“There are five hiring attributes we have across the company,” explained Bock. “If it’s a technical role, we assess your coding ability, and half the roles in the company are technical roles. For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. We assess that using structured behavioral interviews that we validate to make sure they’re predictive.”
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What Value Creation Will Look Like in the Future - Jack Hughes - Harvard Business Review - 1 views
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The value of products and services today is based more and more on creativity - the innovative ways that they take advantage of new materials, technologies, and processes. Value creation in the past was a function of economies of industrial scale: mass production and the high efficiency of repeatable tasks. Value creation in the future will be based on economies of creativity: mass customization and the high value of bringing a new product or service improvement to market; the ability to find a solution to a vexing customer problem; or, the way a new product or service is sold and delivered. Organizational structure will have to change to meet the new reality of creativity as a core component of value and continuous innovation as the mechanism to sustain it. The new organization will include structures that support innovation 24/7/365 and at increasing scale. They will be more like organisms than machines. They'll be structurally fluid - bringing individuals together in creative networks designed to adapt to an ever changing landscape of customer needs and desires, often at a moment's notice. Management will be the job of those who oversee creative economies, ecosystems, and communities; it will be the job of managing innovation on a continuous basis where scale is used to create differentiated products and services to solve problems and meet needs on a customer by customer basis - all in real or near real time.
The Two Emotions That Can Save Your Brain From Burnout | Fast Company | Business + Inno... - 0 views
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There are two emotions that you can control to prevent burnout and increase the likelihood of success: excitement and empathy. Empathy is for your customer and for the problem you are trying to solve. Intimately knowing the problem or the customer you are trying to serve helps remove some of the startup risk, minimizes the time to market and cost before you even begin. Be your first customer. Excitement is for the psychology of you and your team and to create an environment that obsesses over detail. Genuine excitement from the team fosters this type of detail. It comes from the labor of love.
Mozilla's Open Badges - MozillaWiki - 1 views
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It's often difficult to get recognition for skills and achievements gained outside of school. Mozilla's Open Badges project is working to solve that problem, making it easy to issue, earn and display badges across the web. The result: recognizing 21st century skills, unlocking career and educational opportunities, and helping learners everywhere level up in their life and work.
How to Get a Job at Google - NYTimes.com - 1 views
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The second, he added, “is leadership — in particular emergent leadership as opposed to traditional leadership.
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What else? Humility and ownership. “It’s feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. “Your end goal,” explained Bock, “is what can we do together to problem-solve.
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Pas forcément besoin de diplôme "LAST June, in an interview with Adam Bryant of The Times, Laszlo Bock, the senior vice president of people operations for Google - i.e., the guy in charge of hiring for one of the world's most successful companies - noted that Google had determined that "G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless. ... We found that they don't predict anything." He also noted that the "proportion of people without any college education at Google has increased over time" - now as high as 14 percent on some teams. At a time when many people are asking, "How's my kid gonna get a job?" I thought it would be useful to visit Google and hear how Bock would answer."
Why the Robots Might Not Take Our Jobs After All: They Lack Common Sense - NYTimes.com - 0 views
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“Many of the middle-skill jobs that persist in the future will combine routine technical tasks with the set of non-routine tasks in which workers hold comparative advantage — interpersonal interaction, flexibility, adaptability and problem-solving,” Mr. Autor writes. He specifically mentions medical support jobs, building trades and some clerical jobs that require decision-making rather than typing and filing.In the paper, Mr. Autor presents data showing that these middle-skill jobs have indeed been under pressure over the last few decades, with much stronger growth in the number of both very basic low-paying jobs and the most advanced jobs for skilled professionals. It is a hollowing-out of the American work force, in effect, with fewer jobs for technicians and factory workers and the middle-class wages that come with them.
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“I expect that a significant stratum of middle-skill, non-college jobs combining specific vocational skills with foundational middle skills — literacy, numeracy, adaptability, problem-solving and common sense — will persist in the coming decades.” He argues that it is hard to blame computerization for jobs that have disappeared over the last decade in that much of the shift happened after capital investment in information technology fell following the collapse of the dot-com bubble.
