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Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
Human Resource Management Issues at Google
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Human Resource Management Issues at Google

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Discussing the HRM issues at Google.Inc, a presentation done by my group for our HRM assignment in 2010.

Discussing the HRM issues at Google.Inc, a presentation done by my group for our HRM assignment in 2010.

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  • 1.  
  • 2. Contents
    • Introduction to Google
    • How has Google treated the Googlers well?
    • Layoffs in 2009
    • “ Brain Drain”
    • Google ended censorship of China site
    • Conclusion
    • Q&A
  • 3.
    • Introduction
    • Founders Larry Page, Sergey Brin
    • Founded 1998
    • CEO Eric Schmidt
    • Industry Media and Internet Services
    • Headquarters Mountain View, California
    • Organizational Mission Organize the world's information and make it universally accessible and useful
    • Organizational Google’s Culture Innovation and Creativity
  • 4. Organization structure
    • Board of Directors
    • Eric Schmidt , Google Inc.
    • Sergey Brin , Google Inc.
    • Larry Page , Google Inc.
    • John Doerr , Kleiner Perkins Caufield & Byers
    • Ram Shriram , Sherpalo
    • John Hennessy , Stanford University
    • Paul Otellini , Intel
    • Shirley M. Tilghman , Princeton University
    • Ann Mather
    • Operating Committee
    • Eric Schmidt , Chairman of the Board and Chief Executive Officer
    • Larry Page , Co-Founder & President, Products
    • Sergey Brin , Co-Founder & President, Technology
    • Nikesh Arora , President, Global Sales Operations and Business Development
    • Laszlo Bock , Vice President, People Operations
    • Shona L. Brown , Senior Vice President, Business Operations, Google Inc.
    • W. M. Coughran , Jr. , Senior Vice President, Engineering
    • David C. Drummond , Senior Vice President, Corporate Development and Chief Legal Officer
    • Alan Eustace , Senior Vice President, Engineering & Research
    • Urs Hölzle , Senior Vice President, Operations & Google Fellow
    • Jeff Huber , Senior Vice President, Engineering
    • Omid Kordestani , Senior Advisor, Office of the CEO and Founders
    • Patrick Pichette , Senior Vice President & Chief Financial Officer
    • Jonathan Rosenberg , Senior Vice President, Product Management
    • Rachel Whetstone , Vice President, Public Policy and Communications
    • Susan Wojcicki , Vice President, Product Management
    Laszlo Bock VP, People Operations David C. Drummond Senior VP, Corporate Development and Chief Legal Officer
  • 5. Key executives by function
    • Engineering
    • Vinton G. Cerf , Vice President & Chief Internet Evangelist
    • Stuart Feldman , Vice President, Engineering
    • Ben Fried , Chief Information Officer
    • Vic Gundotra , Vice President, Engineering
    • Udi Manber , Vice President, Engineering
    • Nelson Mattos , Vice President, Engineering, EMEA
    • Brian McClendon , Vice President, Engineering
    • Cosmos Nicolaou , Vice President, Engineering
    • Sridhar Ramaswamy , Vice President, Engineering
    • Andy Rubin , Vice President, Engineering
    • Shiva Shivakumar , Vice President and Distinguished Entrepreneur
    • Alfred Spector , VP of Research and Special Initiatives
    • Benjamin Sloss Treynor , Vice President, Engineering
    • Linus Upson , Vice President, Engineering
    • Jeff Dean , Google Fellow
    • Sanjay Ghemawat , Google Fellow
    • Amit Singhal , Google Fellow
    • Products
    • John Hanke , Vice President, Product Management
    • Bradley Horowitz , Vice President, Product Management
    • Salar Kamangar , Vice President, Product Management
    • Marissa Mayer , Vice President, Search Products & User Experience
    • Neal Mohan , Vice President, Product Management
    • Sundar Pichai , Vice President, Product Management
    • Mario Queiroz , Vice President, Product Management
    • Lorraine Twohill , Vice President, Global Marketing
    • Google.org
    • Megan Smith , Vice President, New Business Development, and General Manager, Google.org
    • Sales
    • Daniel Alegre , Vice President, Asia Pacific Sales & Operations
    • Carlo d'Asaro Biondo , Vice President, Southern & Eastern Europe, Middle East & Africa (SEEMEA)
