The secrets data say about the best leaders (from Google)

Speaking on video and podcast, Google Director People Operations, APAC Tech, Sarah Robb said the tech giant’s approach to leadership changed as it tried to influence a culture amongst engineers which did not value such a thing, while attempting to avoid approaches which were “too fluffy and not really useful.”

"We've only recently started to realise managers require a different set of skills than just technical aptitude.” – Robb

“We've only recently started to realise managers require a different set of skills than just technical aptitude,” she said.

“As we've shown through data - and that's how we get anything across the line - managers are the reasons people stay or leave. Managers can be the reason someone is moving up through the organization or is shot down.” 

Robb said the challenge for Google was using data to show staff “what they're doing as a manager and as a leader is actually going to have an output that's going to create value for [them] in [their] technical aptitude”.

“That's what we've been trying to do, which is probably why [Google] HR has an entire arm of analytics that works on those things,” she said.  

Google’s entire recruiting strategy is heavily influenced by data, although Robb emphasised ”we tell employees we’re doing it - so it’s not some weird Big Brother thing”. 

Sharing part of her own experience, Robb said when she interviewed at Google in the early 2000s she spoke with 17 people. Modern practice has slashed that number.

“What we did through data is actually figure out you don't really get much further insight past four interviews,” she said. “General cognitive ability is a very good indicator for success because it means adaptability.”

Robb also touched on the four key indicators Google looks for when hiring staff. Watch the video or listen to the podcast above to find out more.

Nigel Dobson is Banking Services Lead at ANZ