It’s really the people that make Google the kind of company it is. We hire people who are smart and determined, and we favor ability over experience. Although Googlers share common goals and visions for the company, we hail from all walks of life and speak dozens of languages, reflecting the global audience that we serve. And when not at work, Googlers pursue interests ranging from cycling to beekeeping, from frisbee to foxtrot.
We strive to maintain the open culture often associated with startups, in which everyone is a hands-on contributor and feels comfortable sharing ideas and opinions. In our weekly all-hands (“TGIF”) meetings—not to mention over email or in the cafe—Googlers ask ...view middle of the document...
How Google Hires
Each year, Google gets over 2.5 million applicants. That’s equal to 6,849 per day and about 5 per minute – and Google reviews each one. Don Dodge, a current Google employee shows how thorough Google is with each applicant. What’s not important is the logistics of each hire, but why they hire this way and what we can learn from it. Because it’s the people that make Google what they are today.
When you get interviewed at Google, you’ll receive questions like:
“How many golf balls can fit in a school bus?”
“There are 8 balls. Seven of them weigh the same, but one is heavier. Using a balance scale, how do you find the heavier ball with just two weighings?”
“You are shrunk to the height of a nickel and your mass is proportionally reduced so as to maintain your original density. You are then thrown into an empty glass blender. The blades will start moving in 60 seconds. What do you do?”
Google says the answer isn’t as important as your thought process and how you think under pressure. The worst possible answer would be a non-answer. Quickly saying “I don’t know” won’t get you a job at Google.
These interview questions may seem unnecessary to some, but they are one method Google uses to filter and find the smartest, most thoughtful candidates. If you want to run an extraordinary company, you need to hire extraordinary people. And to do that, you need to be very good at hiring and firing.
Update: Bock has announced that Google is no longer throwing brain teasers at their interviewees, calling them “a complete waste of time” that only make the interviewer feel smarter. Google now relies on more on “structured behavioral interviews”. They ask the interviewee a question like “give me an example of a time when you solved an analytically difficult problem.” The interviewer can then see how the applicant interacted with a real world situation as well as find out what the interviewee finds difficult. When looking for leaders, Google tries to hire those who have a track record of consistency.
Other times, Google recruits employees by “acqui-hiring”. A few of the well-known cases have been Milk (which got Kevin Rose), Meebo (which got Seth Sternberg and others), and Slide (which got Max Levchin who has since departed). Sometimes the best talent isn’t out there looking for a job; they’re already locked up with other projects.
This is how Google hires people. Part of how it attracts, retains, and keeps employees happy is by having a great culture with awesome perks. Let’s get into that now.
First, let’s look at the perks of being a Google employee:
* Free breakfast, lunch, and dinner. The organic food is chef-prepared
* Free health and dental
* Free haircuts
* Free dry cleaning
* Subsidized massages
* Gyms and swimming pools
* Hybrid car subsidies
* Nap pods
* Video games, foosball, ping pong
* On-site physicians
* Death Benefits
Obviously, all these perks come at a cost for Google....