Hrm – the Google Way

HUMAN vision MANAGEMENT THE GOOGLE WAY SUBMITTED BY AKANSHA AGARWAL -100031 DEEPTI HORA 100016 GAZAL BABEL- 100011 PRIYAM MAHESHWARI-100055 ROHIT NAIR 100201 confine Executive Summary3 Introduction4 Company Overview4 People operations at Google4 (with the help of Harvard and client models) Standard Recruitment and Selection10 Google India cipher Jam11 Recommendations11 References12 Appendix15 EXECUTIVE SUMMARY HUMAN RESOURCE MANAGEMENT THE GOOGLE WAY In this project, we discuss the Human Resource practices at Google Inc. They argon k straightn as PEOPLE OPERATIONS headed by Laszlo Bock.Googlers(Google employees) rub d feature firm, and generate fun excessively. The featforce is diversified with international communities, Gayglers (lesbian, gay, bisexual, and transgender), and Greyglers (Googlers over 40 years). We have tried to use HRM Models such as The Harvard Model and The lymph node Model which link the current HRM policies of Google with the theoretical aspect of H RM as a subject. The Harvard model throws light on aspects such as situational factors, stakeholders wager, HR circumspection choices and decisions, their out muster ups and consequences.W hereas the Guest Model throws light on aspects such as HRM practices like hiring, training, appraisals, relations, etc. and also aspects such as behavioral, financial and achievement outcomes. In accordance with these models we saw that the succeeder of Google lies in its open constitution to accept the employees ideas. Google has been able to instil creativity and innovation among its employees. The adjoining part of the project gives a detailed idea nearly the tired recruitment and chooseion process at Google exponents all over the human race including India.Google conducts the GLAT (Google Lab Aptitude see) to see if the prospective employees ar compatible with the field of study environment. Bringing to light techniques such as the GOOGLE INDIA CODE JAM, finished which they involve the best techies from all across India to black market for the gild. Finally we have given(p) recommendations wherein keeping in mind the drawbacks of some of its practices, we suggest corrective measures. installation This report identifies the current HRM policies of Google Inc. The union which had less than 20 employees in 1998 now has over 20000 on its give rolls.We have evaluated them against the Harvard and Guest model of HRM. as well recruitment and selection procedures have been discussed. Some of them ar standard plot some unusual concluding with a few recommendations. COMPANY OVERVIEW Google is wiz and only(a) of the leading meshing applied science and advertising companies in the world. It flagship product is its internet search engine. It also provides advertising ser evils which is its main source of revenue. Google employees named GOOGLERS, which are now al most(prenominal) 20,000 in numbers. (Datamonitor 2010) PEOPLE OPERATONS AT GOOGLEThe HRM act ivities are sort out on the basis of the parameters given by the HARVARD MODEL and the GUEST MODEL. Situational factors and Stakeholder interest of the Harvard model and HR practices and Outcomes of the Guest model have been identified w. r. t Google. (Bratton. J and Gold. J 2007) Refer to Appendix for diagrammatic representation. SITUATIONAL FACTORS worry dodging and conditions The mission is to gather the entire worlds information and chafe it accessible to everyone. At the company data is sacred. Employees are encouraged to give tongue to out inferences from data and non feelings.It is believed that more data equals more friendship and transgress decisions. (Hardy. Q 2005). Its informal corporate motto Dont be Evil, reminds Googlers that creation ethical is essential. However this weed be debated in view of its acceptance of filtering search results in China. Management philosophy The management believes that if any employee fails, his/her managers are to blame. (Sul livan. J 2007) Labour market The IT industry has a labour market with engineers from Ivy League Schools (full- cadencers) as well as contractors.Task technology The IT industry is highly dynamic and competitive and to thrive one essential continually innovate and delight the customers. Laws and societal set in that respect have been instances where Googlers have interpreted the company to court for outstanding requital of salary and disabled accounts which could prove harmful to the company. (Google 2010) STAKEHOLDER INTEREST Management LASZLO BOCK, vice president of battalion operations, Google. A Chief Cultural Officer or Director of Human Resources is designated to maintain the companys unique work culture.He is in charge of making sure that the companys values are adhered to. (Kuntze. R & Matulich. E, 2010) Community It gives back to society through its sympathetic wing which undertakes in-kind product be urinateterations, volunteering and charity. (Google 2011) HRM PRACTICES Hiring Due to the dynamic work environment the company hires people who are warm learners and groundbreaking. (Sullivan. J 2007). The hiring process is quite persistent and difficult with tests, pre-interview screening and finally at least 4 rounds of interviews. come back system Refer to Appendix TABLE 1 for Compensation of slip away 5 executives in Google.The Google infrastructure has day awe and elder care centres, spa and hair salons, car wash and oil check facilities and everything else that technology obsessed person would need in terms of a benefits package. Employees must work for 70% of their working hours and are entitled to unlimited beep leave, stock options and various other perquisites. (Logan. G 2008) WORK SYSTEM The employees have experience in three main areas human resource, problem consulting with unassailable problem-solving skills, statistics and psychology. (Anonymous 2008) Google has an informal value-added environment. The environment is creative, fun and relaxed.Individuality and innovation is encouraged. There is neither trim cypher nor formal daily meetings. TGIFs or weekly Friday meetings are held where questions sess be posed to the co-founders also. Nooglers are given special treatment and do to experience the spirit of co-operation. The downside of such an environment is that Googlers show up late, dont pay attention, leave early and keep messaging on their mobiles. 