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"So what does that mean for workers over the years and decades ahead? Mr. Autor says that this weakness leaves plenty of opportunities for humans to serve as intermediaries of sorts between increasingly intelligent computers that nonetheless lack that common sense. He invokes the idea of "Polanyi's Paradox," named for the Hungarian thinker Michael Polanyi, who observed that "we know more than we can tell," meaning humans can do immensely complicated things like drive a car or tell one species of bird from another without fully understanding the technical details. "Following Polanyi's observation," Mr. Autor writes, "the tasks that have proved most vexing to automate are those demanding flexibility, judgment, and common sense - skills that we understand only tacitly.""
Philadelphia Opens Innovation Lab for City Employees - 2 views
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"The learning space represents an ongoing strategy by Mayor Michael Nutter to institutionalize a new way of problem solving within city government."
The new artisans of the network era | Harold Jarche - 0 views
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Knowledge artisans are amplified versions of their pre-industrial counterparts. Augmented by technology, they rely on their networks and skills to solve complex problems and test new ideas. Small groups of highly productive knowledge artisans are capable of producing goods and services that used to take much larger teams and resources. In addition to redefining how work is done, knowledge artisans are creating new organizational structures and business models, such as virtual companies, crowd-sourced product development, and alternative currencies.
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Knowledge artisans are often more contractual, more independent and shorter-term than previous information age employees. Because of their more nomadic nature, artisanal workers will bring their own learning networks. Companies will need to accept this in order to get work done. Also, training departments must be ready to adapt to knowledge artisans by allowing them to collaborate and connect with their external online networks.
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Are knowledge workers the new artisans of the network era? If so, can you call yourself a knowledge worker if you are not allowed to choose your own tools? How about managing your own learning?
Recruteurs cherchent "gens bizarres", "procastinateurs" et "habitués à l'éche... - 0 views
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Pour la sociologue Brené Brown, un “inconfortable sentiment de vulnérabilité” est aujourd’hui nécessaire pour faire du “bon travail”. Une vulnérabilité qui s’exprime parfois dans un trop-plein de perfectionnisme : la procrastination, tendance à tout remettre au lendemain, réaction d’auto-défense et d’inhibition face à la performance et la perspective de l’accomplissement d’une tâche.
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Une autre raison, plus fondamentale, tiendrait à l’évolution même du monde du travail, de plus en plus “déstructuré“. Entendre, faisant de plus en plus appel à l’autonomie, entre un management plus horizontal, une entreprise appelée à être de plus en plus décloisonnée et la nature même des fonctions allant en se complexifiant et se recomposant en permanence. La “transformation numérique”, enjeu d’actualité pour les entreprises qui sont en voie de répercuter les conséquences de la révolution numérique dans leurs business models et leurs organisations, nécessite ainsi la “remise en question permanente”
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Notant qu’à Google, “la proportion de gens sans diplôme universitaire a augmenté avec le temps”, Laszlo Bock dessine un avenir du recrutement où, loin des algorithmes, les références et les qualifications ne sont pas gages de succès. L’entreprise dispose de trois critères-clés pour assurer un bon recrutement : Plus que le QI et même l’expertise, les capacités cognitives telles que la capacité à apprendre et la curiosité Le leadership, mais un leadership moderne, dit “leadership émergent”, qui correspond à la capacité critique à savoir “prendre le lead” mais aussi, lorsqu’il le faut, renoncer au pouvoir et L’humilité et la maîtrise de soi, notamment l’humilité intellectuelle et une attitude collective de “problem-solving”
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"Google engage de moins en moins de jeunes diplômés sortis de grandes universités prestigieuses. Un signe pour l'avenir du recrutement ? La capacité à savoir échouer, nouvelle vertu cardinale dans la recherche d'emploi ? Alors que les jeunes entrepreneurs vont jusqu'à se rencontrer dans des Fuck Up Nights pour partager leurs échecs, les recruteurs semblent également de plus en plus se tourner vers ces profils aptes à "rater avec grâce"."
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