    • Francoise Brougher , Vice President, Online Sales and User Operations
    • Henrique de Castro , Vice President, Global Media & Platforms
    • David Fischer , Vice President, Global Online Sales & Operations
    • Dave Girouard , President, Enterprise
    • John Herlihy , Vice President, Global Ad Operations
    • Claire Hughes Johnson , Vice President, Global Online Sales
    • Sanjay Kapoor , Vice President, Search Partnerships
    • Dr. John Liu , Vice President, Sales, Greater China
    • Michael Lock , Vice President, Enterprise Sales
    • Norio Murakami , Chairman, Google Japan
    • Penry Price , Vice President, Global Agency and Industry Development
    • Philipp Schindler , Vice President, Northern and Central Europe
    • Koichiro Tsujino , President & General Manager, Google Japan
    • Dennis Woodside , Vice President, Americas Operations
    • Legal
    • David Lawee , Vice President, Corporate Development
    • Megan Smith , Vice President, New Business Development, and General Manager, Google.org
    • Matt Sucherman , Vice President and Deputy General Counsel
    • Kent Walker , Vice President & General Counsel
    • Nicole Wong , Vice President and Deputy General Counsel
    • Finance
    • Brent Callinicos , Vice President & Treasurer
    • Mark Fuchs , Vice President of Finance and Chief Accountant
    • David Radcliffe , Vice President, Real Estate and Workplace Services
    • Jason Wheeler , Vice President, Finance
  • 6. Leadership style of Google triumvirate
    • 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
  • 7.
    • So ,
    • What have the Google Triumvirate provided for Googlers?
  • 8. Benefits of working at Google
    • “ The goal is to strip away everything that gets in our employees’ way.
    • We provide a standard package of fringe benefits , but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses
    • – just about anything a hardworking employee might want.”
    Eric Schmidt, CEO Google
  • 9.
    • So ,
    • What does it exactly Look like
    • @ Workplace?
  • 10. At the workplace
    • Healthy work-life balance
    • Flexible work hours, part time
    • work options, and telecommuting if the specific 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
  • 11. Also, Perks and Benefits
    • Monetary
    • 27 days of paid time off after one year of employment
    • 18 weeks of additional paid time off post maternity leave; new fathers can take 7 weeks off
    • Fuel Efficiency Vehicle Incentive Program provides a $5,000 rebate to employees purchasing hybrid cars
    • Non-Monetary
    • Unlimited Sick Leave
    • On‐site Medical and dental facilities, oil change and car wash, courier, fitness center, banking center, free breakfast, lunch and dinner on a daily basis
    • Annual on‐site Health Fair offering free testing services, including eye exams and cholesterol testing
    • Free flu shots
    • ETC…
  • 12. , in short
    • HR functions and policies align with business model and vision makes Google the 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 I work 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
  • 13.
    • When
    • Making the most of
    • People
    • in times of recession
    … However
  • 14.
    • 26 November 2008
    • Google Layoffs: 10000 contractual part time Jobs Being Cut, Report Claims
    • 4 January 2009
    • Google to lay off 100 recruiters, close engineering offices
    • 26 March 2009
    • Google cuts 'just under' 200 positions
    • 1 April 2008
    • Google to lay off around 25% of Double Click employees
    Close to the Credit Crunch… ? ?
  • 15. Why? Assumptions…
    • Economic crisis poses the unique challenge to the HR department.
    • Save costs
    • Business effectiveness and efficiency
    • Corporate/Business strategy change – functional (HRM) strategy change
    • Internal supply>demand – Redundancy – Layoff
  • 16.
    • Impacts on The Googlers?
  • 17. An analysis from Google Official Blog…
  • 18. 4 January 2009, 100 Layoffs
    • “ Given the state of the economy, we recognized that we needed fewer people 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 difficult for the people concerned, and we hope that many of them will be able to find new roles at Google. They helped build this company, new hire by new hire , and we are enormously grateful for everything they have done.”
