1.

Google had a culture in which good ideas were celebrated and authority was derived from
peer respect. Google always wanted to treat people who joined its company like its family,
nurturing them, developing them and make sure they reach their full potential and also not
only direct work but actually help others improve.
Before project oxygen started, there was a wide variance of managers and
management skills .There was no ethnographic approach and also there was lack of career
development skills. The drawbacks of the manager behaviour with his team members like
interacting and studying the people are not known before Project oxygen started. Managers were
viewed like , if at all they had any impact on their teams.

2. Google had an engineer dominated culture. Its a company built by engineers for engineers.
Employees are organized into three primary functional groups : engineering, global business
organization (sales) , and general and administrative.
The role of human resources in such a setting is to focus on creating the best
environment for engineers to make things happen and help them strike a balance between
providing direction and micromanaging.
Managers has impact on the performance of their teams . Having a good manager
is essential, like breathing. And , if managers made better, it would be like breath of fresh air.
The role of the manager is to interact with the team members and study the people. He has
to develop vision for his team and have career development discussions. Manager should be
a good coach, he/she should empower the team members and shouldn’t micromanage .
Manager has to take care of the team members success and personal well being. He /she
should be a good communicator that is capable of listening and sharing information among
the team members and also should have a clear vision for the team always.

3(a) In order to identify the effective manager, the Pi lab team has set out to conduct double blind
qualitative interviews with managers from both the highest and lowest scoring categories.
All the interviewers were given a script to follow with questions .Data was gathered from
managers in all three major functions of the company (engineering, global business
organization and general and administrative). They also collected qualitative comments
through googleist survey and performance reviews. They had spent time coding the
information from these sources. After much review , they identified a set of eight behaviours that
were common among high scoring managers through out the company.

3(b) The Project oxygen was always meant to be a developmental tool, not a performance metric.
The Project oxygen team planned to socialise its findings through a combination of grass roots
meetings with junior and mid level managers and solicit sponsorship from Bock and other senior
executives. Michelle and Meal who are the members of project oxygen have done over fifty
presentations around the company where they got into the details, including research methodology.
They made data relevant for each audience. The presentations not only included list of attributes but
also described best practices to help managers improve. Donovan also a member of Project oxygen
reached out to managers throughout Google , seeking invitations to staff meetings and other
gatherings where she can share project oxygen findings and the proposed action plan . The main
moto of Project oxygen was to implement the eight attributes. This are a good manager
 Is a good coach
 Empowers the team and doesn’t micromanage
 Expresses interest/concern for team members success and personal well being
 Is productive and results oriented
 Is a good communicator, listens and shares information
 Helps with career development
  Has a clear vision/strategy for the team
 Has key technical skills that help him/her advise the team
group. Both survey had sixteen statements spread across attributes. Respondents were asked
to answer with “agree”, “ strongly agree”, “neutral”,” disagree”, or “strongly disagree”.

3© To measure the eight attributes ,the project oxygen partnered with people operation to create
two variations of the survey . In the time between the two surveys, the New York Times profiled
project oxygen. “ The article drew internal attention to the project oxygen, which helped them
gain even more momentum” . The surveys were not mandatory, but the vast majority of employees
completed them regularly.
Managers received there results several weeks later in form of percentage favourable
response for each question like is my manager helping in my career development, is he/she helping
to improvise once performance, does he/she help in how once work impacts the organization, does
he/she have the technical expertise like coding in tech, setting in global business and accounting in
finance, does he/she deliver difficult feedback constructively or not. As well as the googlers also
leave comments . Managers were then encouraged them to share their reports with members of
there teams and to talk openly about the areas of improvement. The initial reports referenced the
eight attributes ,including what success looked like. Reaction to the first set of reports were
generally positive

4 People operations analysed the impact of Project oxygen by examining aggregate data from the
surveys as well as input from individuals. A comparision of UFS and TMS score from 2010-2012
indicated that median. Scores rose from 83% favourable to 88% favourable . People analysis
manager, noted “ These improvements hold true across the three main functions within Google,
across survey categories and across level of managers. Career development and coaching were two
of the areas that showed the most improvement. The improvement findings were also consistent
across geographies, and with varying members of direct reports. In an environment of top achievers
, low UFS scores tended to inspire action. For example , Marotte (vice president of enterprise EMEA)
had come to Google in 2011 from a senior sales role at Oracle. Based in Europe, he managed a global
team of 150 people. During his first six months at Google, Marotte focused on achieving his sales
numbers, which he met consistently. Then he received his first UFS scores which “ were a shock to
my system” Marotte recalled .
They were a disaster his UFS score were terrible.at first he thought he had a wrong
team. Later took a step back and met with HR business partner. He went through all comments and
came up with a plan. He fixed how he communicated with his team and provided more visibility on
our long term strategy within two survey cycles his ratings raised from 46% to 86%. It has been
tough ,but very rewarding. Now he like a Great Manager.

5. Settys priorties be going forward as he have been gruelling recruiting experience and make people
jump through all kinds of hoops before they get into Google. But once there into it, there’s this
feeling that they have created a family. Setty was considering a number of possible new projects for
the people analytics team. One was to expand Project oxygen to develop a deeper understanding of
the specialized attributes of the most senior manager of company such as directors and vice
presidents.” Senior leadership often has to inspire”. They have been looking forward to have
inspiration be taught”. The leadership attributes specific to senior manager can be done using
researching methods that were used for Project oxygen.
Setty believed it would be helpful to learn more about complete lifecycle of manager at
Google, including hiring, lateral job transitions, promotions and departures. For example, How might
google identify the best management candidates among its current employees? His team was
planning to analyse the job transitions for weak managers, while also reviewing the company’s
ability to reward and retain its top managers. The goal was to create a virtuous, reinforcing cycle.
Once they become manager, they want to onboard them by training them on these behaviours.
After they have managed for a few months, they want to raise their self awareness by giving them a
UFS or TMS report so they can see their teams assessment. They also wanted them to attend
manager courses targeted at their lower scoring areas, this is the cycle he would like to envision. In
order to make “truly amazing manager” . Setty staffed the teams organically to look primarily at
skills and availability.