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اثر لزلو باک از انتشارات کتاب مهربان - مترجم: محمد حسین میر مجیدی-پرفروش های نیویورک تایمز

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.


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Did this book transform how I live and lead? No. Its nowhere near as revolutionary or life changing as its subtitle would have you believe. It has a lot of interesting ideas, made even more interesting since theyre from the context of Google. Im sure most people have heard or seen glimpses of how Google supposedly works and treats their people, so having a book where those are explicitly divulged was nice. As with most business books, there were concepts I agreed with and a bunch I didnt see eye-to-eye with the author with, but luckily there were more of the former.

In terms of the writing, it wasnt the best. A few topics were very long-winded and unnecessarily repetitive. There also seemed to be a lot of statistics thrown around which I understand the desire for, especially coming from someone at Google, but they bogged the book down at times. On that note, I think it could have used a bit more editing. Im sure they could have cut a third or more of the length easily without sacrificing on content. They could even have replaced that with more cases of failed initiatives and issues theyve faced, which were some of the more interesting points in the book.

There are too many topics to go through all of them in a review like this, but Ill highlight some of the ones I agreed with or liked.
*Advocating for organisations to give their employees freedom and trusting them to use it wisely
*Knowing that people are more important than the processes
*Utilising the companys existing employees to teach others
*Striving for transparency from not only higher management but from everyone
*Embracing change in general, but making sure its implemented with care and then tested and reviewed to make sure the changes are continuously working
*Disconnecting performance evaluation from developmental feedback
*Highlighting importance of intrinsic motivation and the counterintuitive benefits of monetary rewards
*How they used nudges in an effort to improve their employees lives without needing to resort to explicit rules

Here are some of the topics I didnt agree with or disliked. Most of these were because they were too specific to Google.
*Resources and time apparently needed in the hiring process
*Obsession with constant performance evaluation and the supposed need people have for it
*Oversimplifying how they handle poor performance
*Not talking enough about how they handle entitlement issues amongst their workforce stemming from all the perks they offer
*Lack of info on aftermath of cases where projects failed
*Taking tracking and feedback practices too far. Seemed very 1984 at times. Sounded like a lot of time is spent on spying on people, making them fill out surveys or obsess about statistics in general
*After reading some better-researched reviews, I see now that the book isnt as sincere as it claims with employee turnover rates and female employment rates being very much within the industry norms and not significantly better as the author implied

This book made me think about a lot of aspects of how the company I work for does things. I thought starting the book emphasising how more employees should have a founder mindset was quite clever since it makes the reader feel empowered to bring up possible changes within their own organisation. Despite the three stars, Id definitely recommend this book to most people. There are a lot of good ideas here and it could be the nudge a lot of people and companies need to change and improve the way they work for the better.



مشاهده لینک اصلی
Actually one of the best books Ive ever read in the area of people management and about HR organization. Of course the book is filled with google anecdotes but if you filter out the propaganda there is a deep and very interesting understanding about performance management, about what drives people and result, about that you need to be unfair instead of looking at bell curves, about constant feedback and most interesting of all, lots and lots of examples of how to be data driven in your HR work.

This is an absolute must read for anyone working with HR or people operations on a strategic level.

مشاهده لینک اصلی
Its a tough one to review as its possibly quite personal for me being in HR. I can so relate to some of the issues experienced but also find it helpful to look at it from a more data driven perspective. I am always struck by how your frame of mind impacts your experience of a book. If youre ready to hear it, you want to hear more. When youre not ready, its not so fun to read. I had a bit of both during this both.

One thought I had was that this book will make more people want to apply at Google, its a really great recruitment tool!

The author had quite a job to bring all the information together in a sensible structure, where to start, what to focus on, what their lessons were and how they share that with the reader. It really fits for me that he would want to share this with any reader because that is part of their culture - to make information available as it can bring change and move you forward.

If you want this book to have impact on your business, youll need to go and start with the suggested Work Rules and apply them one by one. In our case, do some internal work and see where we need to improve, then see what suggestions there are and start making changes.

In my mind this is a workbook now, something you can reference back to from time to time and evaluate progress.

I really appreciated the last section on HR/People Operations. My experience with HR has never been great, so being just that now is quite a challenge because you want it to be relevant, to add real value and improve the lives of the staff within the business. I quite like the label: People Operations - it feels more appropriate.

I gave it a good rating because I think its packed with relevant tips for someone in my role. I dont think everyone would want to read this, but I think anyone in HR should read this.

مشاهده لینک اصلی
Great read - lots of valuable information presented in an engaging way, with just the right amount of humor. Kudos to Laszlo Bock for being so willing to share what theyve learned works at Google.

