands, best-performers should always quit after a great delivery, to seek to maximize their value through competitive market forces. Good observation that @most talented people on the planet are increasingly physically mobile, increasingly connected through technology, and—importantly—increasingly discoverable by [email protected] At Google, they are rewarded much closer to their contribution. In traditional management, worst-performers are fired, and failures are never acceptable. At Google, risk is encouraged and failure from which much is learned is rewarded.

4. The simple but powerful idea of using checklists, including the 10-point checklist that summarizes the book.


5. Objectives and Key Results (OKRs) must be specific, measurable, verifiable (so, achievable, relevant, and timed). SMART criteria exist already for many decades (Laszlo cites I believe George Dorans 1980s paper on @the S.M.A.R.T. [email protected]), but here OKRs are revised each quarter and employees are supposed to set goals that far exceed their performance (and results of @achieved 70%@ are considered very good).


Other positive aspects:

6. The inspiring text about @trusting [email protected], which works in an environment of positive and ethical people.

7. The notion that @public recognition is one of the most effective and most underutilized management [email protected] Very good point, albeit gamification could have been mentioned more here. The cafeteria setup and the difference between a job, a career, and calling also points to gamification, with its many tracks of advancement and support for Achievers/Explorers/Socializers/Winners.

8. The simple but powerful idea that full transparency is necessary in modern institutions. (This goes in contrast to the politicking seen in so many traditional companies.)

9. The focus on spreading the wealth, here, to make the best share their knowledge to others, and to analyze the best vs the worst to identify true best-practices.

10. Description of new interview practices at Google. All more standardized, enabling cross-comparisons. Focus also on candidate experience with the process. Loved the data.

11. Success at job depends on personal scope, impact, and leadership. Title follows leadership, and, even then, no more pompous titles. Also helps with retention: bad for people trying to move to another company, because it is more difficult to explain what your work was about.

12. Googlegeist as tool to collect feedback about each person, also from peers.

13. Performance assessment focusing on personal development, instead of ratings and rewards. At least the two processes should be separated. (This is an old HR approach, with obvious pros and cons.)

14. Lesson learned: @Expanding the proportion of people receiving the top rating better reflected their actual [email protected]

15. The calibration processes used at Google, especially the peer-review of decisions by collectives of managers, match those used in so many other companies...

16. The discussion about primary and secondary education vs training is very interesting. In short: annually, companies spend on training about a quarter of what is spent on primary and secondary education, but get less than a tenth of the results of education. In the US, $156 billions spent in 2011 for training that resulted in disappointingly little.

17. Discussion about training practices that work, mention to Ericssons @deliberate practice: intentional repetitions of similar, small tasks with immediate feedback, correction, and experimentation. Simple practice, without feedback and experimentation, is [email protected]

18. Interesting observations about what many of us do. Among others: how we ascribe aesthetic and personal value based on how much we paid.

19. Excellent tips for onboarding starters. This follows up on the long-running thread on the importance of having high retention of employees (is it useful? or just a way to justify HRs practices? the author does not address these questions)

20. Laszlos hierarchy of needs for HR departments.


(Personally, I also liked that the author presents a chain of though that matches my own @Modern West vs Old Russian education [email protected] analogy: @You either believe people are fundamentally good or you don’t. [...] If people are good, they should be free. [...vs...] Taylor, who told Congress in 1912 that management needs to tightly control workers, who were too feeble-minded to think for [email protected] Very funny!)



Main negatives:

1. Running against own claims (see main positive 1), the author tries occasionally to emphasize how new a part of the process is.
(The title is an example in this sense.) We see claims of novelty regarding processes and mechanisms that have been identified and studied before, sometimes even decades before Google started using them. This claim for novelty could be correct, as much larger scale and a very different environment can change things, but not if the findings are the same and the process seems to have been trivially adapted. There is one more inconsistency here, in that for some of the processes (such as awards), even Google only has a few samples (real people put under the microscope) to base its decisions upon.

2. The defense of failed Google products.
Wave, @an entirely new way of interacting [email protected]?! Please, more geek speak and less corporate talk.

3. The defense of failed Google policies.
For example, @Our efforts to draw more women into computer science started before we had thirty [email protected] is correct, but fails to even mention how this ended: in Jan 2015, only 17% of Googles tech employees were women (see Googles official statement and an analysis)). This is pretty much the status quo in the Sillicon Valley, and Google is here on par with the other top tech companies, such as Yahoo, Facebook, and Apple (Business Insiders analysis from Jan 2015, and the ratios discovered via volunteered information and crowdsourced).