20% TIME. precisely put, employees get 1/5th of their time to work on projects of their own choosing. This keeps employees challenged and at the comparable time provides good business opportunities for the company. Kuntze. R & Matulich. E, 2010). Hourly time isnt tracked so in that locations no way to live what percentage of time people are degenerateing on side projects. The creation functions more as an attitude that new projects should be started anyone, non necessarily those at the hook. likewise giving time is of no use if th e culture of the company does not support it. Training and festering Google sponsors lessons in foreign languages. Unique developing opportunities are provided to engineers. EngEDU, an engineering training group provides training classes and career suppuration services to them.It is mandatory to undergo training and development sessions for a marginal of 120 hours/year. Google stresses development of the people through on-the-job learning. It occurs through familiar departmental tech talks, new mentors, etc. (Sullivan. J 2007) estimate Google check outs it puts a twist on 360-degree feedback by providing functionality for managers and employees to nominate peer reviewers from any plant across the organization. Quarterly goals are set and performance evaluations are originationd on these the company aims for a 70 percent success rate. Anonymous 2008) Relations HR practices at Google are coined People Operations. Employee passion is maintained by limiting bureaucracy. Ideas which are unique are encouraged no matter where they came from. (Sullivan. J 2007) When many employees started to leave it suppose a mathematical algorithm to look for unhappy Googlers. The idea was to get inside the employees head even before they thought of sledding the company. However, it set up be argued that it was a waste of money. James Smither, a professor at La Salle University, Philadelphia, says that it doesnt make sense. No algorithm is any better than the data you feed it.And most data about behaviour has problematic reliability. If we put in garbage the algorithm will give the same back. (Watson. T 2009) LONG TERM CONSEQUENCES Individual well-being Google al let outs employees to work on any project of their choice which boosts creative thought and instils job satisfaction. (Kuntze. R Matulich. E 2010). Career development and tutorial services are provided. ( Sullivan. J 2007) One way Google speeds development is through a yearlong base camp training initiati ve that features a combination of HR specializer training and MBA-like curriculum.Organisational effectiveness The Company was placed fourth in bands list of Americas most Admired Companies and jump in the list of Best Companies to Work For. (Hansen. F 2008)and (Logan. G 2008) behavioural OUTCOMES Motivation The main factors of motivation in the company is the dynamic environment, quick decision making and a culture where ambitious ideas are not only encouraged however also accepted. (Sullivan. J 2007) Co-operation Googlers across levels and departments say that it doesnt matter if they are designing search engines or preparation meals for their colleagues, they feel that their work can change the world. (Salter.C et al. 2008) Commitment The thing about Google is that even after 12 years, it continues to instil a sense of creativity and ambition within its employees and now has more than 20000. The freedom given to its workers infuses in them a sense of responsibility and obligation Are we taking emolument of what weve got here? they ask. Are we doing enough? Are we doing everything we can? (Salter. C et al. 2008) achievement OUTCOMES POSITIVE Productivity Matt Glotzbach(2008) PRODUCT MANAGEMENT DIRECTOR FOR GOOGLE green light Generally a new employee is required to fill out paperwork but at Google it is done electronically. I went to a staff meeting that afternoon and got assigned to innovation out how Google could launch Enterprise applications for corporations in Europe. I was told to come back with the answer at the end of the week. It was like, Hey, New Guy, you dont know anything about our business yet, and you dont have any international experience, but here are some people who can help you. Go figure it out. We launched in Europe a few months later. Innovation 20% time. Simply put, employees get 1/5th of their time to work on projects of their own choosing.This keeps employees challenged and at the same time provides good busines s opportunities for the company. Google services that were all started as individual projects are Gmail, Google News, Orkut etc. (Kuntze. R & Matulich. E, 2010). NEGATIVE upset The Company had to raise the wages by 10 % starting 2011 to compact defection of workers who were looking for brighter pastures. With $33 billion in cash and a stock market capitalization of almost $180 billion, Google can present to throw money and shares at its employees. Yet the significance of Googles across-the-board pay raise extends far beyond corporate competition. Farell. C 2010) Paul Buchheit, a Googler who coined Dont be evil is a founder, with three ex-Googlers, of a social-networking company called FriendFeed. Nathan Stoll, who managed Google News, is hard at work on his new company, Mechanical Zoo. Several top people have gone to Facebook, most notably Sheryl Sandberg, who ran Googles automated ad sales, and Elliot Schrage, who ran PR. (Lashinsky. A et al. 2008) FINANCIAL OUTCOMES Profits Google has matured very quickly in the last twelve years since its inception in 1998. The companys operating profit and net profit have increased to $8312. one thousand thousand and $6520. 