One interesting sidenote: Google uses OKRs (Objectives and Key Results) to set its business goals. John Doerr, from Kleiner Perkins, introduced this system to Google when the company was only a year old. He also introduced them to Amazon. Part of me is wondering just how many other companies have been influenced by Doerr in this way. You can learn more about OKRs here: https://www.gv.com/lib/how-google-set...

I also have to share this: Google offers five months of maternity leave. New parents receive full salary, bonus and stock vesting for the entire time they are on leave. Plus $500 bonus to help make life a bit easier - eg. ordering home delivery of meals for the first few weeks. What data did they use to make the decision to offer this? When they looked at attrition for women after childbirth, it was twice their average attrition rate. They found that many moms coming back to work after 12 weeks felt @stressed, tired, and sometimes [email protected] After Google introduced the new leave, the difference in attrition rates vanished. Interestingly, moms were often using the extra two months to transition slowly back to work, which helped make them more effective and happier when the leave ended.

“When we eventually did the math, it turned out this program cost nothing. The cost of having a mom out of the office for an extra couple of months was more than offset by the value of retaining her expertise and avoiding the cost of finding and training a new [email protected]

I also thought this was good perspective for thinking about culture in a company:

@If you embark down this path [culture of transparency, etc], the road will be bumpy. Culture isn’t static. Googles, for example, have said: Google’s culture is changing and it’s not the company I joined anymore. I remember when we had just a few hundred people - it was a totally different company. Now we feel like any other big company. We’re just not a fun place anymore.

Each of these quotations is from someone bemoaning that Google has lost its way.

The first quote is from the year 2000 (less than a few hundred employees), the second from 2006 (six thousand employees) and the last is from 2012 (fifty thousand employees - especially ironic because the word Googlers most used to describe Google’s culture in that year was “fun”!) In fact, at every point in Google’s history, there has been a sense that the culture was degrading. Almost every Googler longs for the halcyon days of Google’s youth … which they tend to define as what Google was like in their first few months. This is a reflection of both how wonderfully inspiring the first few months at Google can be and how quickly Google continues to evolve.
We enjoy a constant paranoia about losing the culture, and a constant, creeping sign of dissatisfaction with the current culture. That is a good sign! This feeling of teetering on the brink of losing our culture causes us to be vigilant about threats to it. I’d be concerned if people stopped worrying.
One way to address this worry is to be open to the discussion and to channel any frustration into efforts to bolster the [email protected]


Highly recommended read.



مشاهده لینک اصلی
Купила цю книжку торік на Форумі, прочитала в цьому році після Форуму (і то ще дуже добрий показник). Ласло Бок керує у Гуглі відділом кадрів, як це би називалося в Украні нині, якби люди навколо не запозичували бездумно слова й абревіатури. Тобто не знаю, чи досі керує, але коли кілька років тому писав цю книжку - точно керував. Відповідно, у своїй книжці він @розкриває секрети@, як гугл побудував роботу зі своїми людьми так, що всі думають, що це - робота-мрія.
Фактично книжка написана для hr відділів чи просто для керівників (якщо у вас невелика компанія і немає hr відділу). Там багато речей, які будуть цікаві тільки цьому вузькому колу, але водночас багато й такого, що пригодиться практично всім, хто тільки не сидить на дивані без діла.
На перший погляд читачу здається, що Гугл - це якась кантора-мрія, головна мета якої - зробити співробітників щасливими. Для того вони придумують всякі фішки від преміювання акціями і пенсійної програми, до офіційного % робочого оплачуваного часу, який можна використати на власні проекти, доставки в офіс продуктів і приїзної перукарні ну і всякого такого. Але насправді все просто дуже добре пораховано, і Гугл знає, що щасливіший працівник продуктивніший, від менш щасливого, а той, хто чує себе співвласником - від того, хто тупо сидить з 9 до 18. Особисті проекти працівників часто перетворюються в успішні знахідки цілої кантори, а перекуси на кухнях так само часто - у такі собі неформальні виробничі наради. Гугл скрупульозно вимірює рівень щастя своїх працівників і він в курсі, що доставка продуктів на вечерю і перукарня по вівторках спрощує їхнє життя й економить час, так що можна затриматися на роботі (тим часом як самій роботі це не коштує нічого) :) Вони так часто пишуть фідбеки про рівень щастя, що в якийсь момент у мене виникло питання, коли ж вони працюють :)))
Словом, в цій книжці я почерпнула багато цікавих ідей, в тому числі і для Смо загалом і для себе зокрема. Дещо вже навіть спробувала і пересвідчилась, що воно працює :)
Рекомендую? Так. Головне не чекайте на книжку про чудеса, це книжка про роботу.

مشاهده لینک اصلی
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