AB 203 STUDY Great Stories /ab203study.com AB 203 STUDY Great Stories /ab203study.com | Page 7
In this Assignment, through the Google performance measurement case study, you will engage in developing the following professional competencies:
Obtain and process information
Managing Talent: How Google Searches for Performance Measures
If there’ s one thing Google knows, it’ s how to use software to wade through massive amounts of data and find what is most relevant. So it should come as no surprise that when the information technology powerhouse wanted to develop better managers, it started by looking at the data. As it turns out, Google found plenty to learn. Like most businesses, Google had files of data about managers— results of performance reviews, surveys measuring employee attitudes, and nominations for management awards. Unlike most businesses, Google figured out how to analyze all that data to come up with a profile of the kind of manager whose team is most successful.
The company’ s people analytics group( which brings together psychologists, MBAs, and data-mining experts) analyzed 10,000 observations about managers in terms of more than 100 variables, looking for patterns. The initial finding was a surprise to some at a company that had once operated without managers: teams with good managers outperform teams with bad managers. But what makes a good manager? Under the leadership of Google’ s HR vice president, Laszlo Bock, the company distilled its findings into a list of the behaviors that get results:
In this Assignment, through the Google performance measurement case study, you will engage in developing the following professional competencies:
Obtain and process information
Managing Talent: How Google Searches for Performance Measures
If there’ s one thing Google knows, it’ s how to use software to wade through massive amounts of data and find what is most relevant. So it should come as no surprise that when the information technology powerhouse wanted to develop better managers, it started by looking at the data. As it turns out, Google found plenty to learn. Like most businesses, Google had files of data about managers— results of performance reviews, surveys measuring employee attitudes, and nominations for management awards. Unlike most businesses, Google figured out how to analyze all that data to come up with a profile of the kind of manager whose team is most successful.
The company’ s people analytics group( which brings together psychologists, MBAs, and data-mining experts) analyzed 10,000 observations about managers in terms of more than 100 variables, looking for patterns. The initial finding was a surprise to some at a company that had once operated without managers: teams with good managers outperform teams with bad managers. But what makes a good manager? Under the leadership of Google’ s HR vice president, Laszlo Bock, the company distilled its findings into a list of the behaviors that get results: