RamnarainRuia Autonomous College, Matunga, Mumbai 400019

Class TYBA Sem VCommerce Assignment

Div :C ( RUACOM502 ) 2020-21

Commerce Assignment for the year 2020-21

Class TYBA
Paper Code RUACOM502
Paper Title Human Resource Management
Topic of Assignment HRM and HRP at Google
Name Mrunmayee Mirlekar
Roll No. 3812
Division C

INDEX

Sr.No Contents Page No.

1. Introduction 2
2. Google’s Human Resource Planning 3
3. Business Strategic Model 4
4. Google’s Recruitment Practices 5
5. Job Analysis and Design at Google 11
6. Employee Training 12
7. Google’s Performance Management Practices 14
8. Google’s HR Policies 15
9. Conclusion 16
10. Bibliography 17

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Introduction

Human capital and its management has become more important than ever in the 21st century.
However, very few are ‘good as Google‘ (Parent company – Alphabet) at managing people.
Google has proved that it relies upon innovation in every aspect of its business, even HRM. It
has established an employee centered culture at whose core is employee empowerment.  The HR
function is a strategic partner at Google and it has focused on benefiting the company’s core
operations by hiring and retaining only the best. Apart from Google’s technological capabilities,
innovative and efficient HR is the reason that it has acquired as much success and fame. It differs
from most others in terms of its focus on employees and their happiness.

When it comes to keeping employees happy, Google believes in nothing less than the best.  It
favors ability over experience and hires only the smartest people. Several things are different
about Google’s HR approach. Most outstanding thing about the tech giant is its mix of salaries
and perks meant to keep its employees motivated and satisfied. Moreover, nothing is sufficient in
today’s world. There is too much competition even in HR. You have to do outstanding things to
be noticed and invite the best talent. Google caters to a global audience and its diverse workforce
reflects the diversity of its global customer audience.  In more than 40 countries around the
world, it has opened more than 70 offices. Google is headquartered at Mountain View,
California.  The search engine giant provides a variety of internet and cloud based services aimed
at individual, professional and business use. Google has reached a leading position in the
technology industry with the help of a highly talented and motivated workforce that it has
managed with great care.

Google has successfully maintained its retention of high quality employees by its retention
program. Lombardo (2017) stated that “Google’s success is based on its high quality human
resources. The company generally emphasizes smartness and excellence among its employees.
Google’s human resource management also includes carefully selected strategies, methods, and
techniques for recruitment and selection, and for the retention of high quality workers. The
firm’s recruitment practices and selection process ensure an adequate workforce. The retention
programs at Google are designed to retain excellent employees. These programs also attract
employees to the firm.” The next section discusses how Google successfully maintains its
number of employees by using its strategies, methods, and techniques for recruitment and
selection, and for retention of high quality employees.

Google’s human resource management involves different strategies to address the workforce
needs of this diversified business organization. This diversification imposes significant
challenges to human resource managers of the company. Nonetheless, there are certain HRM
approaches that are generally applied to different areas of Google. For instance, in human
resource planning, Google’s HR managers focus on the effective use of forecast information to
minimize the surplus or shortage of employees, and to establish a balance between the supply
and demand for qualified employees. Google’s job analysis and design approaches are also
varied because of the different types of jobs in the different businesses of the company.

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Google’s Human Resource Planning

Forecasting

Human resource managers at Google use trend analysis and scenario analysis for forecasting.
Trend analysis is a quantitative technique that allows the company to predict possible HR
demand based on current conditions and changes in the business. Scenario analysis is Google’s
qualitative technique for forecasting HR demand. Scenario analysis involves analyzing different
combinations of variables to predict HR demand for each resulting scenario. In this way, Google
uses a combination of quantitative and qualitative techniques for forecasting HR demand.

Surplus & Shortage of Employees

Concerns about surplus or shortage of employees at Google are mostly in the production
processes, such as the manufacture of Chromecast and the provision of the Google Fiber Internet
and cable television service. In developing and providing web-based and software products,
human resource surplus and shortage are not a significant concern. For production processes,
Google’s human resource management identifies possible surpluses and shortages through
forecasting techniques. Thus, the company’s human resource planning includes forecasted
surpluses and shortages of human resources. Such information is used for recruitment and
scheduling.

