Hr Practices In Google

HR PRACTICES IN GOOGLE
1. Building innovation into job descriptions: '20 percent time'. Technical employees are
required to spend 80% of their time on the core search and advertising businesses, and 20%
on technical projects of their own choosing. Employees' work structure follows a '70/20/10'
model,
2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently
Google’s approach to innovation is highly improvisational. Any engineer in the company has
a chance to create a new product or feature.
3. Letting the market choose: “crowdsourcing” its product strategy
4. Cultivating a taste for failure and chaos Schmidt encourages it: “Please fail very quickly—
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That you can try again. He had praised an executive who made a several-million-dollar
blunder: “‘I’m so glad you made this mistake. Because I want to run a company where we are
moving too quickly and doing too much, not being too cautious and doing too little. If we
don’t have any of these mistakes, we’re just not taking enough risk.’”

5. Supporting inspiration with data - making extensive, aggressive use of data and testing to
support ideas according to a Harvard case study people aren't allowed to say 'I think' but
instead must say 'The data suggest.

6. Google's use of algorithms in recruitment First, you survey current employees on a variety
of characteristics and traits, including teamwork, biographical information, past experiences
and accomplishments (i.e., have they started a company, written a book, won a
championship, set a record).

Next, you statistically determine which of these many traits your top performers and most
impactful employees' exhibit that differentiates them from bottom performing and average
employees.
Finally, you develop an online survey to gather the predictive information from applicants.
Then each candidate's.

Abstract

The role of Human Resources is changing as fast as technology and the global marketplace.
Historically, the HR Department was viewed as administrative overhead. HR processed
payroll, handled benefits administration, kept personnel files, and other records, managed the
hiring process, and provided other administrative support to the business. Those times have
changed. The positive result of these changes is that HR professionals have the opportunity to
play a more strategic role in the business. The challenge for HR managers is to keep up to
date with the latest HR innovations - technological, legal, and otherwise.

There is a need to know about the current HR challenges, and how to most-effectively
manage them in your workplace.

This report discusses some best HR practices in few companies in specific function.

2. Objectives of Dissertation

 To understand the areas which are mainly focused on best HR practices.

 To understand the best practices of organizations in terms of the basic HR functions.
 To understand what measures should be taken while implementing HR practices.

3. Introduction

Any practice that you devise to increase the competence, commitment and improve the
culture building can be termed as HR Practice, and this can be in the form of a norm, rule,
system, or some practices.

Examples: -

 Wishing Employees on their birthday, anniversary, etc., by HR Head

 Having health facilities / baby-sitting facilities
 Continuous learning and development oriented PMS system
 Good Employee Services
  If employee attends the office on his birthday and the amount will be given as
allowance, etc.
 Some companies have deduction for late coming and some companies view it as an
odd practice
 Company's Internal Magazine covering all the happenings in your company
 Regular training and development
 Job rotations / internal department transfer like service employees based on their
performance shifted to Research & Development, etc.

There is no single best practice to which all organizations should aspire. Rather, the literature
shows that each firm has a distinctive HR system that represents a core competency required
for the survival and sustainability for that particular organization.

"Best Practices" in HR are subjective and transitory. What is best for one company may not
be best for another. What was best last month may not be best for today. The concept of
"best" is highly subjective and non-specific. "Best Practice" is not a set of discrete actions but
rather a cohesive and holistic approach to organizational management.

Best Practices are initiatives taken by HR to: -

 Not only satisfy but delight

 Create a feel good factor
 Give high visibility and focused impact
 Be unique and relevant
 Gel with organization culture
 Provide fresh / creative way to accomplish a task

4. Influencing Factors

Some factors which constitute best practices in HR are: -

 Communication
 Continuous Improvement
 Risk Taking
 Recognition
 Work-life Balance
  Culture Consciousness
 Recruitment
 Training & Development

Communication

The "best practice" companies have the most intense communications which are broad-based,
continuous and involve multi-directional employee contact. Communications with employees
is "a given", and is formal, focused and on-going responsibility. Communications are not
done as an "extra".

