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HARSHITA SRIVASTAVA
Proud to be geeks
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2
Introduction
Founders Larry Page, Sergey Brin
Founded 1998
CEO Eric Schmidt
Industry Media and Internet Services
Headquarters Mountain View, California
OrganizationalMission
Organize the world's information and make ituniversally accessible and useful
OrganizationalGoogles Culture
Innovation and Creativity
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Voted as the best company to work
in America for 2 year years in a rowby employees
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Leadership style of Google
Eric Schmidt
Get to know your followers
Create new ways to promote your followers
Let your followers own the problems you want them to solve
Allow people to function outside the company hierarchy
Review your team's results by someone they respect
Larry Page and Sergey Brin
Democratic decision-making styles
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Business strategic model
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So,What have the Google
provided forGooglers?
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Benefits of working at Google
The goal is to strip away everything that gets in our employeesway.
We provide a standard package of fringe benefits, but on top of
that are first-class dining facilities, gyms, laundry rooms, massagerooms, haircuts, carwashes, dry cleaning, commuting buses
just about anything a hardworking employee might want.
Eric Schmidt, CEO Google
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So,What does it
exactly Look like@ Workplace?
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At the workplace
Healthy work-life balance Flexible work hours, part
time
work options, and
telecommuting if thespecific job allows
Workout room with weights
Locker rooms
Washers and dryers
Massage room Assorted video games
Foosball
Baby grand piano
Pool table
Roller hockey twice a week in the
company parking lot Snack Rooms with free snacks foods,
fruit, and beverages
Free breakfast, lunch, dinner at the
employee cafe
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, in short
HR functions and policies align with business model and vision makes Googlethe most exciting young technology company to work for
Healthy work-life balance is motivating people
"I trust the people I work for, have pride in what I do, and enjoy the people Iwork with
Trust is written on the psychological contract
Good employment relations, employee relations High Employee involvement
More likely engage in discretionary behavior Positive Organizational citizenship behavior
High job satisfaction and commitment, even self-motivated
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Close to the Credit Crunch
? ?
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Why? Assumptions
Economic crisis poses the unique challenge to the HR department.
Save costs
Business effectiveness and efficiency
Corporate/Business strategy changefunctional (HRM) strategychange
Internal supply>demandRedundancy Layoff
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Impacts on The
Googlers/Customers?
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An analysisfrom Google
Official Blog
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4 January 2009, 100 Layoffs
Given the state of the economy, we recognized that we needed fewerpeople focused on hiring...
we need to go further and reduce the overall size of our recruiting
organization by approximately 100 positions.
We know this change will be very difficultfor the people concerned, andwe hope that many of them will be able to find new rolesat Google. Theyhelped build this company, new hire by new hire, and we are enormouslygratefulfor everything they have done.
Laszlo Bock, Vice President, People Operations (2009)
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26 March 2009, 200 Layoffs
So today we have informed Googlers that we plan to reduce the number ofroles within our sales and marketing organizations by just under 200 globally.
The recessionmakes the timing even more difficult for the Googlersconcerned.
We had torestructure our organizations in order to improve oureffectiveness and efficiency as a business.
We will give each person time to try and find another positionat Google,as well as outplacement support, and provide severance packagesforthose who leave the company.
Finally, I would like to take this opportunity to thank everyone affected for allthey have contributed to Google.
Omid Kordestani, Senior VP, Global Sales and Business Development (2009)
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So,
What can we learn
from that?
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In short
No company is obligated to publicly address a round of layoffsor praisetheir axed employeesor express sympathyfor the resulting change orprovide a high-level explanation for the layoffs
Go a long way towardhonoring cut employees and improving
the morale of those that remain
Leadership style: Humanistic, Theory Y leadership
Motivation: Employee involvement
How the psychological contract work in reality
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Suggestions
Deal with redundancy and dismissal
Compensation to retrenched employees
Job reapply
Strengthen management, career designing and planning
Ability and Skills: Training, development and learning
Motivation: Morale and Productivity
Opportunity to participate
Attitude and feelings of job satisfaction and commitment
Line managers
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Implications for Google and HRM
Assumptions
Business efficiency and productivity: AMO didnt fully happen
Affect organizational citizenship behavior
Morale of effective team
Potential human capital advantage losses
Affect competitive advantage: Long-term ability to compete
Necessary training or recruitment
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An analysis fromthe News
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Elliot was a valued member of the Google team we wish him well."
We have a deep management pool at Google."
Google spokesman Matt Furman (2008)
Google has denied the a brain drain of talent following
the departure of its communications boss Elliot went to
Facebook (BBC News, 2008).
Brain Drain in the news
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So, Why?BRAIN-DRAIN SITUATION IF IT WAS
DREAM PLACE TO WORK?
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Suggestions
Increase job satisfaction and commitment Lower LTR
Ability: make best use of talents skills or abilities Motivation: pay and rewards, welfare, terms and conditions Opportunities : Career development, challenging enough jobs
Communication for employment relations Training new knowledge workers Improve work-life balance Show respect
Function of line managers
Human resource retention
Gain sustainable competitive advantage as a new media company