Balancing Supply and Demand

Google’s human resource management faces minimal problems when it comes to balancing HR
supply and demand. Even if demand for web-based/software products and online advertising
services increase, Google does not need to commensurately increase its human resources in these
business areas because of the digital nature of these products. Still, the company needs to address
HR supply and demand in other areas, such as the production and distribution of consumer
electronics like Nexus and Chrome cast. For these areas, Google uses a flexible strategy where
new employees are hired based on forecasts of human resource needs.

The combination of Google’s HR management approaches for forecasting, identifying issues

with surplus and shortage of employees, and balancing of human resource supply and demand
effectively supports the human resource needs of the firm. Google uses conventional methods
and techniques together with advanced information systems to analyze human resource data to
support human resource management decisions.

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Business Strategic Model

As an organization, Google and its employees take pride in being regarded as geeks. In fact, one
of the banners that greets you as you enter Google’s Toronto Office reads “proud to be geeks”.
How this very philosophy dictates their business strategy can be understood from the fact that
Larry Page once remarked that Google was comprised of people with ‘frighteningly’ single‐
minded focus. Google offices are seen not as locations where people go to work, but rather as
dream‐houses for these geeks to retire to when they want to create something innovative and
state of the art. “Four years ago, the average search took about 3 seconds. Today, it is down to
about 0.2 seconds. And since 0.2 is greater than zero, it’s not fast enough”. A small statement
from Peter Norvig, an engineer at Google, tells the tale of the work culture and employee
commitment at Google – the employees don’t need the next deadline or next project proposal to
work on creating something, but rather an intrinsic9 challenge – a challenge that could be driven
by self benchmarks, or by peer influence, or simply, the quest for solving something. As a
company, Google completely understands that such is the nature of devoted and committed
geeks – and provides everything that is possible to keep these geeks motivated to work on novel
and creative pursuits.

HR As A Strategic Partner For Business

HR department at any organization has a unique challenge – it has to ensure that the employees
are motivated and committed to the organization with complete integrity and honesty. However,
at the same time, the HR department has to ensure that the market dynamics are not adversely
affected by the sheer volumes of investment involved in the process. In some ways, HR
department should act as a service provider for the employees, and treat employees as its
customer base treat the employees the same way you would like them to treat their customers,
and the whole paradigm of customer satisfaction and delivery becomes easy to adopt and adapt.
The business model and strategy of not merely trying, but actually delivering the best solution
has been a benchmark of the work culture at Google. The workplaces and office locations all
over the world are built over sprawling spaces which provide the employees not only with every
possible space for creativity and innovation, but also ensures that the employees’ ideas are duly
and uncompromisingly studied, worked on, and acknowledged.

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Google’s Recruitment Practices

Recruitment at Google is the first and foremost step in the overall HR processes. With the
reputation and promise that Google holds for thousands of technology professionals who want to
make Google their second home, more than 1300 Resumes are received each day by Google.
Hiring the right people is a key HR philosophy at Google – the median age of employees at
Google is 27 years, making it the youngest workforce across the industry. However, the retention
rate, and the turnover data at Google proves that the organization has been successfully16 able to
attract, retain, and motivate the most difficult crop of employees – the Y generation cyber‐
generation professionals who are prone to changing their affiliations quicker than they change
their clothes. Google hosts many external events throughout the year which reflect a combination
of their excellent recruiting practices and their awareness of the internal culture they want to
maintain. They are explicitly seeking to attract the kinds of people to the company who will be
successful in their open, collaborative culture.

Sources

Google’s human resource management uses a mixture of internal and external recruitment
sources to maintain the adequacy of its human resources. The company uses promotions,
transfers, and trainees/interns as the main internal recruitment sources for HR needs. On the
other hand, the external recruitment sources at Google include educational institutions and
respondents to job advertisements. Most of these ads are available through the Careers section of
Google’s website. Through these recruitment sources, the company facilitates a continuous
influx of qualified workers, while matching these employees’ capabilities with human resource
needs.

Methods.

Considering the combination of internal and external recruitment sources, Google uses indirect
methods and direct methods of recruitment. The indirect methods are more significant to the
company. These indirect methods include advertisements on the company’s website. However,
Google’s human resource management also uses direct methods in the form of contacts with
potential interns and future employees through academic institutions. This combination of direct
and indirect recruitment methods is aligned with the mixture of internal and external recruitment
sources to satisfy Google’s human resource requirements.

The hiring process (incorporating both recruitment and selection processes) involves 3
potential steps:
* Analyzing
* Recruiting
* Interviewing
Recruitment involves the company selecting the candidate deemed most suitable for the
position by careful evaluation of their merits and experience, and ensuring that no unfair
treatment of applicants on the grounds of race, sex, nationality or disability occurs.

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6
Factors Governing Recruitment

Several factors, both external and internal, can affect recruitment. External factors such
as supply and demand of the labour market and the current unemployment rate affect
the recruitment of any organisation. The political and social environment including the
image of the organisation can also affect its recruitment. Internal forces affecting
recruitment include the company’s policy for recruitment, cost, the size of the firm and
its current state of growth and expansion.

Google strategy of “Disruptive Recruiting”

Certain technology (such as Apple’s iPod) which have drastically changed the entire
technology and entertainment marketplace are termed “disruptive technology.” Google
has created the same phenomenon in the form of a “disruptive approach” to work and
recruitment, an approach so different and compelling through which it attains the very best of
employees.

Over the course of a few years, Google has developed a form of a “recruiting machine.”
Google does not occupy the first position for best sales and marketing strategy (a
position occupied by First Merit Bank), nor is it thought to be the best in the use of
metrics (like Valero Energy), but it is renowned for developing the world’s first “recruiting
culture”. This implies that all the employees in various positions in the hierarchy are
involved in the recruitment process. Google not only funds recruitment policies to a large
extent but has also changed the way that employees function and aims to attract and
recruit the very best. The most significant criteria used in Google’s human resource management
for the selection of applicants are smartness, creativity, drive for excellence, and alignment with
the organization. The company does not use work experience as a major criterion for selection.
These criteria are based on the firm’s goal of maximizing innovation to support its broad
differentiation strategy. There are different processes used for the selection of applicants at
Google. However, in general, the company’s selection process involves background checks,
preliminary screening, on-the-job tests, and interviews. Google’s human resource management
uses different procedures and steps for the various positions in the organization. For instance, on-
the-job tests are generally used for positions that are more frequently filled through absorption of
interns and trainees.

Overview

At its first level, the recruitment process of Google seems to be similar with those used
by other organizations. Initially, the candidate passes a phone interview where general
issues related to his/ her curriculum are checked. If this interview is successful then a
meeting with one of the firm’s managers is arranged. The rest of the recruitment
process has a series of unique features: successful candidates are asked to participate
in a series of interviews and projects so that they verify their knowledge in regard to the

7
role involved. Also, through these activities the firm’s managers are able to check a
candidate’s leadership and team-working skills but also his ability to respond quickly to
emergent tasks and to unexpected problems. The recruitment process of the firm, in all
its phases, is monitored by ‘independent committees of Googlers’, so that subjectivity in
evaluating a candidate’s skills is guaranteed. When you interview at Google, you’ll likely
interview with four or five Googlers. They’re looking for four things:

Leadership : We’ll want to know how you’ve flexed different muscles in different
situations in order to mobilize a team. This might be by asserting a leadership role at
work or with an organization, or by helping a team succeed when you weren’t officially
appointed as the leader.
Role-Related Knowledge : We’re looking for people who have a variety of strengths
and passions, not just isolated skill sets. We also want to make sure that you have the
experience and the background that will set you up for success in your role. For
engineering candidates in particular, we’ll be looking to check out your coding skills and
technical areas of expertise.

How You Think : We’re less concerned about grades and transcripts and more
interested in how you think. We’re likely to ask you some role-related questions that
provide insight into how you solve problems. Show us how you would tackle the
problem presented--don’t get hung up on nailing the “right” answer.

Googleyness : We want to get a feel for what makes you, well, you. We also want to
make sure this is a place you’ll thrive, so we’ll be looking for signs around your comfort with
ambiguity, your bias to action and your collaborative nature.

Concept of “20% Time Work of own Choice”

Google’s founders, HR director (Stacy Sullivan), and its leadership team have strived to
outline each position and its role in the workplace in order to ensure that employees are
interested in their work and are continuously challenged to do more thereby facilitating
their learning process and development of the feeling that they are contributing
effectively. This idea of changing work so that it becomes a vital force driving innovation
and motivation, as well as attracting employees and maintaining their satisfaction has
evolved into the concept termed “20% work.” This involves the employee being given
one day a week where they can work on their own and research individually selected
projects, which are funded and supported by the company. This serves to encourage
creativity, enthusiasm and innovation among all employees of the company.
Google has the World’s Largest Recruiting Budget and is reported to have 1 recruiting
staff member for every 14 employees.

The benefits offered to employees are designed to encourage collaboration, to break

down barriers between functions, and to stimulate individual creativity and innovation.
Some of these unique benefits include the option of working flexible hours, access to an
on-site physician, free massage and yoga, free meals, valet parking and good packages
for maternity and parental leave.

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Google hires like-minded candidates who share their values and goals. They aim to
maintain a work/life balance, which benefits both its employees and the organisation.
The ideal candidate at Google should be ethical, enthusiastic, and talented. The
candidate should possess strong analytical skills and they should be passionate,
innovative with a solution-oriented mind-set. Google aims to employ self-motivated
individuals who can also communicate openly and clearly.

Interviewing Criteria

Google has certain criteria for assessing potential applicants and their desirable and
undesirable qualities are discussed in this section. Qualities that are considered desirable
include the possession of skills and qualifications that would enable the candidate to
bring knowledge to the work environment. Those candidates that are innovative and
inspirational team-workers, focused on attaining their goals and getting the tasks
completed, who will add value to the organisation are considered ideal for Google.
On the other hand, those applicants who like to work alone, who would not be a
contributing and actively participating member of a team, who would not be able to
impart knowledge or challenge others would not be able to fit in to Google’s culture and
would not be considered.

Google’s recruiting process has four stages. The first stage involves screening of
applicants via the HR department followed by the second stage during which a series of
peer interviews are conducted, applicants are assessed and decisions regarding
recruitment are made. The hiring committee then reviews all the candidates and
provides them with a recruitment offer. Stage four involves the commencement of the
job by the employee.

Google’s recruitment policies are quite strict, as they only want the best. More than half
a million prospective applicants apply online, 40,000 apply through the phone, 15,000 on
site, but only 2,000 are actually recruited. Google is reported to receive greater than one
million job applications every year, and has a small voluntary turnover rate of 4.3%.

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The recruitment and selection policies are affected by several challenges in the current
climate. Lead Time Analysis, the time taken to complete the recruitment process, is an
important concern for the efficiency of any organisation. Ongoing developments including
upcoming new systems serve as a challenge for the HR department as well as providing
more opportunities for their own development.

Liane Hornsey of Google quotes that the organisation is “built on trust”. She has said
that, 'We try very hard to find the right people, people who will fit in with the Google
culture, because we believe that if you can hire the right people, then everything else
just flows from that,' (Google 2008 ). She also stated that Google stresses the
importance of hiring the right employees to the extent that it would wait long periods of
time and interview several applicants in order to find the right candidate. Additionally,
she mentioned that Google only expects employees to work hard for approximately 70%
of the time and operates a policy of unlimited sick leave. It has been observed that Google places
great emphasis on its recruitment culture as it believes the right candidates will be able to uphold
the policies and culture of the organisation.

How the organization’s recruitment process has changed over the years?

In the past Google has emphasized on online tests, as a critical part of recruitment process.
Candidates who managed to reach the highest score in the relevant tests were most likely to be
hired. However, through the years the firm’s senior managers realized the importance of other
factors, such as character, leadership, team-working ability and negotiation skills, when having
to evaluate the appropriateness of a candidate for Google. As noted by L. Bock, the ‘vice
president of the firm’s people operations’ the firm has decided to focus on a candidate’s personal
skills and characteristics rather than on his professional or educational background. Indeed,
today, about 14% of the firm’s employees have not graduated from college; still, these
employees have managed to meet the requirements related to their roles. Also, the score in online
tests is no more considered as the key criterion for hiring a candidate; rather, a series of
interviews is employed for evaluating a candidate’s ‘cognitive ability’.

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Job Analysis and Design at Google

Organizational Design.

Google’s organizational design enables the company to flexibly address human resource needs.
The interconnections in the firm’s matrix organizational structure allow human resource
managers to easily identify cross-linkages among different parts of the organization and use this
information for the processes of job analysis and design. Thus, Google’s organizational design
facilitates and optimizes human resource management activities, particularly in job analysis and
design.

Methods of Job Analysis.

Google uses a combination of worker-oriented job analysis methods and work-oriented job
analysis methods. However, the company emphasizes the use of work-oriented job analysis
methods in jobs like those in research and development, as well as jobs in product design and
manufacturing. Google emphasizes the worker-oriented job analysis methods in jobs that require
significant interpersonal skills, such as human resource management positions.

Job Description & Specification.

Because of the large size of the organization, Google has highly varied job descriptions and
specifications. The job descriptions and specifications for positions in product development, for
instance, significantly differ from the job descriptions and specifications for positions in human
resource management. Nonetheless, Google emphasizes certain characteristics in all employees,
such as smartness and drive for excellence in all job positions throughout the organization.

Selection Process at Google

The most significant criteria used in Google’s human resource management for the
selection of applicants are smartness, creativity, drive for excellence, and alignment with
the organization. The firm does not use work experience as a major criterion for
selection. These criteria are based on the firm’s goal of maximizing innovation to
support its broad differentiation strategy.

There are different processes used for the selection of applicants at Google. However, in general,
the company’s selection process involves background checks, preliminary screening, on-the-job
tests, and interviews. Google’s human resource management uses different procedures and steps
for the various positions in the organization. For instance, on-the-job tests are generally used for
positions that are more frequently filled through absorption of interns and trainees.

We collect feedback from multiple Googlers : At Google, you work on tons of projects with
different groups of Googlers, across many teams and time zones. To give you a sense of what
working here is really like, some of your interviewers could be potential teammates, but some

11
interviewers will be with other teams. This helps us see how you might collaborate and fit in at
Google overall.

Independent committees of Googlers help us ensure we’re hiring for the long
Term : An independent committee of Googlers review feedback from all of the
interviewers. This committee is responsible for ensuring our hiring process is fair and
that we’re holding true to our “good for Google” standards as we grow.

Employee Training at Google

Google’s human resource management practices cover effective employee training programs, as
well as performance management to maximize human resource capabilities. The company uses
appropriate needs analysis to design training programs aimed at supporting an innovative
workforce. The training programs and their results are regularly evaluated to ensure that they
meet Google’s human resource needs. The company also has finely tuned performance
management practices, inclusive of performance planning that directly address corporate
objectives for HRM. However, the company also experiences performance problems in its
human resources. To address this condition, Google’s human resource management uses
information about performance problems as basis for improving performance management
practices along with employee training programs.

Needs Analysis.

Google’s HR management uses different types of needs analysis, such as organizational analysis,
work analysis, and cost-benefit analysis. Organizational analysis identifies new human resource
needs based on the firm’s current situation. For example, in developing new products and
investing in new businesses, Google conducts organizational analysis to determine the
corresponding human resource requirements. Work analysis determines the specific requirements
to fulfill work tasks. Google applies work analysis on new jobs, or when an organizational
restructuring has just occurred. Cost-benefit analysis determines the practicality of training
programs and activities. Google’s HRM objective in using this type of analysis is to maximize
the benefits achieved through training programs.

Program Design.

Google’s HR management uses a combination of the relational model and the results-oriented
approach for training program design. The relational model focuses on the relationship of the
company with employees. Google maintains positive internal relations to foster employee
participation in creative and innovative processes. The results-oriented approach focuses on
training outcomes. For example, in implementing a training program, Google uses this approach
to facilitate employees’ learning. Thus, the relational model optimizes relations among
employees, while the results-oriented approach ensures that Google’s human resources are
effective.

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Delivery.

