It’s easy to forget that Google was once a startup as its extraordinary success has overshadowed its humble beginnings.
This company has introduced innovative, cutting-edge, and even revolutionary product that has made everyday life almost unimaginable without them.
Although the invention of the product is responsible for Google’s success, the hardworking people are the ones who keep the company competitive and active many years later.
What’s interesting is that even when Google was just a handful of people, they used hiring techniques that enabled them to find the best possible talent.
In this article, we’ll explore some of the hiring paths that Google implemented when it was a startup and will talk about whether they are still applicable today.
Google’s Hiring paths in its early days
Created by Sergey Brin and Larry Page, in 1998, Google has since grown into one of the most sought-after companies due to the unique work environment and culture it offers.
As of now, Google employs 178,234 individuals, though this number reflects a decrease in the workforce following significant layoffs that occurred at the beginning of 2023.
Prior to reaching its current level of employment, Google was having one of the most rigorous interview processes for selecting the most highly qualified talent.
The hiring techniques of Google have been a subject of research and interest to many authors, but we are referring to the hiring techniques described in Eric Schmidt’s book “How Google Works”.
Hiring the best possible people
The people who started Google learned from universities that investing time and having groups of people decide who to hire is a good way to find the best employees.
That said, the final hiring decision wasn’t only up to the hiring managers.
Google had groups of workers who were deciding together who to hire. Additionally, they focused on hiring the best candidates, even if they didn’t fit the exact job they had open.
Talented people follow talented people
Another strategic move Google has incorporated into its hiring process is hiring talented people not only because they can positively contribute to the development of its product but because they believed that talented people can bring MORE talented people.
They also believed that skilled employees placed in an environment with more skilled employees can lead to sharing of ideas which mostly happens in early-age startups.
Their objective was to create a hiring culture that values excellence and resists compromising hiring standards, which can be challenging during periods of rapid growth.
Asking candidates what they are passionate about and listening carefully.
In its early days Google believed that when interviewing candidates, it’s important to understand how they talk about their passions.
This way they could get more insight into their personality and whether they are a good fit for the work environment.
Hiring intelligent people with a growth mindset.
High tech industries, it’s better to hire people who are intelligent and adaptable rather than specialists in a certain area.
This is because technology changes so quickly that yesterday’s experts may not be useful today. Instead, people who can think broadly and learn quickly are more valuable. People with a growth mindset believe that their skills can be improved and are therefore more adaptable and eager to learn.
As part of Google’s interview process, candidates were asked to share their past mistakes and what they learned from them so that the interviewer can see how easily they can adapt and learn from them in the future.
LAX Test
When hiring someone, it’s important to consider not just their skills and character, but also whether they are interesting to talk to and be around.
This is called the LAX test, which is like asking whether you could spend six hours in an airport with this person and have a good conversation, or whether you would find them dull and want to avoid talking to them.
Google has made “Googleyness” a part of their interview process, which includes things like ambition, communication skills, and creativity, in addition to cognitive ability and job-related knowledge.
The founders of Google even took candidates away for a weekend to see if they would be a good fit for CEO, but some interviews were less extreme, like just going out to dinner.
Hiring people who are nonjudgmental and open to diversity.
Working with people similar to you all the time can lead to a lack of diversity and ultimately failure. It’s essential to have different viewpoints and perspectives because they can lead to insights that can’t be taught.
“Expanding the aperture.”
Expanding the aperture means looking for a wider range of candidates when hiring. To do this effectively, one way is to judge candidates based on their career trajectory, or the direction their career is heading.
Candidates whose careers are on an upward trajectory often have the potential for great growth and achievement. However, just because someone has a lot of experience doesn’t necessarily mean they’re the best candidate.
It’s important to consider a candidate’s potential for growth and creativity, especially in industries that are rapidly changing due to technology.
While it may be more challenging to find candidates with these qualities at senior levels, companies need to focus on what talented, smart, and creative individuals can bring to the table, rather than just their relevant experience.
Don’t just evaluate the candidate’s resume, research them further.
Before the interview, the interviewer should research the candidate’s background to form an opinion of them and to ask questions that challenge them.
