This presentation reflects the study conducted by the People Analytics team of Google in an attempt to find out if manager's really matter and if they do then what the best managers do
2. • Background
Engineers Myth at Google
Larry & Sergey experiment (2002)
Google Dilemma – Managing highly skilled hires who don’t value mgmt
Debunking engineers myth – 2009; Do Managers Matter?
• Research-1
Exit Interviews, Googlegeist ratings and semiannual review
Identified high-scoring managers and low scoring managers
• Research-1 Findings
High scoring manager – less turnover on their teams
Connection between managers quality & employee’s happiness
• Conclusion & Building up to next Research
Managers indeed mattered
What do high scoring managers do?
• Research-2
Performance reviews, googlegeist, great-mgr awards, interviews
Interviews with high and low scoring managers
• Research-2 Findings
8 key behaviors demonstrated by the company’s most effective mgrs
3 pitfalls of Mgrs
• Putting findings into practice
Assessments & Training Programs, UFS & TMS
Panel Discussions featuring high-scoring managers
New managers orientation – Start Right
‘Great Manager Award’ revamped
8 key behaviors - Ranked by importance
3 pitfalls of Managers
Have trouble making a transition to the team
Lack a consistent approach to Perf Mgmt & Career
Development
Spend too little time managing and
communicating
3. Each management behaviour was broken down into specific activities and best practices
BEST PRACTICE
Assign stretch assignments to empower the
team to tackle big problems
Comments: “My manager was able to see my
potential and gave me opportunities that allowed me
to shine and grow. For ex: early on in my role, she
asked me to pull together a cross-functional team to
develop a goal-setting process. I was new to the role,
so she figured it would be a great way for me to get
to know the team and also to create accountability
and transparency. Once it was developed, she sent
me to one of our Europe offices—on my own!—to
deliver the training to people managers there.”
4. Outcome
• Aligned approach with Google culture
• By November 2012, the company had shown statistically
significant improvements in multiple areas of managerial
effectiveness.
• Lowest-scoring managers particularly improved in the
areas of – coaching and career development
• Significant improvement in 75% of their worst performing
employees
• ‘Better the knowledge, better the manager’ proved wrong
• Managers Matter was proved
• Paved way for analytics in HR
7. Learnings
• Lets reflect
– How we manage PMS and Career Development
– How well the feedback from employee surveys are
captured, And what do we do with the output
– How we change any process, policy or programs
• Create a management model with clearly defined
basics and Assess the behavior against that model
• Understanding that Analytics is key for better
people decision making
