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I thought google was supposed to be an industry leader in assessing and managing human assets. This whole thing boils down to making a simple problem complex.
by ericmcer 9y ago
I thought google was supposed to be an industry leader in assessing and managing human assets. This whole thing boils down to making a simple problem complex.
The simple solution is that direct superiors and co-workers are the best resources for determining viability. The junior engineer he trained is better informed than the entire promotion committee with their metrics packet. Maybe it works sometimes but for all the millions(billions?) Google has invested into dissecting how teams and human resources work, this is a case where they totally failed and a very basic solution would have worked.
- nieksand 9y agoUnder this system, how do you keep a semblance of uniformity in promotion standards in a large organization? Sounds like this would lead to "easy" teams for getting promoted in while others with higher standards lag. End result would be grade inflation where titles becomes even less meaningful.
- dgacmu 9y agoNot really - the counterpoint to that is that giving supervisors too much direct power is also an invitation for bias, blindspots, or abuse of power. You also don't want to slip into stack ranking (witness how demoralizing it was at Microsoft), which is easy if you don't have a way of getting globally calibrated.