Google’s human resource management delivers training programs in various ways, such as
discussions, simulations and on-the-job training. Discussions enable Google to maintain rich
communications involving employees. With rich communications, training programs also benefit
through maximum feedback from the trainees. The company uses simulations to facilitate
creative responses. Simulations empower Google’s employees to understand the details of work
tasks, projects, and products. The company’s HRM uses on-the-job training to maximize the
transfer of knowledge to new hires or interns. Many of these interns are absorbed into Google’s
organization.

Evaluation.

Google has summative and descriptive purposes in evaluating training programs. The summative
purpose is to determine the effectiveness of the program in developing human resources. The
descriptive purpose of evaluation is to understand the effects of the training on employees.
Google’s human resource management uses evaluation variables like trainees’ learning and
reactions, and the results of training programs in terms of changes in human resource knowledge,
skills, and abilities.

Google employees are offered tremendous opportunities to learn and grow. Professional
development opportunities offered to all employees include classes on individual and team
presentation skills, content development, business writing, executive speaking, delivering
feedback, and management/leadership. Free foreign language lessons, including French, Spanish,
Japanese, and Mandarin are also sponsored by Google. Given the prominence of engineers at
Google, particular attention is paid to providing unique development opportunities for this group.
An Engineering training group, engEDU, provides orientation and training classes, mentoring,
career development, and tutorial services – all programs built by and for engineers. Google has
also expanded its global learning and development team during the last year and is creating new
leadership development programs to help develop and support Google’s future leaders. In a
survey, 92% of employees indicated that they are provided T&D to further them professionally,
and 97%17 indicate that they are given the resources and equipment to do their job. It is
mandatory for all employees to undergo T&D sessions for a minimum of 120 hours/year, which
is about three times the industry average in North America of 43 hours/year. This shows the
amount of effort, time and money that Google invests in its employees to keep them abreast of
the professional and technological advancements.

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Google’s Performance Management Practices

Performance Planning

Google’s performance planning efforts address different dimensions of its human resource
management, including customer service, communication, support for diversity, and problem
solving abilities. Google’s performance appraisal programs also use variables corresponding to
these dimensions. For example, the company’s HRM evaluates employees’ performance in
internal communications and problem-solving activities to decide on performance management
approaches.

Link to Corporate Objectives.

Google’s performance management practices are directly linked to corporate objectives for
human resource management because they ensure that employees remain capable of supporting
the firm’s business activities. For instance, the emphasis on diversity supports diverse ideas,
which lead to higher rates of innovation. Innovation is part of Google’s corporate objectives.
Also, the emphasis on problem-solving abilities ensures that the human resources are satisfactory
in developing Google’s organizational resilience.

Measurements and Standards.

Google’s HR management uses different sets of measurements and standards for its performance
management practices in different areas of human resources. The firm uses individual
measurements of ethical conduct and contributions to innovation and quality of output. Google’s
human resource management also uses team variables like collaboration level. Creativity is also
an important measure of the performance of the firm’s human resources because creative
employees contribute more to Google’s innovative culture. The company maintains high
standards for all of these measures and always emphasizes excellence in employees.

Performance Interviews.

Google’s human resource management conducts performance interviews that address concerns
about individual performance and team performance. The individual performance interviews
cover knowledge, skills, abilities and other attributes of employees. The team performance
interviews cover how employees perform as part of project teams in Google. Note that the
company forms and disbands teams for different purposes and projects. The interviews are also
structured and unstructured, formal and informal. Google’s HRM uses unstructured and informal
interviews in the fun meeting places, such as the coffee and snack areas of its offices.

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Performance Problems.

Google’s human resource management is usually concerned about performance problems in the
areas of quality of work and work behaviors. In terms of quality of work, some red flags for HR
managers are errors and ineffective work techniques. In terms of work behaviors, Google’s HR
managers are concerned about negativism, power struggles, and tardiness.

Google HR Policies

Google encourages its employees to work on 70-20-10 rule where in the employees have to
devote 70 % of their time to core search and advertising work, 20% on a project of their choice
and 10 % on working on far-out ideas. The product innovations of Google Talk and Gmail have
been a result of this kind of initiative. The business benefits of the 20 % off time are very limited
as far as their core search and advertising businesses are concerned. However the HR department
and the executives still continue to encourage the employees to go for these efforts to remain
motivated and committed to innovation and novelty.

