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Workers leave Google's main office in Mountain View, California on Thursday, November 1, 2018, in protest. (AP Photo / Noah Berger)
If you are just as often present as me at conferences on human resources, the workplace and the future of work, you would not have noticed that for 10 years, Google has appeared more than any other organization when stakeholders have cited the good practices. The book of Laszlo Bock, Work Rules !: Google information that will transform your way of life and direction was a beacon for human resources and human resources managers around the world, who imitated the talent culture and practices of the Silicon Valley giant.
It was all the more shocking that on November 1, 2018, thousands of Google employees decided to present a go out of business in more than forty offices around the world, protesting at how society handled – or rather did not do it – sexual misconduct and complaints about its culture in the workplace
Claire Stapleton, one of the walkout organizers, product marketing manager at Google's YouTube, told The New York Times: "Google is famous for its culture. But in reality, we do not even meet the basics of respect, justice, and fairness for every person here. The 7 organizers of the event also drew up a list of requests addressed to the management of the company, ranging from equal pay and opportunities for all, more transparency in dealing with any type of relative complaint. sexist prejudices, sexual misconduct and harassment.
What is remarkable about the walkout is that many men also joined the women at their Singapore Singapore event, from Ireland to the various US offices.
Some eyebrows have already been raised in 2017, while among Apple and Facebook, Google has introduced a newcryopreservation of oocytes from emale workers or freezing eggs. The advantage was to allow employees to delay family planning, perhaps even beyond their natural fertile years, by conveying the message that work is more important than family. This benefit only perpetuates the failing system, which simply ignores the fact that employees have a life outside of work, that they want to spend as effectively as possible with family, friends, activism , the guard of their loved ones. Marissa Mayer echoed this mentality. 130 hour work week at the time she was working at Google, shooting regularly all night and claiming that it was the only way to succeed.
Google executives supported the start process. After all, it's a very important point of sale for feedback that, as a software and technology company, is essential for improvement. It also shows that there was some discontent on Google's campuses and that, despite the many benefits and benefits, and the sheer prestige of working for Google, is not enough to make employees happy and motivated.
So what's next for Google? My advice would be to take a look at other sectors and other companies, get out of Silicon Valley 's echo chamber and take a quick look at it. behind the scenes of some of the most successful companies. in terms of work-life integration, gender equality and employee well-being, such as adidas, headquartered in Herzogenaurach, Germany.
They have already implemented one of the claims of Google employees. Google employees request that the Diversity Officer report directly to the CEO and make recommendations to the Board. adidas has found a way to do this, by appoint Karen Parkin, Director of Human Resources, on the company's Board of Directors, reporting directly to the Global Director of Diversity and Work-Life Integration, to ensure diversity and work issues personal life are on the agenda of board meetings.
What does this edifying story tell us about Google? Through the internet and social media, the world has become a tiny place, and we all have a ticket to the forefront for what, until recently, was well concealed in the conference rooms and offices. angle of society. Can we expect other employees in other companies to do the same? We can certainly!
Today, employees have a voice and will use it to express what they want in exchange for their talent and hard work. They want organizations to be accountable, decisions to be transparent, and leadership to be trusted. They want a culture that not only celebrates the type of ideal worker and sacrifice, but also values employees as complete human beings, normalizes parenting and caring responsibilities and allows their employees to lead a happy and fulfilling life outside of their job and career.
So it is certainly time to bridge the gap between fruits – the reality of what makes the difference for employees often differs from what executives believe their employees need or want. Of course, keep yoga, ping-pong and paninis, but think deeper, think more simply. Paid parental leave, child care, mental health care, regular breaks are the new differentiators of an extraordinary corporate culture. And if you want to know how adidas is doing it, here's a new book that describes just that: One Life – How Most Future-Oriented Organizations Leverage Life-Work Integration to Attract (and Retain) !) Talents and promote the well-being of employees. .
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Workers leave Google's main office in Mountain View, California on Thursday, November 1, 2018, in protest. (AP Photo / Noah Berger)
If you are just as often present as me at conferences on human resources, the workplace and the future of work, you would not have noticed that for 10 years, Google has appeared more than any other organization when stakeholders have cited the good practices. The book of Laszlo Bock, Work Rules !: Google information that will transform your way of life and direction was a beacon for human resources and human resources managers around the world, who imitated the talent culture and practices of the Silicon Valley giant.
It was all the more shocking that on November 1, 2018, thousands of Google employees decided to present a go out of business in more than forty offices around the world, protesting at how society handled – or rather did not do it – sexual misconduct and complaints about its culture in the workplace
Claire Stapleton, one of the walkout organizers, product marketing manager at Google's YouTube, told The New York Times: "Google is famous for its culture. But in reality, we do not even meet the basics of respect, justice, and fairness for every person here. The 7 organizers of the event also drew up a list of requests addressed to the management of the company, ranging from equal pay and opportunities for all, more transparency in dealing with any type of relative complaint. sexist prejudices, sexual misconduct and harassment.
What is remarkable about the walkout is that many men also joined the women at their Singapore Singapore event, from Ireland to the various US offices.
Some eyebrows have already been raised in 2017, while among Apple and Facebook, Google has introduced a newcryopreservation of oocytes from emale workers or freezing eggs. The advantage was to allow employees to delay family planning, perhaps even beyond their natural fertile years, by conveying the message that work is more important than family. This benefit only perpetuates the failing system, which simply ignores the fact that employees have a life outside of work, that they want to spend as effectively as possible with family, friends, activism , the guard of their loved ones. Marissa Mayer echoed this mentality. 130 hour work week at the time she was working at Google, shooting regularly all night and claiming that it was the only way to succeed.
Google executives supported the start process. After all, it's a very important point of sale for feedback that, as a software and technology company, is essential for improvement. It also shows that there was some discontent on Google's campuses and that, despite the many benefits and benefits, and the sheer prestige of working for Google, is not enough to make employees happy and motivated.
So what's next for Google? My advice would be to take a look at other sectors and other companies, get out of Silicon Valley 's echo chamber and take a quick look at it. behind the scenes of some of the most successful companies. in terms of work-life integration, gender equality and employee well-being, such as adidas, headquartered in Herzogenaurach, Germany.
They have already implemented one of the claims of Google employees. Google employees request that the Diversity Officer report directly to the CEO and make recommendations to the Board. adidas has found a way to do this, by appoint Karen Parkin, Director of Human Resources, on the company's Board of Directors, reporting directly to the Global Director of Diversity and Work-Life Integration, to ensure diversity and work issues personal life are on the agenda of board meetings.
What does this edifying story tell us about Google? Through the internet and social media, the world has become a tiny place, and we all have a ticket to the forefront for what, until recently, was well concealed in the conference rooms and offices. angle of society. Can we expect other employees in other companies to do the same? We can certainly!
Today, employees have a voice and will use it to express what they want in exchange for their talent and hard work. They want organizations to be accountable, decisions to be transparent, and leadership to be trusted. They want a culture that not only celebrates the type of ideal worker and sacrifice, but also values employees as complete human beings, normalizes parenting and caring responsibilities and allows their employees to lead a happy and fulfilling life outside of their job and career.
So it is certainly time to bridge the gap between fruits – the reality of what makes the difference for employees often differs from what executives believe their employees need or want. Of course, keep yoga, ping-pong and paninis, but think deeper, think more simply. Paid parental leave, child care, mental health care, regular breaks are the new differentiators of an incredible corporate culture. And if you want to know how adidas is doing it, here's a new book that describes just that: One Life – How Most Future-Oriented Organizations Leverage Life-Work Integration to Attract (and Retain) !) Talents and promote the well-being of employees. .
