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Yet almost everything Google does, it does in teams.
The group started thinking, "How could HR be different if we reoriented at least some of our services toward the level of the team?" said Brian Welle, Google's director of people analytics, addressing an audience last week at Wharton's People Analytics Conference in Philadelphia. The goal it came up with was characteristically big, hairy and audacious.
The group imagined a future in which People Operations could advise leaders starting projects on exactly what kind of teams they should assemble: both the number and type of people. The advice might go: "You are going to want one extrovert to keep the team excited and motivated," said Welle. "You want two conscientious people to make sure details are attended to. You want three women and two men so you have that diversity represented. You want to be co-located in the first six months, and then you want them distributed in the next six months."
Via The Learning Factor
Google's People Operations department confronted a paradox. Like most HR organizations, it hired individuals. It developed individuals. It evaluated the performance of individuals.