1. "Talk of the Week" where all the employers are asked to participate and give there word
and opinion about their superiors helping to bridge the gap.
2. "Taking a Step Ahead" is Round Table Initiative followed by GSK Group to empower the
employees.

Continuous Improvement

The best companies are never satisfied. They focus not only getting it right but doing it better.
They are intensely dependent on feedback from all sources as the prime basis of their
continuous improvement philosophy.

1. "Dosti" Counseling Facility, where trained counselor offer free and confidential
advice on any issue under the sun - from work related stress to marital discord
adopted by Texas Instruments.
2. Les Concierges Service - Outsourcing chores like paying bills, booking tickets and
buying vegetables followed by Johnson & Johnson.
3. Breakfast with Department Head in groups of 10 adopted by GSK.
4. Cashless Hospital Scheme for employees & their families by Johnson & Johnson.

Risk Taking

The best companies have leaders who possess courage to make the hard decisions and carry
them out.
1. People like Jack Welch, CEO of General Electric, is known as "Neutron Jack" for his
massive shake-ups at GE. These people are not afraid to go face-to-face with people - internal
customers included - to discuss issues they feel need to be addressed.

Recognition

1. On-the-spot Recognition followed by Shoppers' Stop where all employers are

recognized on there contribution and talent they exhibit. For every contribution, they
are given stars - making people feel Stars.
2. Special Awards like "Helping Hand", "First Mover", And Quarterly Rewards and
appreciation are some of the initiatives taken by many companies.

Work Life Balance

1. An initiative taken by GSK that every employee can walk out of the office at 6.00 p.m.
helping them to balance both professional and personal life.

2. Quarterly Star Performers awarded with packages like Dinner-with-Family, Stay-over-the-

Weekend at Five Star Hotels by Hewitt Packard.

3. Spouses invited to give a pleasant surprise to employees on anniversary and birthday at

Hewitt.

Culture Consciousness

The best companies are all sharply focused on their culture and are conscious of how culture
shapes systems and behaviours.

The best example for that is an initiative Fun @ Work Cadbury Annual Theme identified,
being a reflection of company's corporate goals. Celebration Calendar built around the theme
is to ensure at least one event per month.

1. On Company Day, employees are encouraged to interact with consumers and bring back
new ideas.

2. Worm controversy overcomes through 'Delivering Smiles'.

3. Specific days like Traditional Day, etc., introduced.

Training & Development

1. Individual Training needs, performance and targets are freshly evaluated each quarter.
2. e-Learning Portal to provide a choice of whole range of topics from Communication to
Project Management to Strategic Planning - FEDEX, HEWITT.
3. Rotational Development Program to provide cross-functional exposure to junior & mid-
level staff.
4. Mentoring Program promotes diversity - mentor from different department.
5. Employees spend 150 minutes a month on Kaizen & Behavioral Training - Classic Stripes.

Recruitment

1. Employee Referral Scheme.

2. "Interview over a Meal" - Creating comfort level.
3. Congratulating Parents on final selection of a candidate adopted by Max Newyork Life.
4. Job openings are posted internally and anybody can apply for an opening two levels above
his current designation, an initiative taken by BSL, are some of the best HR practices in
recruitment

This project report deals with studying the Best HR Practices in the basic HR functions which
include: -

 Training & Development

 Performance Management
 Compensation & Benefits
 Employee Relations
 Recruitment & Selection

5. Training & Development

Motorola

The quest for success in today's global market demands a shared vision and close cooperation
between Motorola, its customers and suppliers. To achieve this, products and services must
be the finest in the world.

The Mission Statement of Motorola says: "To support Motorola's key goals and initiatives by
working with selected customers and suppliers to improve their performance through
diagnostic evaluations, customized education and training programs and applications support
which range from single interventions to full systems solutions for continuous performance
improvement.

Motorola is a global leader in providing integrated communications solutions and embedded

electronic solutions.

Motorola continues to grow at a significant rate with more than 20,000 associates being hired
each year. With that growth comes the need for training that gets new hires up and running
quickly. Motorola provides training to all its associates worldwide through CD-ROM,
Internet Applications, Wireless Data, and a host of other emerging technologies.

