Google the Best Company to Work for
The competition is steep for any company seeking to become one of the Best, and certainly for any company that shows up in the #1 slot. Yet Google chose a great role model to help them create the special culture that has supported their success. While definitely creating and following their own path, leaders at Google also turned to Genentech (#1 on the Best Companies list in 2006) as a source of ideas and wisdom to guide their growth as a company. And they have grown well, with confidence that their unique culture and approach to work life have contributed to the overall suc- cess of the organization.
In their Culture Audit (a key component of the Best Com- panies evaluation process) they state, "There is no hard data that can ever prove that a free lunch and a multicultural, campus-like environment con- tribute to the organization's success and profit. What can be proven is that Google is growing at an immense pace - retention of employees is high, attrition is low and revenues are strong ($6.1B in 2005). People are eager to work at Google and applications to our job openings are exceedingly high (approximately 1,300 resumes a day)."
Google's employees confirm what is reported in the Culture Audit, with 95% of the employees who responded to the employee survey part of the Best Com- panies evaluation process saying, "Taking everything into account I'd say this is a great place to work." That's an extraordinary sentiment for a fast paced, stressful yet exhilarating work environment. Even people who leave Google to try something different do so reluctantly (SF Chronicle, 1/7/07).
Google's leaders have figured out the formula that works for them by treating people with respect, supporting their creative endeavors, and working hard to adhere to their motto of "Don't be evil". It's not magic, or rocket science or paternalism or entitlement. In some ways it is plain common sense. As they explain in their Culture Audit: "Our employees, who call themselves Googlers,
In their Culture Audit (a key component of the Best Com- panies evaluation process) they state, "There is no hard data that can ever prove that a free lunch and a multicultural, campus-like environment con- tribute to the organization's success and profit. What can be proven is that Google is growing at an immense pace - retention of employees is high, attrition is low and revenues are strong ($6.1B in 2005). People are eager to work at Google and applications to our job openings are exceedingly high (approximately 1,300 resumes a day)."
Google's employees confirm what is reported in the Culture Audit, with 95% of the employees who responded to the employee survey part of the Best Com- panies evaluation process saying, "Taking everything into account I'd say this is a great place to work." That's an extraordinary sentiment for a fast paced, stressful yet exhilarating work environment. Even people who leave Google to try something different do so reluctantly (SF Chronicle, 1/7/07).
Google's leaders have figured out the formula that works for them by treating people with respect, supporting their creative endeavors, and working hard to adhere to their motto of "Don't be evil". It's not magic, or rocket science or paternalism or entitlement. In some ways it is plain common sense. As they explain in their Culture Audit: "Our employees, who call themselves Googlers,