The document discusses Google's organizational structure, culture, and the treatment of employees (Googlers), highlighting its innovative work environment and extensive benefits. It details layoffs and restructuring in 2009 due to an economic crisis, addressing the impact on employee morale and job security. Additionally, it covers Google's decision to stop censorship in China and its implications for employees, showcasing the challenges faced by the company during this transition.

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)