HRM FUNCTIONS OF GOOGLE

SUBMITTED TO- Prof. PADMAVATHY DHILLON

SUBMITTED BY- ASHUTOSH KUMAR (17005)
HARSH BANSAL (17008)
PGDM 2017-19
ACKNOWLEDGEMENT
A project requires a team effort and usually falls short of its expectations unless aided
and guided by right person at the right time. We humbly state that this project is not fruit
of our individual effort, but number of person who directly or indirectly helped us
throughout the span of the project.

In bringing out this project work to its present form, we received every possible help
from our honorable teacher “Prof. PADMAVATHY DHILLON” and for which we
express our deep sense of gratitude to him. His moral support and continuous guidance
enabled me to complete my work successfully.

We are also thankful to our Dean, “Dr. TAMAL DATTA CHOUDHURY” and our
Principal, “ DR. SUMAN KUMAR DAWN” for his keen support.

And also to our director of Calcutta Business School, “Dr. SHEKHAR CHAUDHURI”
for his keen support.

Without their fruitful direction at every critical stage it would have been impossible to
give this result to our effort.
CONTENTS
 INTRODUCTION
Google is a multinational company headquartered at the United States. It is affirm
which mainly deals with internet product and services. It started with a basic
search engine which was initially known as backrub.com. On 4th September 1998
Google was known as Google. It also deals with online advertising technologies,
cloud computing, mobile phones and software. It initially offered public on August
19th 2004.

The founders of Google are Larry Page, who is the current CEO and Sergey Bin.
They meet at Stanford University in 1995. After a year they built a search engine
called backrub.com and on 1998 they named the search engine “Google” the
mathematical term l followed by 100 zeroes. The formation of Google.inc occurred
when co-founder Andy write a check for $100000 to that entity which until then
didn’t exist.

Google’s mission is to “organize the world’s information and make it universally

accessible and useful.”

Eric Schmidt is the current executive chairman of Google, who served 10 years as
CEO after 2001 until April 2011 when Larry Page took the title again.

In 2000 Google introduced Adwords a self-serving program to create an online

advertising campaign.

On 1st April Google introduced Gmail which is the current most famous mailing
site.

In 2005 Google introduced Google Maps and Earth which is the current most
accurate navigation app and website.

In 2006 Google introduced online video sharing website called Youtube.com.

In 2007 Android was introduced by Google, this is most famous operating system
software for mobile phones and tab currently.

In 2008 Google introduced fastest browser which is known as Google Chrome and
G+ in 2011.
 ACQUISITION

HR PLANNING

 FORECASTING:- Human resources 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 involves
analyzing different combination 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 AND SHORTAGE OF EMPLOYEES:- Concern about surplus and

shortage of employees at Google are mostly in the production processes,
such as manufacture of the Chrome cast and the provision of the Google
fiber internet and cable television services. 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 surplus and shortage through
forecasting techniques. Such information is used for recruitment and
scheduling.
 ORGANIZATIONAL DESIGN:- Google’s organizational design enables the
company to flexibly address human resource needs. The interconnections
in the firm’s matrix organizational structure allows human resource
managers to easily identify cross linkage among different part 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.
  JOB DESCRIPTION & SPECIFICATION:- Because of the large size of the
organization, Google has highly varied job description and specifications.
The job description and specification for position in product development,
for instance, significantly differ from the job descriptions and specifications
for positions in human resource management.

 METHODS OF JOB ANALYSIS:- Google uses a combination of worker-

oriented job analysis method and work-oriented job analysis methods.
However, the company emphasizes the use of work-oriented job analysis
methods in job 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.

RECRUITMENT AND SELECTION

Google’s methodology to selection candidates is highly integrated and scientific.

The technical staff at Google came up with a very non-traditional approach to
hiring people. Google’s focus is not mainly on academic qualifications and past
work experience as most of the other companies even though it has a gang of
well-trained computer wizards and highly skilled mathematicians. What it mostly
look for the personality of a particular candidate along with positive behavioral
characteristics which certainly could bring value to the organization in an open
job position. The selection process contains activities that could measure
leadership skills and creativity with the top emphasis on innovation.

A candidate should have an understanding of the following if he/she is facing an

interview at Google.

 Culture within the organization along with its objectives and shared values.
 Ability to think out of the box and be passionate about the job. To be able to
think like owners by taking responsibility while on the job.
 Well aware of the structure within the company. (No hierarchies’ flat structure
with each individual is given equal respect).
 Relationships and connections within and across offices.
 Work and life balance.

