The New York Times chatted with Laszlo Bock, Google’s Senior Vice President of People Operations about recruitment and retention, and how Big Data might be used to separate the wheat from the chaff.
When Bock and his team analyzed the hiring process—and the end result—they found that it wasn’t brain teasers that predicted whether a candidate would make a good hire. Instead, scientific methods like behavioral interviewing cut to the core of why a candidate might or might not make a good hire. Bock also discusses how Google uses Big Data to analyze employee performance and assess their management team.
“Years ago, we did a study to determine whether anyone at Google is particularly good at hiring. We looked at tens of thousands of interviews, and everyone who had done the interviews and what they scored the candidate, and how that person ultimately performed in their job. We found zero relationship. It’s a complete random mess, except for one guy who was highly predictive because he only interviewed people for a very specialized area, where he happened to be the world’s leading expert.”