Google is famous as a dream working environment for many personnel in the field of Information Technology. Like many other large technology corporations, recruitment into Google has always been a topic of interest in the media, with a lot of advice articles, sample questions "brain hack" interviews and other Harsh competitive recruitment rounds.
Melissa Nguyen, Country Director of Customer Solutions in Vietnam and Thailand at Google, has a very straightforward share. with Vietnamese enterprises on how this group evaluates potential candidates and retains talents. The sharing session was conducted at Google headquarters in Singapore, within the framework of Talentnet Business Innovation Showcase – TBIS 2019, with the Zigzag Transformation theme, organized by Talentnet Company on June 20.
Google loves good candidates, not just cling to experience
* Hello Melissa. She can give advice and suggestions to business leaders here about how to develop a talented workforce based on her experiences at Google?
Melissa: First I want to ask, who are you here, are you employers, HR managers?
* 50% of the guests here are business leaders from reputable corporations in Vietnam, the remaining 50% are experts and managers invited by Talentnet – one of the largest HR agencies in Vietnam Male.
Melissa: We have business leaders here right, so my answer will be one thing, it is technology that allows businesses to change and adapt extremely quickly, so when You think about developing talented human resources, you have to think about recruiting talent in raw (hiring raw talents), not prioritizing experience.
In the old way, if we need to recruit sales teams, we will find people who have done each sales. However, the requirement for a sales person 5 years ago will be different from the current sales person. So, instead of looking for someone who has gained experience for this job, the question you should ask is what basic skills are needed for a person to succeed in that position.
At Google, we have changed the way candidates are evaluated based on the "relevancy role", and the "relevancy role" is only one of four criteria, and the remaining criteria Again, it was searched for "transferrable skills". And I think this is a new way of thinking about business development.
"Transferrable skills" is extremely important to my current job. Let me tell you a story.
When I joined Google more than 3 years ago, I ran a huge sales team doing digital marketing. This is also the first time I manage sales team, also the first time working in digial marketing.
Previously, I was the CFO and CEO of a handbag company and a dermatology clinic. I didn't go to Google, but Google came to me and gave me a job offer.
You might wonder, how did Google decide I was the right person for that position? This is because, the way Google believes someone is appropriate is based on the personality, skills, and thinking necessary to succeed in that position.
In my case, in the past, I have demonstrated the ability to develop, the ability to solve complex problems both macro and micro, to motivate people. Those are the skills Google needs in me, and it doesn't matter where I got the skills from.
Google Office in Singapore.
* Regarding Google's talent development strategy, I think she shared a bit about it, but I mean, is Google recruiting based on qualifications?
Melissa: The recruitment process consists of 2 rounds.
In the first round, we find out if a person is qualified to complete the job? For example, there are 100 candidates for a position, of which about 20 are eligible. Those people may succeed in school or not.
When we have such a qualified set, we will consider who will do the best job. And again, this does not depend on the experience he has had in the past. In a rapidly changing environment today, we will not want to recruit people who work under the old thinking path. We want people who can handle work in a whole new way.
So, if I find a candidate who has the same experience of doing the job before, I will challenge him to see if he will handle the job exactly what he did, or in a way other. We have to challenge our employees' thinking according to one of these employment conditions to see if they really have talent.
* Speaking of personality, what do you think is the most important personality that Google looks for in a potential candidate?
Melissa: I'm sorry, first of all I would like to change the way I use words. The character here does not mean human character as friendly, sociable or serious. What I focused on is really how you think.
For example, at Google, I did a lot of job interviews, averaging about 5 interviews in a week, and I didn't even look at the candidates' CV. Because I think when a person gets to this round, their entire CV has been screened and they are qualified candidates. So when entering the interviews, the candidates will talk a lot about past experiences and I always assume that they are capable of working, but what I care about is their way of thinking.
In this second step, how do I evaluate this? The way to do it is to give the candidate specific situations and ask how they will handle the situation. We call this method a case-based interview and behavioral questions.
I have done this method many times and what I am really looking for is what happens in the candidate's brain when they are put into hypothetical situations. I always look at what is expressed through the eyes of a candidate when he faces a difficult problem. When you see him looking frightened or he is very interested in the problem, you will see how a person will handle complex problems.
I want the candidate to explain step by step how he solved the problem, then I continue to challenge him with more difficult problems. Thereby, it is possible to assess a candidate's adaptability. You will find people who apply all the experience from work to personal life to solve a problem. Someone told me that he used his relationship with his wife to handle disagreements with leaders.
You want people who bring all the experiences they have to solve the problem and that is the people who really create influence in a rapidly changing environment.
Coffee, dining and relaxation area at Google Singapore office.
* Can you share more hiring processes at Google? Is it really superior to other companies?
Melissa: I have not gone through the recruitment process at other companies, but I must say that the recruitment process at Google is really amazing. It also has a lot of dependencies like culture, so I'm not sure if it is applicable to another company.
The recruitment process at Google begins with the first step of screening candidates based on the background, the ability of the candidates to work, not the experience. I hope you are here today the first thing you ask candidates will never be experienced again.
Then Google has a standard heading system to test candidates objectively. We examine candidates in 4 areas.
The first is the basic thinking ability, or the ability to analyze information. One person will draw out the connection between rudimentary thinking, the most important thing at Google. We evaluate this by asking how a candidate has made a decision in the past, how his decision will change if the information given is changed. That's the way we challenge candidates and make them show how they think.
The next area is leadership. Leadership here does not just mean managing people. It doesn't mean you have to manage a team, this is a mistake of many people. But simply if you are a leader, you will have follwers (followers). So we will care whether the candidate has people who pursue his ideas or ideals.
The third thing is related knowledge. There will be specific job-related knowledge to help handle the job. For example, if you work in the automotive industry, or sell advertising or banking, you need specific knowledge for that job. If you can't show that you have that knowledge, can you study it? That's when transferrable skills are shown.
The last thing is the "goodliness" personality. It tells who you are, what kind of person you are when you encounter a problem, if you are excited about it. It also relates to questions like what do you do when many managers are changed in just four months? How will you deal with so many things you don't know? You are a person who has a win-win, or a win-win, idea.
Please welcome to read the next lesson: Part 2: Recruitment of personnel is not difficult, keeping new talents difficult