Ideal candidates should possess the following characteristics.

 Being ethical.
 Interests in outside and extra-curricular activities.
 Be a self-starter and be proactive.
 Strong analytical skills and resourcefulness.
 Solid leadership skills.
 Strong communication skills with the ability to communicate effectively and
openly.
 Ability to think globally across cultures, regions and scenarios.
 Ability to be consumer focused and a solution oriented mind set.

Through setting these types of characteristics for a potential employee, Google

aims at ensuring that the employee fits in with the culture of the organization
well. In addition, an employee who possesses these skills may be better at fitting
in with the existing employees as it’s a very important task in a team oriented
work environment. Therefore they have set standards such as do’s and don’ts of
interviewing criteria as below in order to select the candidates who would fit in to
their description of an ideal employee.

Do’ s Don’t s
Selecting people who are smarter and Selecting people who can’t learn from
more knowledgeable than the most mistakes and be challenged
Selecting people who can really add Selecting people who can add value
value to the organization and its
culture
Selecting people who has the ability to
Selecting people who are not
get the job done proactive and only pass time by sitting
on the problem
Selecting proactive, self-staring and Selecting people who would just do
enthusiastic people the job for the sake of doing a job
Selecting people who like working Selecting people who doesn’t have a
 with others and be a motivation to the team spirit and love to work alone
others

- An outline of Google’s selection process.

It is said that Google has about seven rounds of interviews in its screening
process. These are mostly conducted in the US office in California or in Hyderabad
and Bangalore in India. The biggest weightage is on complex data structures,
algorithms and other basic fundamentals related to computing. Even if the
candidates manage to go through all the rounds the final word may take around
3-4 months to come.

1. Screening process starts with the recruiting team calling the interviewee over
the phone.

2. Then the decision making is done by a so called business group. It has got three
phases.

a. Peer interviews

b. Senior peer interviews

c. Cross region team interview

3. Then a decision on an offer is made by a so called hiring committee. This is

based in Google’s California office and takes the final decision on a job offer.

- Five stages of Google’s selection Process

1. When a job opening is announced job resumes will flow in from all directions of
the globe. Roughly out of 500,000 applications the HR team will review these
applications and bring the figure down to 40,000 by rejecting the less
competent ones.

2. The recruiting team will start calling these 40,000 applicants over the phone
and out of which 1,500 candidates shall be shortlisted.

3. The 1,500 shortlisted candidates will be called in for an on-site interview out of
which 1,300 shall be rejected.
4. Finally the recruiting team will be left with 200 proficient applicants whom will
be directed to the hiring committee.

5. The final decision is to be made by the hiring committee, who will make the
decision depending on the number of vacancies and the requirement of the
job role.

TRAINING & DEVELOPMENT

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.

Employee Training at Google

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.

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‘s on-the-job training

 Class Training
 Departmental Meetings
 Lectures by famous personnel
Others Training

 Search Inside Yourself (S.I.Y.)

 Google EDU
 Training on soft skill as well as hard skill

RETENTION

Google’s compensation packages are the main HRM tool that the company uses
for retaining high-quality human resources. The company’s compensation
packages are competitive and above average. For example, Google provides high
salaries and wages. In addition, employees get free meals and other incentives
and benefits. The typical design of the company’s offices emphasizes fun and
creativity, which attract and retain creative and innovative workers. Google’s
human resource management uses coaching and mentoring to retain and develop
employees with leadership potential.

Compensation Structure

 Pay for performance

 Employees were paid 12% above the market
 BOD requested for reduction in salary
 Low performance improvement plan

Perks and Benefits

 Unlimited sick leave

 Global education leave program
 Classes on a variety of subject
 Foreign language lessons
 $8K/year tuition reimbursement
Best People Peactise

 Build credibility
 Show respect
 Develop pride
 Ensure fairness
 Support camaraderie

Amenities Offered

 On site doctor
 Gym
 Financial planning classes
 Bike repair
 Dry cleaning
 Car wash
 Health fare
 Free gourmet food
 Bring pet to work
 Discount for products

Apart from all these Google also follow 70/20/10 rule, which means you can
devote 70% of your office time in existing project, 20% in new project and 10% in
your own ideas to motivate employees.
 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 firms 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.