    • Laszlo Bock, Vice President, People Operations (2009)
  • 19. 26 March 2009, 200 Layoffs
    • “ So today we have informed Googlers that we plan to reduce the number of roles within our sales and marketing organizations by just under 200 globally.
    • The recession makes the timing even more difficult for the Googlers concerned.
    • We had to restructure our organizations in order to improve our effectiveness and efficiency as a business .
    • We will give each person time to try and find another position at Google, as well as outplacement support , and provide severance packages for those who leave the company.
    • Finally, I would like to take this opportunity to thank everyone affected for all they have contributed to Google. ”
    • Omid Kordestani, Senior VP, Global Sales and Business Development (2009)
  • 20.
    • So,
    • What can we learn from that ?
  • 21. In short
    • No company is obligated to publicly address a round of layoffs or praise their axed employees or express sympathy for the resulting change or provide a high-level explanation for the layoffs
    • Go a long way toward honoring 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
  • 22. Suggestions
    • Deal with redundancy and dismissal
    • Compensation to retrenched employees
    • Job reapply
    • Strengthen management, career designing and planning
    • A bility and Skills: Training, development and learning
    • M otivation: Morale and Productivity
    • O pportunity to participate
    • Attitude and feelings of job satisfaction and commitment
    • Line managers
  • 23.
    • End ... ?
  • 24. “ Brain drain” at Google
    • Spotlight
    • The departure of Google’s communication boss—Elliot Schrage to Facebook on May 2009
    • Why?
    • The changing enterprising spirit
    • Limited senior positions
    • Numerous companies provide Google’s knowledge workers with large salary and attractive terms and conditions
    • Assumptions…
    • Work life balance?
    • Irregular career planning
    • Impersonal company’s HR policies
  • 25. Point of views from the Googlers
    • Link to people performance management model (AMO)
    • Those knowledge workers with ability and skills feel that they can’t be recognized and valued as the company matures
    • Google’s continuous hiring new knowledge workers make current knowledge workers feel less motivation and “bigger stage” to perform well
    • Those ambitious talents think that Google can’t delivery job satisfaction and give enough opportunities
    • Stock option package
  • 26. Implications for Google and HRM
    • Assumptions…
    • Business efficiency and productivity: AMO didn’t 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
  • 27.
    • An analysis from the News…
  • 28. “ 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
  • 29.
    • So, Why…?
  • 30. Suggestions
    • Increase job satisfaction and commitment
    • Lower LTR
    • A bility: make best use of talents’ skills or abilities
    • M otivation: pay and rewards, welfare, terms and conditions
    • O pportunities : 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
  • 31.
    • Spotlight
    • In
    • 2 010…
  • 32. A new approach to China
    • “ These attacks and the surveillance they have uncovered — combined with the attempts over the past year to further limit free speech on the web — have led us to conclude that
    • We should review the feasibility of our business operations in China, and potentially our offices in China.”
    • 12 January 2010
    • David Drummond, Chief legal officer
  • 33. Why ?
    • Don’t be evil …
    “ Since services and information are our most successful exports, if regulations in China effectively prevent us from being competitive , then they are a trade barrier " Co-Founder Sergey Brin 24 March 2010
  • 34. Why ?
    • Corporate/Business strategy
    Adapted from: WSJ Research. Analysis International (Data) (2010)
  • 35. Implications for Google and HRM
    • “ The decision to review our business operations in China has been incredibly hard, and we know that it will have potentially far-reaching consequences.
    • We want to make clear that this move was driven by our executives in the United States, without the knowledge or involvement of our employees in China who have worked incredibly hard to make Google.cn the success it is today.
    • We are committed to working responsibly to resolve the very difficult issues raised .”
