Good morning, everyone. We’re more than three weeks into the new year and if you’ve stuck with your New Year’s resolutions ‘til now, hats off. My plans to reduce my social media and dessert consumption are already busted, maybe because I didn’t read this story. This week in Forbes Careers: --Could a former Google exec’s “virtual personal coach” startup help your career? --Wharton MBA students appear out of touch on pay --25 jobs for the future
What do you remember about your first day on the job? For Laszlo Bock, the former head of H.R. at Google, it was the meeting on his first day where a candidate got rejected because someone said the person had a “stupid major.”
But the distaste he felt that day for H.R. decisions being made by bias is part of what inspired him four years ago to cofound Humu, an H.R. tech platform that uses artificial intelligence and “nudge” theory to help organizations keep people engaged and effective in their jobs. Humu announced a $60 million Series C funding round this morning.
“The challenge with a lot of H.R. issues and people challenges inside companies is every single person has their own intuition about what the right answer is,” Bock told me recently.
While Humu is an interesting company, what intrigues me is Bock’s career, a microcosm of sorts to how human resources has evolved over the past few decades. He started off at McKinsey during the late dot-com boom, landed at General Electric’s H.R. department—when it was still considered a leadership “academy” rather than an aging industrial on the verge of breakup—and then got a call from Google, where he helped build its culture fueled by free lunches and onsite dry cleaning, as well as its influential “people analytics” team.
In interviews, Bock shared all kinds of interesting tidbits about his career, only some of which made it into my story: While getting his MBA at Yale, a McKinsey consultant told him his resume wasn’t “distinctive enough;” he didn’t meet Sergey Brin, Larry Page or Eric Schmidt before taking the Google job; and at GE, even back in the mid-2000s, he could see the company’s “H.R. machine” already “fraying at the edges,” Bock recalls. Tell me: How often do you see intuition—rather than data or research—guiding your H.R. department’s decisions?
|