The compensation policy of Google is highly rewarding with the employees getting salaries,
bonuses and stock awards at regular time intervals. Google also encourages and rewards
outstanding performance achievements amongst the employees. The Google premise has a big
collegiate environment with many sporting facilities and other benefits that the employees can
avail. The whole idea behind creating such an environment is that the employees feel very
comfortable and easy working in the office and can be as creative as possible. In order for the
employees to maintain work life balance, Google offers the employees flexible working hour
options, work from home facility, telecommuting and a generous vacation policy. This combined
with the TGIIF sessions that are held every Friday afternoon which is a get together within the
company itself. The company has a strong code of conduct and encourages its employees to
report any violation of policies and feel safe doing the same.

The HR policies are all aimed at improving employee productivity. The offices are designed in
such a way so as to provide color, lighting and a shared room to the employees. The employees
are seated very close to each other and made to share offices, thus making knowledge sharing an
essential part of the everyday culture at Google. On an average, each employee generates more
than 1 million in revenue each year. This gives leverage to the Google employees and manager
to try out new things, make mistakes and learn from their failures, which is again a great
motivating factor for the employees to try out new stuff. So as a result any employee in the
company has a chance to create a new product or a feature.

Google’s compensation strategy is highly competitive compared to the compensation strategies

of competing firms. The company provides high salaries, together with comprehensive
incentives and nonconventional benefits. Financial and moral incentives are provided. In
addition, the company provides benefits like medical insurance, retirement pensions, free meals,
and free use of exercise equipment. Realistically, Google’s human resource management has
succeeded with regard to the compensation strategy because it effectively attracts highlyqualified
smart and excellent employees. People perceive Google as one of the best places to work.

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Conclusion

Being hired in a popular workplace, such as Google, is a critical perspective for

candidates in the global job market. The success of Google, as an employer, is closely
related to the organization’s culture. Indeed, in Google employees have the potential to
be creative, to take initiatives and to continuously increase their personal and
professional skills. Fair rewarding is also highly evaluated in Google, as a practice for
showing the recognition by the firm’s of employees’ efforts and commitment. The
limitation of traditional recruitment techniques such as online tests and the emphasis on
communication and discussion with candidates, as achieved through interviews, have
helped Google to build a strong and proactive relationship with its employees.

Google culture encourages employees to challenge bureaucracy and encourages their innovation.
This means that in Google employee empowerment is the main strategy and is essence of Google
culture and structure. The commitment to employee empowerment is also demonstrated in the
provision of support to their employees and in encouraging their collaboration. Professional
support takes the form of provision of resources and training opportunities as well as
appreciation of achievements. Collaboration between employees and management requires
cooperation on the part of leaders in that they seek and respond to suggestions offered by
employees and involve them in decision making. The key focus being on employee as valuable
assets, some key lessons which makes

Googles recruitment process unparalleled are:

(1) No correlation between people scores in interview process and job performance
(2) Evaluating a candidate on the basis of puzzles might not really test analytical skills
(3) Assessment centres might not judge the future job performance in a limited time
(4) Consistency and fairness are key competencies for leadership role
(5) Structured behavioural interviews give a decent idea about candidate’s performance
(6) Same hiring principles can be applied across various industries, only some
parameters change
(7) Google’s recruitment criteria rests on four parameters: General cognitive ability,
emergent leadership abilities, cultural fit and relevant expertise in concerned field.

The talent framework signifying purpose of organization, company brand, culture and
opportunity given all give rise to a non-replicable enthusiastic work environment.
Maintaining proactively a 360 degree feedback mechanism regarding employee
integration after joining the company and manager review from employees helps Google
to resolve issues regarding employee expectations effectively. Having multiple rounds of
interviews ensures job, team and firm based competencies of candidates are identified.
Having multiple sources like “inside outsiders” and “outside insiders” gives access to a
huge talent pool.

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Bibliography

https://www.google.com/about/careers/how-we-hire/

https://www.google.com/intl/en/about/careers/lifeatgoogle/hiringprocess/

https://writepass.com/journal/2015/10/recruitment-process-of-google/

http://panmore.com/google-hrm-recruitment-selection-retention

https://www.wired.com/2015/04/hire-like-google

http://panmore.com/google-hrm-compensation-career-development

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