拉里?佩奇：打造“家”一樣的谷歌

???谷歌（Google）從它在車庫誕生的那一天其就幾乎一直被視為世界上最適合工作的公司——成功進入谷歌的人都會發現這一點。名牌大學的高材生只要能夠經受住公司殘酷的面試流程，就能享受到絕佳的福利待遇。如今，優厚的福利待遇沒有變，但是隨著發展，谷歌的招聘變得更加切合實際，開始對成績平平的學生敞開懷抱。從去年起，谷歌開始從一些不太知名的學校招聘，如德州農工大學（Texas A&M）和位于布法圖的紐約州立大學（the State University of New York）；另外，以前面試環節涉及高達12輪篩選，而現在平均已經減少到了四五輪。谷歌前CEO拉里?佩奇一年前重返公司CEO的位置。他在接受《財富》雜志（Fortune）獨家專訪時，介紹了谷歌努力營造的“家”一樣的環境，自豪之情溢于言表。他談到了谷歌的工作環境與他祖父那個時代相比出現的變化，還談到谷歌如何通過提供免費食品鼓勵人們少吃東西。當然，他并沒有排除今后對食物收費的可能性，但是這事短期內還不會發生。

這些年來，作為谷歌大家庭的一員，谷歌員工的角色發生了怎樣的變化？

????隨著公司不斷發展壯大，作為谷歌大家庭一員的角色顯然也在發生著變化。但是，從我還在斯坦福大學（Stanford）就讀時，我就始終認為，大學畢業生可以從事任何自己喜歡的工作。真正的好項目會激發一大批人的參與熱情。我們把這種想法帶到谷歌，它確實對我們大有幫助。只要你是在改變世界，那么你就是在從事偉大的事業。每天清晨起床都會興奮不已。這才是最重要的。人們希望投身于有意義、影響深遠的工作，但事實上，這樣的工作非常有限。但是，我覺得谷歌仍然擁有這樣的工作。坦率地講，我們一直都有這樣的工作。

您如何總結谷歌的文化？

????我爺爺是一位汽車修理工。他當年做了個防身的武器，上班的時候就帶在身上，，保護自己不受公司的欺壓。那是一根大鐵管，頭上有一個大鉛塊。以前工人需要采取這種方式來避免受到公司的欺壓，我在想，現在的公司變化真大啊。而作為公司領導，我要做的是確保公司每個員工都能獲得良好的機遇，讓他們覺得自己正在發揮重要作用，為社會做出有益的貢獻。作為一個整體，我們在這方面做得很好。我的目標是讓谷歌成為業內的領袖，而不是跟在別人后面。

在您看來，從免費食品到按摩，所有這些優厚的福利待遇對您設計的員工體驗有多重要？

????我認為員工體驗不是這些孤立的事情。最重要的是，公司要像家一樣，員工覺得自己是公司的一部分，公司對他們來說就是一個大家庭。如果能這樣對待員工，員工的生產效率就會得到提高。我們不應該只關心工作時間的長短，而更應該關心工作的成果。我們應該發揮創意，不斷創新公司與員工之間的互動關系，找出最符合員工利益的事情。我們始終關心員工的健康，確保能幫助他們保持健康，成功戒煙。正因為如此，我們在醫療保健開支方面的增長幅度比其他公司都要高。但是我們的員工心情更舒暢，生產效率更高，而這才是最重要的。

????Almost since the day it set up shop in a garage, Google has been known as one of the world's best places to work -- if you could get your foot in the door. Crazy-free perks were the reward for graduates of elite schools who had high grade-point averages and who could endure the company's grueling interview process. The perks remain, but as Google (GOOG) has grown, it has gotten more realistic about recruiting -- and kinder about tolerating underperformers. As of last year, the company began recruiting at such nonpedigreed institutions as Texas A&M and the State University of New York at Buffalo; interview sessions that often involved as many as 12 screenings now average between four and five. In an exclusive interview with Fortune, Larry Page, Google's original CEO, who reassumed the position a year ago, speaks with obvious pride about the "family" environment Google tries to encourage, how it differs from his own grandfather's workplace, and how free food encourages people to eat less. And while he doesn't rule out charging for those meals one day, don't count on its happening anytime soon.

How has the state of being an employee at Google changed over the years?

????It changes, obviously, as the company gets bigger. But the thing that really has stuck with me from when I was at Stanford is that when you're a grad student, you can work on whatever you want. And the projects that were really good got a lot of people really wanting to work on them. We've taken that learning to Google, and it's been really, really helpful. If you're changing the world, you're working on important things. You're excited to get up in the morning. That's the main thing. You want to be working on meaningful, impactful projects, and that's the thing there is really a shortage of in the world. I think at Google we still have that. We've always had that in spades.

How do you summarize Google's culture?

????My grandfather was an autoworker, and I have a weapon he manufactured to protect himself from the company that he would carry to work. It's a big iron pipe with a hunk of lead on the head. I think about how far we've come as companies from those days, where workers had to protect themselves from the company. My job as a leader is to make sure everybody in the company has great opportunities, and that they feel they're having a meaningful impact and are contributing to the good of society. As a world, we're doing a better job of that. My goal is for Google to lead, not follow that.

How important to you are Google's wonderful lifestyle perks, from the free food to the massages, for the employee experience you're trying to design?

????I don't think it's any of those individual things. It's important that the company be a family, that people feel that they're part of the company, and that the company is like a family to them. When you treat people that way, you get better productivity. Rather than really caring what hours you worked, you care about output. We should continue to innovate in our relationship with our employees and figure out the best things we can do for them. We've been looking a lot at the health of our people, and making sure we're helping them stay healthy and quit smoking. Our health care costs have grown a lot less fast than other companies as a result of that. But our people have also been a lot happier and more productive, which is much more important.