According to Jeff Oberlin, Director of Motorola University's Department of Emerging

Technologies & Human Resources Trends, "The use of CD-ROM, Internet Applications,
Wireless Data and a host of other emerging technologies must be fully explored. Our intent is
to find those situations where alternative training delivery is the best way to transfer
information."

Motorola University has taken responsibility for propelling multimedia technologies forward.
Following are some of their accomplishments: -

 The Motorola Multimedia Committee (MMC) - To promote the use of alternative

learning technologies in Motorola's businesses.
 Motorola Yesterday, Today, Tomorrow (MYTT) - It is a new history and culture
course that teaches through the use of stories. Subscribers receive via e-mail or
intranet, two to three episodes per week, of engaging stories from Motorola's past,
present or future. Subscriptions are also available via CD-ROM.
  Introduction to Design for Manufacturability on CD-ROM - This is an
introductory course on the design for manufacturability method. This method enables
cross-functional teams to create product and process designs that meet customer
satisfaction requirements for product quality.
 The Motorola Career Planning Information on CD-ROM -Corporate HR is
designing a multimedia application that runs on desk top computer CD-ROM drives,
intranets. The application will present Motorolans with career planning information
and tools that will
 help them define, plan and achieve their career goals.
 HR 2000 Programme HR 2000 Programme - With the emerging globalization
trend, Motorola has designed a common program for all its diverse business locations.
All the participants undergo rigorous training programs as follows: -

 An intensive 3-week orientation to Motorola culture, values, goals and initiatives.

 An 18-month training program consisting of at least 3 rotations in at least 3 different
sectors.
 Functional training in at least 3 or more of HR areas.
 Quarterly training and debriefing sessions.

Final placement in the specific business and position in the candidate's country or region or
region of origin. The HR 2000 training structure enables Motorola to position multi-skilled,
capable human resources management candidates within growing markets, thus, significantly
expanding the company's worldwide sphere of influence.

As a global corporation, it is critical for Motorola to learn a global approach top management.
Through this innovative program, Motorola heads for the future armed with HR leaders
trained to handle the myriad challenges of a global marketplace.

Infosys

Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys,
they were trained through fresher training courses. They were trained then on new processes
and technologies. As they reached the higher levels, they were trained on project
management and later were sent for management development programs, followed by
leadership development programs.
Training New Recruits

Infosys conducted a 14.5 week technical training program for all new entrants. The company
spent around Rs. 200,000 per year on training each new entrant. The new recruits were
trained at the Global Education Center (GEC) in Mysore, which had world class training
facilities and the capacity to train more than 4500 employees at a time. GEC, which was
inaugurated in February 2005, was spread over 270 acres and was the largest corporate
training center in the world with 58 training rooms and 183 faculty rooms.

STAFF

Please be advised that the following are new rules and regulations implemented to raise the
efficiency of our company.

ATTIRE:
It is advised that you come to work dressed according to your salary. If we see you wearing
Prada sneakers and carrying a Gucci bag, we assume you are doing well financially and
therefore you do not need a raise. If you dress poorly, you need to learn to manage your
money better, and therefore you do not need a raise. If you dress in-between, you are right
where you need to be and therefore do not need a raise.

PERSONAL DAYS

Each employee will receive 104 personal days a year. They are called Saturday and Sunday.

LUNCHBREAK

Skinny people get 30 minutes for lunch as they need to eat more so that they
can look healthy. Normal size people get 15 minutes for lunch to get a
balanced meal to maintain their average figure. Fat people get 5 minutes
for lunch, because that's all the time needed to drink a Slim Fast and take
a diet pill.

SICK DAYS
We will no longer accept a doctor's statement as proof of sickness. If you
are able to go to the doctor, you are able to come to work.

RESTROOM USE:

Entirely too much time is being spent in the restroom. There is now a
strict 3-minute time limit in the stalls. At the end of three mintues, an
alarm will sound, the toilet paper roll will retract, the stall door will
open and a picture will be taken. After your second offense, your picture
will be posted on the company bulletin board under the "Chronic Offenders"
category.

