Recruitment is the process of hiring people in an organisation to accomplish and to drive forward the organisations business objective and

to reach the desired goals. While selection is ................................ Both processes are vital for an organisation to equip itself with the right people as the human resource. It thus goes without saying that if a n

organisation does not have the right people it will struggle to achieve the results it requires even it has all of the latest technology and the best physical resources. The recruitment process need to ensure that, in a highly technological competitive market, in addition to technical competence and appropriate experience, an organisation can rely on candidates' goodwill, loyalty and commitment towards the organisation and its aims. Google is well aware of the importance of 'getting it right'. Poor choices at the recruitment stage can prove expensive. Most organisations face constant change in their competitive business environment and need to find ways of maintaining a competitive advantage over rivals. One way of doing this is to build up the organisation's core competences. These competences comprise the organisation's business strengths. They are the resources that managers use to counter threats from competitors and to help them to take advantage of any opportunities that arise. Although organisations use many physical resources, their most important is often Human Resources (HR). This is particularly true of organisations that require a highly skilled workforce if their reputation for high quality output is to be maintained. It is vitally important to Google that the people it employs understand, share and implement its vision and values. This makes recruiting and selecting the right people a strategic function for the company. Google is one of the biggest tech giants out there. The company hires the brightest talent, and understandably, working at Google is a dream of almost every techie guy worth his salt. However, getting a job at Google does not come easy. The interview and selection process at Google is a whole lot different than other companies.

Recruiting staff is a very costly exercise. It is also an essential part of any business and it pays to do it properly. When organisations choose the right people for the job, train them well

and treat them appropriately, these people not only produce good results but also tend to stay with the organisation longer. In such circumstances, the organisation's initial and ongoing investment in them is well rewarded.

Recruitment at Google is the first and foremost step in the overall HR processes. Hiring the right people is a key HR philosophy at Google - the median age of employees at Google is 27 years (Mullaney, 2004), making it the youngest workforce across the industry. Google is proud of its centralized recruiting team, comprising of hiring specialists, to fill the companys growing repertoire of job positions. To attract and retain best employees and to pay more attention to them, Google has created the disruptive approach for recruiting. It has developed a recruiting machine to categorize the jobs for the recruitment process (Ellie Levenson, 2003). This contains details of the entire organization, requirements of the organization - from the leaders to the entry-level employees. Through its branding, public relations, and recruiting efforts, Google has attracted many professionals from every industry and university. Google takes measures to change the way the employees work so as to attract and retain the best employees (Judy McCarter, 2003). It has successfully implemented the standard best practice tools for recruiting functions ( see Appendix 4).Known as People Operations, the HR team at Google employs an Applicant Tracking System (ATS), that enables the recruiter to keep an account of the number of resumes posted on Googles Website, screen them and shortlist candidates for the recruitment process.

To copy content of appendix 4 in assign good

As the company aspires to work only with great employees, it has put in place a rigorous selection process. Interviewers rank the potential candidates on a scale of 1 - 4, with 4 being the highest. Lynn Fox, Googles spokeswoman said, Our recruiting organization is world-class, and weve been pleased with our ability to scale quickly without sacrificing the quality of our recruits. The shortlisted candidates have to undergo a tough interview of nearly four rounds. Conducted in an informal conversational style, these interviews evaluate potential hires on their day-to-day problem solving ability instead of focusing on their previous work experience (Baker Loren). Further, Google is famous for the use of mathematical problems while screening candidates (Mills Elinor, 1999). These responses are recorded simultaneously, making the candidate feel valued. Highlighting the same, an employee said, The managers who interviewed me were genuinely interested in me as a person. They were taking notes. One even made a cup of coffee for me (A Look Inside the Google Talent Machine). The recruitment process, a highly arduous feat, comes to an end only when it is finally approved by Page. Additionally, the company also evaluates candidates on their Googleyness, ability to work in Googles flat organizational structure and their knack of working in small teams. Valuing intelligence and creativity, Google also pays close attention to the academic record of applicants instead of their work experience (Fletcher Sarah). To avoid any compromise in their quest for the best talent, Google wholeheartedly funds its recruiting structure, making it a league in itself. With a ratio of about 1 recruiter for every 14 employees (1:14), Googles HR has emerged as one of the best -funded recruiting functions among product -based organizations (A Look Inside the Google Talent Machine).

