These decisions include subsidies, talent management, recruitment and all other human resources issues. Google's data-based human resources may play an important role in the company's future success. Google currently has 28,000 employees, and new people are constantly joining. Human resources is an important topic in Google. As an engineer based on Google, human resources, like other departments, need to make decisions and policies based on data. So Google set up a human analysis team composed of data mining engineers, psychologists and MBA. Therefore, the analysis team studied the performance survey data and employee survey, and asked employees to rate managers to confirm whether the most reliable managers and the most outrageous managers can bring completely different results. The data survey shows that it is affirmative. The most outrageous managers also have some common characteristics. Google employees are usually willing to have regular one-on-one communication with excellent managers. Unreliable managers often don't know which employees to communicate with one-on-one, sometimes with high-performance employees, and sometimes with low-performance employees. After research, Google found that the most reliable way is to communicate one-on-one with all employees. Later, according to the research results, the company redesigned the special process of training new managers. One year after the end of the oxygen project, 75% of unreliable managers have made great progress. Another project carried out by the team is to predict the future organizational structure of the company according to the existing recruitment and promotion practices. The results show that if Google continues its current promotion speed, it will eventually form a structure with big middle and small two ends, which is not conducive to the promotion of grassroots employees. So later, Google implemented a new approach: if someone is promoted or resigned, it will not be supplemented by existing personnel, but will recruit bottom-level employees from outside. The human resources analysis team predicts that this practice will help grass-roots employees get promotion opportunities. Exposing the lies of the human resources department is another function of this group. Like other companies, Google has some deep-rooted misconceptions. One of them is that people think that employees in Google headquarters are promoted faster than those in other places, or that employees engaged in those "star" projects are promoted faster. The data shows that these are all wrong, but the study found that within Google, if you want to get promoted faster, you need to get more feedback from your superiors. Google's current human resource management process can be said to be the pinnacle of data-driven personnel management. However, Google has its intuition. "You can't make a set of algorithms for everything. You need to get information through data, but you don't need to rely on them to make decisions. " Kathryn Dekas, manager of Google's human analysis team, said.