4 million in 2009 respectively which is almost 25. 3% and 54. 3% as compared to the previous years. (Datamonitor 2010) STANDARD RECRUITMENT AND SELECTION The HR technology and Operations Manager, Melissa Karp says that the fast pace with which Google is growing means that the fourth-year managers have to spend 30% of their time in interviewing prospective employees. The company says every applicant goes through at least four rounds of interviews taken by direct line managers, potential peers and subordinates. Liane Hornsey apparently had to go through fourteen interviews before getting her job.Once selected and the contract signed, presents are given to the NOOGLER, his/her desk is decorated with balloons and an invitation is given to dine with his/her manager. This tough entry means that only the most talented and culturally compatible people are hired and ardor of employees is less. There is not much stress among people over being thrown out. (Wright. A. D 2008) and(Dempsey. K 2007) Refer to Appendix AD for the hiring publicizing of Google. After anyone applies online in the company, it uses its applicant tracking system (ATS) to weigh in on applicants.Background information on education and work experience is composed and stored in the ATS. Then it is compared to data about existing Google employees and if there is a match, an e-mail is sent to ask the particular employee for internal references. Employees update the ATS by replying to this e-mail. Google uses its GOOGLE LAB APTITUDE TEST (GLAT) which tries to measure his/her compatibility with its work environment. It is put in technology magazines and applicants hand it in accompanied by their resume. It also serves to select those applicants who have the desired skills and mindset for the interview stage. (Willo ck.R 2007) GOOGLE INDIA CODE JAM The India Code Jam is a contest where software writers are asked to write calculates which can land them a job at Googles Research and Development Centre which otherwise is a long and difficult process. The fastest writer also gets $6,900. It is a hunt to find the most brilliant code writer in South and Southeast Asia. Their problem solving, designing and code writing skills are put to test. Finalists are required to create and test software and finally programme a war-based game. However this contest is so complex to complete that only the most brilliant code writers ring of applying.Google has been unsuccessful in finding these brilliant engineers for its Indian office. According to insiders the Bangalore office wanted to hire 100 employees but their staffs has only 25 people. (Puliyenthuruthel. J 2005) RECOMMENDATIONS The work culture of Google is very motivating and challenging. The 20% time concept is a huge success. The perquisites offered ar e more than any employee hopes for. However, after canvass the policies of Google and arguments of various third parties in favour or against them we have come up with a few suggestions for improvement. Employee turnover rate The number of employees leaving the company has been increasing in the last few years. Some of the cited reasons were low pay, bureaucracy and poor mentoring. We suggest that superiors pay more attention to employees and bear them wherever necessary. Also an environment that is fun may backfire. A commensurateness between work and fun must be maintained. * Mathematical algorithmic program James Smither, a professor of management at La Salle University in Philadelphia argues that the idea of the mathematical algorithm is very unrealistic as the behavioural data may or may not be accurate.Rather it is suggested that Googlers should be approached directly so as to know why they are dissatisfied. * It has a bad reputation for underpaying the employees, even th ough they are trying to displace them by providing stock options. Thus Google should see that the employees they hire are gainful in accordance to the work that they do and at the same time see that they are not dissatisfied. * Recruitment Google India Code Jam is an innovative way of recruiting people, but the only drawback is that it is a very difficult process.Thus measures should be taken to see that the process is neither too easy nor too difficult, so that the best talent is selected and at the same time it should not deter people from applying. REFERENCES 1. Kuntze R. , and Matulich E. , (2010). Google Searching for Value. Journal of Case Research in Business and Economics. Volume 2. Pp 2-7. online for sale at - http//www. aabri. com/manuscripts/09429. pdf Accessed on 5 April 2011. 2. The Finest People, The Coolest Environment. Times emanation HR Forum, Empowering Potential, New Delhi. 18th January 07. Pp. , 22. online addressable at - http//www. myadrenalin. om/india/Dow nloads/news/CAP_2007_1_18_22. pdf Accessed on 3 April 2011. 3. 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