2.7. Innovations in Googles recruiting process The recruiting team of Google developed creative approaches and restructured the recruiting tool to deliver a targeted recruiting message. The new innovation in Googles recruiting function is the data-driven approach to candidate assessment (Lashinsky Adam). The companys new assessment tool relies on an algorithm to identify candidates accurately, so as to match or resemble with their existing top performers. The algorithm evaluates the potential success of

the candidates and this innovative function recognizes and resolves the major drawbacks in the assessment methodologies that rely on academic grades, SAT scores, degrees from top schools, prior industry experience and subjective interview results. Google made a significant shift from the traditional approach in terms of recruitment to new innovative approaches that prevented pressure of business losses, lawsuits or trade unions (Mullaney, 2004). The transition from the common intuition approach to a scientific, data -based approach for selecting the candidates has a significant effect on the recruiting team thus attracting more number of new candidates to Google.
Recruitment and Selection Google is one of the most diverse places to work at as it has people of different backgrounds working there. Google is one of the biggest recruiters in the market because it is always in the need for new employees. It has the lowest turnover rate for an organization and is able to retain its employees for a longer period of time. It is estimated that Google receives more than 1500 cvs a day as it is one of the hottest places to work for. Googles main goal is to get employees who can adjust in a culture which is full of collaboration, innovation and openness.

Recruitment method
External Recruitment The main bulk of the employees come to Google via External recruitment. Google advertises for most of its jobs through the internet or on other job websites. Google uses the traditional methods of using professional recruiters to hire new employees. They also have special links with universities to recruit the best of their talent through an internship program. They are able to get the best talent before other people spot them. Google also uses its own job site to recruit employees as well as going to Job fairs to recruit people. They have also used innovative ways such as linked in to find prospective candidates online.

Internal Recruitment There are a number of jobs at Google which cant be filled by external candidates. It is easier to choose a candidate from within the organization as the cost will be lower and it will take less time for the position to be filled. Employees can find out about job listings within the corporate intranet or through notice boards or through word of mouth publicity at work. They can also be nominated by their peers or managers for certain open posts.

Selection Methods: Phone Interview and On Site The selection process at Google is such that prospective candidates are short listed before they are to be interviewed. They are subjected to a phone interview to determine their technical skills and proficiency as well as to see if they should be brought in towards the next round of face to face interviews. If the candidate is successful he/she is evaluated on site to test the core skills and see if he/she is competent. This is also followed by another round of interviews. The prospective candidate is interviewed by both the management as well as potential co workers.

2.13. Critics on hiring process Googles recruiting function is innovative; there is no formal, well -communicated recruitment strategy. Although, nearly every candidate at Google commented on its slow screening, recruiting, and interview process (Michael Ritchie, 2008). Several posts on Why Google Employees Quit suggest that hiring process in Google is very long, time-consuming and annoying. Current employee of Google (anonyms) My hiring pr ocess back in 2007 was, like some of yours, somewhat drawn out, and I was made to contract for almost 4 months before being hired, but Google gave me a chance, and I gave Google a chance. And Im so glad. Logan, former employee of Google posted I expe rienced the same painful hiring process all of you did. The reputation of Google is why I worked there for three and a half years. I took pride in where I worked and the work I was doing. I knew I could get paid more elsewhere but the caliber of people to my left and right was amazing. I learned a lot and have benefited from the time I spent at Google. There are a lot of similar complains about hiring process and it is true that Google hiring process is time-consuming, both for employees and for Google. 2.14. Disclaimer Google hiring process takes from one to four month and it is inconvenient for applicants, however it is necessary from business performance view. In order

to hire new employee management should approve head count; also staff can

only be hired into approved positions. All new positions must pass through the respective budget approvals for each area. Additionally, recruitment at Google is not the sole responsibility of the HR team. The need to hire the right people permeates across the organization, becoming the outlook of every employee, turning Google into a recruiting machine. Currently Googles head count has more than tripled (Google Hiring like its, 1999), however managers need time f or approval of each position in order to make the right decision 2.15. Gaps in Google HR system Google is lacking in its ability to track the on-the-job performance of new hires. The number of temporary and contract employees in the recruiting function at Google is high. The unwillingness to give permanent jobs immediately to recruiters may reduce Googles ability to get experienced recruiters. Googles emphasis on attracting youngsters might hurt its ability to attract more senior and experienced personnel (Vogelstein & Burke, 2004). 2.17. Diversification gap In case of diversification, Google had trouble in recruiting talented locals in its South Asian operations, a board member of Google said (Business Week, 2005). In particular, the venture capitalist cited a shortage of web development skills such as knowledge of JavaScript and Ajax (Asynchronous JavaScript and XML), the web design technology used in the latest generation of websites like Google Maps and Flickr. Middle managers also are in short supply. He added, I know firsthand that weve had a bit more of a challenge trying to hire engineers for Google in Bangalore compared to other parts of the world. 2.18. Gap in company nature The nature of work at Google undergoes constant changes, hence few employees are able to achieve the task for what they were initially hired. It is also opined that this may hinder the performance management function. Because every hire has been extensively screened and Google believes, All employees have high potential and if someone fails, Google managers take the attitude that theyre to blame, not the employee.