3. The unnecessarily manipulative text.
The ode to HR departments. The constant jibes at Yahoo and other competitors of Google; Marissa Meyer is in particular a target. The thinly veiled attempt to discredit competition. For example, near the end, the author identifies several major companies that now use People Operations instead of Human Resources; he immediately claims having spoken to one of the top people running this at a nong-Google organization, who purportedly claims that its just a word trick, not the real thing (@it’s just regular HR. We just like calling it that [n.b.: People Operations][email protected]). As another example, Bill Gates is quoted out of context with a complaint that his foundations actions do not get the same recognition as Googles (smaller) deeds; this makes Bill Gates sound petty, whereas his claim is correct: eradicating malaria in Africa vs a mug-shot.

4. (a critique on Google, rather than this book:) Nudges.
Nudges are ways to influence behavior, stopping only short of enforcing it; for example, building a corridor with only one exit would enforce using it, but building one with two doors, of which one is highlighted, would nudge people to use the highlighted door instead of forcing them to do so. The argument for using @[email protected] at Google looks very similar to what Big Brother would argue in 1984 (all is fair for the greater good). The extent to which Google seems to already apply nudges is already scary (hint: everything is measured, many things are engineered to manipulate people). @Would the results hold for thousands of [email protected] seems a question commonly asked; @Would it be ethical to [email protected] not so much. (Recently, Facebook has been involved in a scandal) As a consequence, I am reconsidering my career options.

5. Many of the stories are personal, often funny, but do not advance the cause of this book. They do match the authors useful story Frank Flynn, a professor at the Stanford Graduate School of Business, once told me the secret to high student evaluations: “Tell lots of jokes and lots of stories. Grad students love stories.” He went on to explain that it’s a constant trade-off between being engaging and imparting knowledge.



مشاهده لینک اصلی
This should be the new gospel for HR.

مشاهده لینک اصلی
Disclosure: Ive worked at Google for 8 years, and have known Laszlo for much of that time. Im a big fan of his, and have worked closely with several of his teams over the years. With that out of the way:

This is a spectacular book, and would be well worth your time whether youre early in your career and trying to figure out what kind of company you want to work for, or youre later in your career and are responsible for the careers of those who work for you. Laszlo lays out much of what makes Google tick - in far more detail than has ever been shared publicly before - and provides ample supporting data to make the case for what has worked, and dissuade you from repeating our mistakes.

Regardless of industry, I think most readers will find many take-aways in the book: how to hire (and fire) well, how to grow your teams and improve their skills, how to cultivate a culture that attracts and retains the talent you want, and how to experiment to find the things that make the biggest difference in your workplace.

Cant recommend this book highly enough. Even though much of this was already known to me, it was nevertheless a refreshing reminder of what makes Google a great place to work - and gives you plenty of ideas to apply to your own environment.

مشاهده لینک اصلی
This is a superb book about making work happier, better, and more productive that should be read by...well, everyone who works in an organization of any size. The author is the head of Googles People Operations.

Page after page of Bocks book highlight the unconventional and successful approaches Google has taken to its employees: from the big upfront investment in hiring, to taking authority away from managers, to Googlegeist, to interest clubs. Moreover, Bock and his team make an extraordinary effort to quantify current practices and test new ones. It is HR done the Google/big data way, something that has allowed this team of engineers to expand from two people in Silicon Valley to fifty thousand across the globe.

I have a few negative points; however, they dont change my recommendation.

1) Readers should understand that in California, where Google is headquartered, a legal clause known as a non-compete cannot be enforced as it can elsewhere in the U.S. Bock never mentions this, but it is the reason and basis for the lavish, and thoughtful, benefits tech companies offer. They have to try harder to get employees to stay.

2) I was surprised to see very few mentions of child care and none of elder care. There are also no references in the index. For two parents who work full-time, child care is the third full-time job--on-site child care can become more significant a benefit than any other. Small start-up energy companies offer on-site child care. Google apparently does, too, but there is no mention of it in the book.

3) While there is ample mention of the discussions behind Googles decision to operate in and then pull back from China, I see no similar discussion or transparency about Googler head Eric Schmidts decision to line up vast amounts of tech and human resources for Obamas 2012 campaign (that is for the Democratic presidential campaign, but not the Republican or even libertarian presidential campaigns) http://www.bloomberg.com/bw/articles/... Thus, theres no transparency and no discussion for a company that wouldnt consider similar micro-targeting and big data usage to, for example, buy and sell stocks.



مشاهده لینک اصلی
کتاب های مرتبط با - کتاب اسرار کار


 کتاب سفر پرسش
 کتاب پانزده زندگی اول هری آگوست
 کتاب با هم همین و بس
 کتاب بر امواج
 کتاب من او را دوست داشتم
 کتاب توفان شن