The interview should be composed of challenging questions such as “What was the low point in the project?” “Or why was it successful?” to understand their limitations and capabilities. Furthermore, Google was using questions that were complex and prompted large and lengthy answers such as “If I were to look at the web history section of your browser, what would I learn about you that isn’t on your résumé?.”
These types of questions will give you more insight into the candidates and their ability to listen and answer.
Senior candidates were also asked scenario questions as part of their interview process. If their answers were generic, common, or simple clams then you are dealing with a candidate who is mediocre and generic.
It’s also important to identify candidates who ask thoughtful questions as they are usually smarter, more flexible, and more interesting.
Lastly, Google’s brainteasers, which Google used to separate the good from the best. Eventually, the riddles leaked online, so Google decided to drop them completely since they were no longer relevant as measures of problem-solving abilities.
Keeping interviews short and sweet
Spending a full hour in an interview can often be a waste of time, and most good interviewers can determine if a candidate is not a good fit within 30 minutes.
Many companies conduct too many interviews, even Google made that mistake by interviewing one candidate over thirty times in its early stages.
Forming an opinion during the interview
Forming an opinion about candidates was one of the key techniques Google was using back in the day.
To simplify this task, Google divided the most important characteristics into four categories: leadership, role-related knowledge, general cognitive ability, and Googleyness.
By evaluating the candidate in each of these categories, the company can determine if he or she has leadership capabilities, the necessary knowledge for the job, problem-solving skills, and cultural fit.
The hiring decision is not made by one person
Google’s founders, Eric, Larry, and Sergey, observed that many of the newer hires in the early 2000s were not as strong as they needed them to be.
In response, they decided to implement a hiring committee process that would allow senior management to review every job offer.
The process was developed by Urs Hölzle and involved a hierarchy of committees, with the final decision resting with Larry who reviewed every offer for several years.
This ensured that hiring was a high priority for the company, and allowed for more control over who was being hired.
Paying talented individuals
High-performing individuals should be rewarded and celebrated disproportionately, meaning they should be paid more for their contributions to the company.
However, attracting these individuals should not solely rely on high pay, but also on factors such as company culture, responsibility, and opportunities.
The compensation curve should start low, but as these smart creatives begin to contribute and make an impact, they should be appropriately compensated.
How does Google hire today?
Google’s hiring techniques were ahead of its time, to say the least.
There are still many businesses today that do not analyze candidates as a whole, do not consider the candidates’ personality traits, nor do they look for someone who is a good fit for their working environment. Instead, they are putting too much emphasis on their knowledge and hands-on experience.
Some of these techniques are still used by Google today, as they have been since the 2000s.
According to their career pages, self-reflection is the number one thing candidates need to go through to understand themselves and learn where they want to move. Self-reflection is helping people to examine their thoughts, behaviors, and emotions, which can help them identify areas for personal growth and development, something Google cherishes a lot.
They emphasize the significance of having an organized, precise, and neat resume. Additionally, they provide insight into their comprehensive interview process, which includes assessments, project assignments, brief conversations, and interviews.
Brainteasers are no longer used by Google because they believe this isn’t a relevant factor to determine a candidate’s skill level.
In Conclusion
Google’s hiring techniques in the 2000s were centered on finding the best possible talent for the company. What’s interesting is that by “THE BEST,” they did not only consider a candidate’s ability to perform daily tasks, but also their fit within the company culture, their desire to learn and grow, and their openness to new opportunities.
Google’s focus was not solely on candidates, but also on the interviewers and how they could accurately evaluate potential hires. Additionally, the company prioritized hiring talented individuals who were interested in working, rather than simply having a degree in a particular field.
Furthermore, the decision to hire a candidate was not made by a single person, but rather by a committee, recognizing that people are the driving force of a business.
Should you use Google hiring techniques for your startup?
While some of Google’s techniques, such as assessing a candidate’s fit with company culture and prioritizing their willingness to learn and grow, may be relevant to many startups, others, such as relying on a committee to make hiring decisions, may not be feasible for smaller organizations with limited resources.
It’s essential to consider your company’s unique needs and goals when developing your hiring process.