I really like the first part of the paper and it describes a lot of their best practices, but the last 1/3 or so of the paper is more about Google's culture, no? IMO that opens them up for the snark here.
Google has some amazing perks and it's a wonderful overall employer, but I really wonder how much cash is left on the table by not addressing its shockingly low retention rate or at least explaining why it's not a problem.
There are a lot of articles estimating the cost of a departure is anywhere from 6-12 months of the lost employee's salary. Does that seem like something that should be ignored like they seemingly do? Why do shareholders even tolerate this?
Fair point - I was mostly focused on the build system. It is quite something and a marvel of engineering. The culture is actually good in parts of the company -- like core systems infra -- but yes it is hard to spread that throughout, it seems. A separate article about culture and what's good and bad would be interesting, but probably not likely to be seen in public, particularly if it's honest...
Google has some amazing perks and it's a wonderful overall employer, but I really wonder how much cash is left on the table by not addressing its shockingly low retention rate or at least explaining why it's not a problem.
There are a lot of articles estimating the cost of a departure is anywhere from 6-12 months of the lost employee's salary. Does that seem like something that should be ignored like they seemingly do? Why do shareholders even tolerate this?