2、人才招聘要目光遠大桑德伯格在谷歌工作期間負責的業(yè)務部門的員工人數(shù)在五年內(nèi)從4人增加到4,000人。這就意味著，最初的四名員工必須在很短的時間內(nèi)，完成相當于10至15年的增員工作。桑德伯格從中吸取到一個經(jīng)驗：她說：“招聘那些你認為未來要用到的人，招聘那些資質(zhì)更高、更有經(jīng)驗、或者剛剛畢業(yè)但能夠超預期完成工作的人?！贝_?，F(xiàn)在招聘來負責管理100名員工的管理者，在手下員工人數(shù)擴大到1,000人時也能勝任相應的管理工作。3. 制訂計劃要目光遠大桑德伯格在谷歌工作的初期，她和同事們會在每個人的生日當天舉行慶?；顒?。桑德伯格回憶說：“問題是，六個月之后我們的員工人數(shù)增加了那么多，我們根本不可能在每個員工的生日當天為他們舉行慶祝活動?！庇谑?，谷歌就改成了每周、每月、然后每季度為當周、當月、當季度生日的員工集中舉行一次慶?；顒?。桑德伯格回憶道：“那時我們每次都準備了特大的單層四方蛋糕，上面裱有所有過生日的員工的名字。如果當初我在制定慶祝員工生日活動時考慮得更加長遠些的話，我早該意識到，為每位員工在生日當天舉行慶祝活動的制度在員工人數(shù)不斷增加的情況下就行不通了?！鄙５虏窠ㄗh說，在計劃重大活動以及慶?；顒訒r，必須考慮到是否能夠適應企業(yè)規(guī)模的不斷擴大。比如，扎克伯格倡議并且主持的編程馬拉松（hackathons）大賽——在此期間Facebook的工程師們以及技術天才會聚在一起，分享他們在各自主要工作之外開發(fā)的產(chǎn)品和功能。“無論是三個人、三千人甚至三萬人（如果我們公司規(guī)模達到如此水平的話），這項活動都可以進行，”桑德博格一邊說，一邊夢想著Facebook的未來。譯者：iDo98So, Facebook (FB) knows how to grow. On Tuesday, the company that everyone loved to discount reported better-than-expected profits and a 32% increase in third-quarter revenue to nearly $1.3 billion. The stock is popping.Substantial credit goes to Sheryl Sandberg, Facebook's chief operating officer and CEO Mark Zuckerberg's No. 2, who has learned a thing or two about scaling businesses. When Sandberg joined her previous employer Google (GOOG) in 2001, that company had about 275 employees. By the time she left for Facebook in 2008, she recalls, Google had about 20,000 employees. During the past four years, she has seen Facebook grow from 550 to more than 4,000 employees. In the past year alone, active Facebook users increased 26% to more than 1 billion.When Sandberg regretfully bowed out of this year's Fortune Most Powerful Women Summit, I asked her if she would do something else: share her expertise on scaling an organization. She agreed and sums up the challenge for any company this way: "If you can't envision where you're going to go, you're not to get there."Having both advised and learned from the two guys who top Fortune's 40 Under 40 list--Zuckerberg (No. 2) and Google CEO Larry Page (No. 1)--she came up with three guidelines:1.Think Big.While management is "the science of administering a business," Sandberg says, "leadership is the art of accomplishing more than the science of management says is possible." Thinking really big--such as making the world more open and connected, which is Zuckerberg's vision--gets people excited. They follow the leader not only because they are paid to follow. They believe. "Repeat the mission," Sandberg advises. "Only by stating what's most important and by framing the conversation can you keep everyone focused."2.Hire big.Sandberg's organization at Google grew from four to 4,000 people in five years. Which meant that the original four employees had to do 10 or 15 years worth of growing in a very short period of time. Sandberg learned a lesson from this: "Hire for what you think you're going to need," she says. "Hire people who are more qualified, have more experience, or are right out of school but can overachieve." Make sure that the person you're hiring to manage a 100-person office can manage the office if it reaches 1,000 people.3.Plan big.Early on, Sandberg and her fellow Googlers celebrated everyone's birthday on their actual birthdays. "The problem was, six months later, we had so many people that we couldn't possibly celebrate everyone's birthday on that day," she recalls. So, Google shifted to weekly, then monthly, then quarterly celebrations. "We had these ginormous sheet-cakes with everybody's name on them," Sandberg recalls. "If I had been better at thinking ahead, I would have realized that celebrating everyone's birthday on the real day would not scale." Plan events and celebrations that will scale, she advises. For instance: Zuckerberg's hackathons--when Facebook engineers and tech talent gather to share products and features they developed outside their main jobs. "You can do these with three, 3000, or 30,000 people if we ever get there," Sandberg says, dreaming of Facebook's future growth.
