MEASURING & EVALUATING:

This process is a significant model in performance management. It is the main finding for
providing and generating feedback, it identify where things are going well and where things are
not going well, so that necessary action to be taken.

The criteria for measuring the performance should be linked to the strategic goals
Focusing on inputs, outputs and outcomes, and behaviors.
Point out the data or evidence that will be available as the source for measurement.
Be as specific as possible in accordance with the purpose of the measurement and the
accessibility of data.
Give a sound basis for advice and action.
Be comprehensive, covering all the main aspects of performance.

The measuring and evaluating methods used by Google are as follows:

 Attainment of objectives

 Capability

 Quality

 Contribution to team

 Customer care

 Working relationships

 Output

 Flexibility

 Skills/learning targets

 Aligning personal objectives with organizational goals

 Business awareness
  Financial awareness

MANAGING THE LEARNING FUNCTION:

At Google, 80% of all tracked trainings are run through an employee-to-employee network
called “g2g” (Googler-to-Googler). The “g2g” learning program is created to offer first-hand
knowledge in different fields, from employees to employees.

What makes the program so successful?

Summed up in one sentence, it promotes a culture that values learning.

First, Google acknowledges the employees’ right to learn. Second, it gives them an opportunity
to grow with an on-the-job-training and allows them to give back to other employees by
participating in the program. Finally, with the g2g program, the company trusts its employees “to
be smart, capable and motivated and have the capacity to grow the organization’s learning
culture.”

MANAGING ORGANIZATIONAL KNOWLEDGE:

Since intelligence has to do with learning and acting upon the learned, it follows that intelligence
has to do with knowledge. An intelligent person is a knowledgeable person, even though
intelligence is more than knowledge (for example, mental aptitudes for learning and the quality
of learning make a difference in knowledge acquired). Raising individual knowledge/intelligence
to the level of macro-organization requires appropriate management and organizational design.
These are partly addressed in the concept of knowledge management (KM).

1. Letting the most out of the knowledge worker.

 At least half a dozen interviews to select the best candidates

 An emphasis on rapid execution with intentional small teams
 Letting a thousand flowers bloom – finding ideas all over the place
2. Giving the space to work and the idea to build..
 Low managerial control and higher degree of autonomy
 Giving the time to create – explicit investment in innovation
  Nearly half of new products – Adsense,Gmail,
 Google news are discoveries of skunk time. Focus is on upstream objectives and
downstream results.

IMPROVING HUMAN PERFORMANCE:

Google improves human performance by:

 Be a good coach
 Empower your team and don’t micromanage
 Express interest in team members’ success and personal well-being
 Don’t be a sissy: Be productive and results-oriented
 Be a good communicator and listen to your team
 Help your employees with career development
 Have a clear vision and strategy for the team
 Have key technical skills so you can help advise the team
FACILITATING ORGANIZATIONAL CHANGE:

The achievements of Google proved that they clarify ways they apply to assess an organizational
culture successfully. They create a good connection among their stockholders, partners,
followers, customers, and newcomers.

Following steps are taken by google for facilitating organizational change:

It is implied that leaders should encourage to organizing open events for employees as
often as possible to give them opportunities to interact, as well as get to know each
other’s culture.
In addition, a leader must not create a barrier between him and employees. Instead, a
leader should be the opener and more harmonious in their relationship so that
subordinate can feel at ease when they would like to comment or share their opinions.

CAREER PLANNING &TALENT MANAGEMENT:

According to Google’s research, there are six crucial components of good career planning and
talent management. These are:

1. Providing timely and specific feedback

2. Delivering hard feedback in a motivational and thoughtful way

3. Tailoring approaches to meet individual communication styles in regular one-on-one

meetings

4. Practicing empathetic "active" listening and being fully present

5. Being cognizant of your own mindset and that of the employee

6. Asking open-ended questions to discover an employee's acumen

7. Google uses coaching as a way of understanding the dynamics involving the individual
employee and possible career options within the organization. This combination helps
 HR managers identify requirements for career paths, and how these paths present
opportunities for Google’s employees.

COACHING:

Peterson is the director of leadership and coaching at Google, a speaker and an author. He is a
senior advisor to Contemporaryleadership.com, which is focused on equipping leaders to deal
with disruption, complexity and change. He is also a senior advisor to 7pathsforward.com which
helps executive coaches prepare for the changing competitive landscape.

Although technology is certainly a major part of this alchemy, he called out three trends that are
not technology related.

1) Leaders are getting better at self-directed development. They are more reflective, trying things
more, asking for feedback more naturally. Leaders are doing for themselves a lot of what
coaches used to do for them.

2) Coaching is being embedded throughout organizations – peers, managers, HR business partner

all are learning coaching skills. There are many sources of “everyday coaching” that exist in the
environments of leaders today.

3) The nature of organizations is changing and the pace of change is growing exponentially.
What leaders need to do is changing. “Some coaches are still focused on listening skills and
finding your purpose skills,” Peterson said. “That’s not where the action is.”

Those three trends add up to an environment where coaches have to offer more. “Excellent
coaches will think about how they help leaders solve their toughest, most complicated new and
different problems.”

DESIGNING LEARNING:

Google has designed learning into 3 steps:

1. Dashboard
The dashboard is incredibly important because it’s the first thing people see when they open the
app. We iterated and prototyped different dashboards for months. We had lots of ideas: lesson
packs, letting users pick from three random lessons, geolocation for events related to the lesson
topic, or special widgets about experts and brands we worked with. The possibilities were
endless.

Google theorized that people coming into the app would fall into one of three camps:

 Passive: They will be looking around and browsing.

 Curious: They will be looking to learn something, but not sure what.

 Active: They will have more of an idea about what they want to learn.

2. Lessons

The next element of the app is the lessons themselves. Primer’s lessons are meant to be great
time-passers; users can do them on the train or while their kids watch cartoons.
3. Activities

The third and final element of our UX design is the activities. We landed on three types of
interactions that appear at different times: Quick Starts appear early in each lesson; Mid-Lesson
Activities appear during the lesson; and Do This Nows come at the end.

The point of the Quick Starts is to get people engaged with the concept of the lesson right away.
In the search advertising lesson, for example, users are asked to find a striped sock in a pile of
clothing. This Where’s Waldo-style activity illustrates the value of appearing near the top of
search results: Unlike a pair of socks lost among other clothing items, a search ad stands out
among search results. The interaction is not a test but a way to get people thinking about the
topic right away.

DELIVERING TRAINING:

At Google, 80% of all tracked trainings are run through an employee-to-employee network
called “g2g” (Googler-to-Googler). The “g2g” learning program is created to offer first-hand
knowledge in different fields, from employees to employees.
What makes the program so successful?

Summed up in one sentence, it promotes a culture that values learning.

First, Google acknowledges the employees’ right to learn. Second, it gives them an opportunity
to grow with an on-the-job-training and allows them to give back to other employees by
participating in the program. Finally, with the g2g program, the company trusts its employees “to
be smart, capable and motivated and have the capacity to grow the organization’s learning
culture.”

SALES:

A place in Google's SMB sales team, however, guarantees (as long as you try hard enough)
promotion and a position that fits your skills and ambitions in two years--or that is what they say.