SURGERY:

As long as you are an employee here, you need all your organs. You should
not consider removing anything. We hired you intact. To have something
removed constitutes a breach of employment.
Thank you for your loyalty to our company. We are here to provide a
positive employment experience. Therefore, all questions, comments,
concerns, complaints, frustrations, irritations, aggravations, allegations,
accusations and input should be directed to the State Unemployment Offices.

Have a Nice Day,

Human Resources Dept.

In their birthplace, whatever happened to TLC and QWL? American employers may still be
practising Tender Loving Care and promoting a superb Quality of Working Life. But neither
looms large in business magazines or business rhetoric. Take Fortune: over the last year its
ideas section has covered virtually no human resource issues.
One piece promised an exception. Its trailer talked about a company's 'most important asset':
oddly, it wasn't referring to its people, but to the corporate brainpower. This is apparently
distinct from the people who possess the brains. Only one piece over these months tackled a
plain, unvarnished human resources issue: and that, ominously, was whether personnel
departments should exist at all.

As in Britain, the workforce has become more docile and malleable as union power has
dwindled, jobs have fallen to technology and restructuring, and pay levels have been
depressed. In the eternal war between capital and labour, capital is on top in every sense.
Those same business magazines are dominated by celebrations of CEOs and their wondrous
achievements (which attract financial rewards of monstrous proportions).

Against this background, human resources professionals could easily come to be regarded as
unnecessary goods, even in the absence of other factors. They aren't absent. Traditional
human resources responsibilities like payroll are being farmed out. There's very little that
can't be covered by out-sourcing - the Corporate Leadership Council lists benefits
administration; information systems and record keeping; outplacement and similar activities,
like relocation; even health and safety.

The article implies not only that HR's day is done; but that its disappearance would be no
great loss to anybody (except those currently in human resources jobs). Yet this thesis is
surely incompatible with the entire thrust of the new management, with its stress on
'liberation' and the 'learning organisation'. The latter's guru, Peter M. Senge, espouses a new
kind of company, in which the human asset really is all-important.

Senge argues that, for seven decades, companies sought above all to boost productivity.
human resources people played a key role. They aided and abetted the drives for
manufacturing efficiency which accompanied mass marketing, new product and process
technology, and bean-counter control systems. When the gentler Theory Y took over from the
carrot-and-stick, hire-and-fire management of Theory X, human resources people were again
the nursemaids of change.

If Senge is right, though, the future will make Theory Y seem positively authoritarian: the
new watchwords are 'distributing power while increasing self-discipline', 'improved
conversation', 'voluntary followership' and 'systemic thinking skills'. human resources people
could certainly hope to find golden opportunities here. But much of modern American
practice, as opposed to theory, smacks of Theory X; what's more authoritarian than
dismissing workers in their thousands?

The call for abolition of personnel departments is nothing new in America - but
paradoxically, it once came from a passionate devotee of Theory Y: Robert Townsend, in his
iconoclastic Up the Organisation. One of Townsend's favourite latter-day companies is
Nucor, a steel-maker whose 6,000 human resources are handled after by three head office
staff who have no control over the human resources people at the plants (one apiece). What's
new today is the practicality of abolition - the transition to 'a highly automated employee-
services operation handling what used to be paperwork in a ragingly efficient way.'

Fortune adds: 'This function becomes little more than a gateway to outside suppliers.' Yet, as
author Thomas A Stewart recognises, a huge and dangerous strategic gap must result. No
strategy will succeed without effective, willing and collaborative human participation in
planning, implementation and follow-up. Winning that participation needs expertise - and the
expert's place is at the top, the CEO's office.

By apparent coincidence, the next article features Al Zeien of Gillette, a CEO so influenced
by his human resources strategists that they persuaded him to conduct personally 800 annual
performance reviews. But 'keeper of the CEO's conscience' is how one American quality
director describes his job - and in TQM companies the quality function usurps much of the
role and authority which, in the heyday of organisation development, personnel departments
took upon themselves. The writing is on the wall: either human resources people seize their
strategic opportunities at the top, or they won't have any opportunities.