HARSHITA SRIVASTAVA

Proud to be geeks
2
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 Googles Culture

Innovation and Creativity





Voted as the best company to work
in America for 2 year years in a row
by employees
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 Hlzle, 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

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

Business strategic model

So,
What have the Google
provided for
Googlers?

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
So,
What does it
exactly Look like
@ Workplace?
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
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
Onsite Medical and dental facilities, oil change and car wash, courier, fitness
center, banking center, free breakfast, lunch and dinner on a daily basis
Annual onsite Health Fair offering free testing services, including eye exams
and cholesterol testing
Free flu shots

ETC


, 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



When
Making the most of
People
in times of recession


However
PROBLEMS
Close to the Credit Crunch
? ?
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

Impacts on The
Googlers/Customers?

An analysis
from Google
Official Blog
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)
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)
So,
What can we learn
from that?
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



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
Brain drain at Google
Spotlight

The departure of Googles communication bossElliot Schrage to Facebook on
May 2009

Why?

The changing enterprising spirit
Limited senior positions
Numerous companies provide Googles knowledge workers with large salary and
attractive terms and conditions

Assumptions

Work life balance?
Irregular career planning
Impersonal companys HR policies

Point of views from the Googlers
Link to people performance management model (AMO)

Those knowledge workers with ability and skills feel that they cant be
recognized and valued as the company matures

Googles continuous hiring new knowledge workers make current
knowledge workers feel less motivation and bigger stage to perform well

Those ambitious talents think that Google cant delivery job satisfaction and
give enough opportunities

Stock option package

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





An analysis from
the News
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
So, Why?
BRAIN-DRAIN SITUATION IF IT WAS
DREAM PLACE TO WORK?
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