Googles unconventional work culture has stirred many debates. A12 -hour working day has become a norm at Google, owing to its wide array of employee benefits. Peter Cappelli, management professor at the Wharton Business School said, These benefits help companies to recruit people who are willing to spend most all of their time at work ( Business Week, 2005) Further, its recruitment approach, where candidates grades are preferred over prior work experience has also emerged as a matter of concern. Gross () asserts, Some people would argue that working at Google is more exciting, but Google employees are working incredible hours.

Cummins | Using effective recruitment to retain competitive advantage

Cummins | Using effective recruitment to retain competitive advantage

We dont just want you to have a great job. We want you to have a great life. We provide you with everything you need to be productive and happy on and off the clock. - Larry Page, CEO

RECRUITMENT AND SELECTION OF EMPLOYEES

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage.

In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process). Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection. Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes) Careers officers (and careers masters at schools) University appointment boards Agencies for the unemployed Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some

identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited. It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people). Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs. Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for:

Aptitudes (particularly useful for school leavers) Attainments General intelligence

Limitations of the recruitment process

. One of the earliest examples of this was POPS effort to streamline Googles hiring process. In its first few years, Google became infamous in the Valley for asking prospective candidates to endure lots and lots of interviews. The intuition was that staffing was everything for Google, so everyone at the firm should be able to interview a candidate, Bock says. The people in HR were skeptical of this approach; not only was the interview process slowing down hiring, it was also harming Googles reputation among prospective candidates. So Todd Carlisle, who is now Googles director of staffing, did a study to find the optimal number of times a candidate should be interviewed. He analyzed dozens of Googles hiring decisions, keeping track of the scores that each interviewer had given a candidate after an interview. After crunching the data, Carlisle found that the optimal interview ratethe number of interviews after which the candidates average score would converge on his final

scorewas four. After four interviews, Carlisle says, you get diminishing returns. Presented with this data, Googles army of engineers was convinced. Interview times shrunk, and Googles hiring sped up.

How we hire
Were looking for our next Noogler - someone whos good for the role, good for Google and good at lots of things. Things move quickly around here. At Internet speed. That means we have to be nimble, both in how we work and how we hire. We look for people who are great at lots of things, love big challenges and welcome big changes. We cant have too many specialists in just one particular area. Were looking for people who are good for Googleand not just for right now, but for the long term. This is the core of how we hire. Our process is pretty basic; the path to getting hired usually involves a first conversation with a recruiter, a phone interview and an onsite interview at one of our offices. But there are a few things weve baked in along the way that make getting hired at Google a little different.

How we interview
Were looking for smart, team-oriented people who can get things done. When you interview at Google, youll likely interview with four or five Googlers. Theyre looking for four things:
Leadership

Well want to know how youve flexed different muscles in different situations in order to mobilize a team. This might be by asserting a leadership role at work or with an organization, or by helping a team succeed when you werent officially appointed as the leader.
Role-Related Knowledge

Were looking for people who have a variety of strengths and passions, not just isolated skill sets. We also want to make sure that you have the experience and the background that will set you up for success in your role. For engineering candidates in particular, well be looking to check out your coding skills and technical areas of expertise.
How You Think

Were less concerned about grades and transcripts and more interested in how you think. Were likely to ask you some role-related questions that provide insight into how you solve

problems. Show us how you would tackle the problem presented--dont get hung up on nailing the right answer.
Googleyness

We want to get a feel for what makes you, well, you. We also want to make sure this is a place youll thrive, so well be looking for signs around your comfort with ambiguity, your bias to action and your collaborative nature.

How we decide
There are also a few other things we do to make sure were always hiring the right candidate for the right role and for Google.
We collect feedback from multiple Googlers

At Google, you work on tons of projects with different groups of Googlers, across many teams and time zones. To give you a sense of what working here is really like, some of your interviewers could be potential teammates, but some interviewers will be with other teams. This helps us see how you might collaborate and fit in at Google overall.
Independent committees of Googlers help us ensure were hiring for the long term

An independent committee of Googlers review feedback from all of the interviewers. This committee is responsible for ensuring our hiring process is fair and that were holding true to our good for Google standards as we grow. We believe that if you hire great people and involve them intensively in the hiring process, youll get more great people. Over the past couple of years, weve spent a lot of time making our hiring process as efficient as possible - reducing time-to-hire and increasing our communications to candidates. While involving Googlers in our process does take longer, we believe its worth it. Our early Googlers identified these principles more than ten years ago, and its what allows us to hold true to who we are as we grow. These core principles are true across Google, but when it comes to specifics, there are some pieces of our process that look a little different across teams. Our recruiters can help you navigate through these as the time comes. At Google, we dont just accept difference - we celebrate it, we support it, and we thrive on it for the benefit of our employees, our products and our community. Google is proud to be an equal opportunity workplace and is an affirmative action employer.

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