    12 January 2010 David Drummond, Chief legal officer
  • 36. Google in the News Google China Employees in Limbo 13/1/2010 , WSJ Google China Employees Given Holiday Leave, Networks Being Scrutinized 14/1/2010 BBC China 600 employees in Google China may lose their jobs, some have been transferred to Hong Kong 15/1/2010, Sina Google China Is Hiring as Withdrawal Concerns Ease 23/2/2010, Business Week Google starts hiring again in China 2/3/2010, Business Insider
  • 37. Implications for employees China
    • Uncertainty and difficulties
    • Changes in
    • Psychological contract in reality
    • Job security
    • Employee Involvement
    • Psychological will
    • Discretionary behavior
    • Discretionary behaviors of those employees in times of limbo?
  • 38. From google.cn to google.com.hk
    • “ In terms of Google's wider business operations, we intend to continue R&D work in China and also to maintain a sales presence there, though the size of the sales team will obviously be partially dependent on the ability of mainland Chinese users to access Google.com.hk .
    • Finally, we would like to make clear that all these decisions have been driven and implemented by our executives in the United States, and that none of our employees in China can, or should, be held responsible for them.
    • Despite all the uncertainty and difficulties they have faced since we made our announcement in January, they have continued to focus on serving our Chinese users and customers . We are immensely proud of them .”
    22 March 2010 David Drummond, Chief legal officer
  • 39. However, in the mean time…
    • Stay and serve the users
    • Transferred to the office in Hong Kong
    • Transferred to the office in HQ (Assumption)
    • Go to other Internet or media companies in China
  • 40.
    • 2008~2009, Layoffs
    • Job losses in Google China
    • But Wait…
  • 41. What about the Union?
  • 42. References
    • Anthony, S. (2010). “China VS. Google: Did a Google employee provide inside help?”. [Online] Available at: http://www.downloadsquad.com/2010/01/19/china-vs-google-did-a-google-employee-in-china-provide-inside/ (Accessed on 10 March 2010)
    • Beardwell, J. and Claydon, T (2007). Human resource management : a contemporary approach. Financial Times Prentice Hall. Harlow
    • BBC (2010). “ Google stops censoring search results in China ” [Online] Available at: http://news.bbc.co.uk/1/hi/business/8581393.stm (Accessed on 10 March 2010)
    • Back, A. (2010). “Google China Employees in Limbo”. [Online] Available at: http://blogs.wsj.com/chinarealtime/2010/01/13/google-china-employees-in-limbo/tab/article/ (Accessed on 10 March 2010)
    • Bock, L. (2009). “Changes to recruiting”. [Online] Available at: http://googleblog.blogspot.com/2009/01/changes-to-recruiting.html (Accessed on 11 March 2010)
    • Bratton, J. and Gold, J. (2007) . Human resource management: Theory and practice (4th Ed.). Palgrave Macmillan, Basingstoke.
    • Brewster, C. et al. (2008). Contemporary issues in human resources management: gaining a competitive advantage. Oxford University Press, Oxford.
    • Eustace, A. (2009). “ Changes to engineering ”. [Online] Available at: http://googleblog.blogspot.com/2009/01/changes-to-engineering.html (Accessed on 11 March 2010)
    • Foot, M. and Hook, C. (2008). Introducing human resource management (5th Ed.). Financial Times Prentice Hall, Harlow
    • Helft, M. (2009). “Google plans to lay off 200 workers”. [Online] Available at: http://bits.blogs.nytimes.com/2009/03/26/google-plans-to-lay-off-200-workers/ (Accessed on 11 March 2010)
    • Kordestani, O. (2009). “Changes to our sales and marketing organizations”. [Online] Available at: http://googleblog.blogspot.com/2009/03/changes-to-our-sales-and-marketing.html (Accessed on 11 March 2010)
    • Shiels, M. (2008). “Google denies staff “brain drain”. [Online] Available at: http://news.bbc.co.uk/1/hi/7389179.stm (Accessed on 12 March 2010)
    • Wauters, R. (2010). “Google China employees given holiday leave, networks being scrutinized”. [Online] Available at: http://techcrunch.com/2010/01/14/google-china-holiday-leave/ (Accessed on 10 March 2010)
  • 43.  

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