A Comparison Of Work Culture At Google Offices And Analysis Of HR Policies And Staffing Approaches

1. Compare the employee friendly Google offices in USA, China, Brazil and Switzerland and explain how the productivity of employees at Google has improved over the years.

2. If you were an HR Consultant and asked to review the work culture at Zappos and implement similar initiatives at your organization, discuss how you would execute the task assigned to you.

3. Etisalat, a telecommunications company based in UAE has recently outsourced the customer service operations to Egypt. Explain the benefits of this HR initiative.
 

Overview of Work Culture at Google Offices in Different Countries

1. USA: The office at USA is quite a luxurious one which is also known as the GooglePlex. Being 2.5 times a regular stadium, it has tons of free perks for their employees. From recreational facilities to free food and fully loaded gyms- Google makes sure that every employee has everything to efficiently work. 

China: In Google’s office at China they have bean bags in their meeting areas and for their free times off the meetings, they have huge rooms with Ping Pong Tables which keeps refreshed and energized to work more with great efficiency and effectiveness. 

Brazil: They have these Indoor Beach style relaxing stands which are way better than those sleeping pods which they have other offices. This shows that how culturally Google has changed a lot of things to make sure the employee’s productivity is high.  

Switzerland: The office at Switzerland is not an ordinary one because this one has been designed as per the wishes of the employees only. From aquariums to tons of cafes and privacy pods- they even have fire poles and swings to just slide down to cafes and more. 

If you were an HR Consultant and asked to review the work culture at Zappos and implement similar initiatives at your organization, discuss how you would execute the task assigned to you. The personal satisfactions for representatives who work at the Mountain View Googleplex are fabulous. Notwithstanding the free snacks, drinks, and suppers that are standard practice at Google's workplaces all through the world, the work environment perks accessible to Google representatives who work in the Mountain View HQ incorporate an on location specialist, free transport administration, money related arranging classes, and continuous occasion parties.   

2. As an HR Consultant I would do the following:

1. Forming of Core Values which makes the employees not only efficient but a better version of themselves.

This will actually make the organization much more bound and the employees will have better engagement

1. Employee Friendly Culture: This will help them to align their goals with that of the companies’.
2. Innovative Workspace which matches the mind-sets of the employee: This builds in the creativity of employees in an organization.
3. Making employees feel like the most important part because then only the customers will be happy: To make sure before customers, your employees also comes first because they are the only reason why productivity has an uptrend or down.
4. Starting new initiatives in my organization related to the employee engagement:

3. The leadership at Google is quite an informal one where they are even employees who are seen dancing or playing ping pong when they meet new employees and this makes them feel their heads are a part of them and thus make them feel motivated.

On the hand the leadership a Zappos is more titled towards employee building and making them engaged with the Core Values of the organization which will make all the difference.

Culture shock:  The preparation for learning their language a bit especially few terms which will help the family to talk to the people there who can’t speak English fluently.

Initiatives to Emulate Google's Work Culture

Training: Here the trainer will be training the kids to know some terms which will help them in imitating conversations with the children in the school. Also the husband who will be working in the university in UAE need to learn the language a bit more because there will be constant contact with the people during work. Also if the wife has to start teaching music there- she needs to build the rapport. 

1. 
   Summer heat: There has to be a proper training for them to deal with the climate change. This will require a lot of preparation for the family.
2. Visa and Work Permits check: There should be a proper check on the kinds of paper work and this kind of training will be given.
3. Accommodation and Documentation: The husband and wife will be going through a programme as to how to maintain the accommodation paper and more because the rules there are very different from their native.
4. Renting a car: It’s very essential in there- thus the company needs to be helped in this.

Training programme will also talk about the following points:

• Pay your rent an entire year in advance with one cheque
• ACs is too cool in malls etc. so keeping winter wear handy.

American versus Japanese Human Resource Management Practices

Mazda Motor Corporation usually alluded to pretty much as Mazda, is a Japanese automaker situated in Fuch?, Aki District, Hiroshima Prefecture, Japan.

Mazda has delivered right around 1.3 million vehicles for worldwide deals, the larger part of which (about 1 million) were created in the organization's Japanese plants, with the rest of from an assortment of different plants worldwide. Mazda has been one of the best fifteenth greatest automaker by generation worldwide.

FCA US LLC, otherwise called Fiat Chrysler or just Chrysler, is the American backup of Fiat Chrysler Automobiles N.V., an Italian controlled vehicles producer enrolled in the Netherlands with central station in London, U.K. for assessment purposes. CA US is one of the "Huge Three" American vehicles makers. 

The startling difference is the compensation structure and in the times of bankruptcy also the American Company Mazda- the kind of individualism the company has, the employees agreed with such a cut. But in Japanese company- Chrysler has a different cut for all levels in the same situation.

The HR Policies based on informal control mechanisms which makes all the difference. (Rosenzweig & Nohria, 1994) 

2. Compare the cultural differences prevalent in America and Japan that may have influenced the decisions taken at Mazda and Chrysler.   

Answer: A near investigation of Japanese and American firms in their home nations is called for to figure out if the absence of contrasts between Japanese and American firms revealed that the vast majority of the HRM measurements reflects adjustment of the neighborhood member to its host nation environment or a basic development and maybe joining in what we come to know as "Japanese" or "American" administration hones. (White & Trevor, 1983) 

As specialists and scholastics alike keep on searching for "best practices" also, to reveal the keys to accomplishment in today's quickly changing and progressively aggressive environment, it will be imperative to not just archive the similitudes what's more, contrasts crosswise over associations in their HRM rehearses additionally to investigate the linkages between the HRM hones and hierarchical execution. One conclusion is clear: it is the ideal opportunity for us to rethink the acknowledged knowledge and really go out and check whether the realities do, for sure, bolster what we "know" are the distinctions amongst America and Japanese administration. (Yoshino, 1968)

Comparison of Work Culture at Zappos and Google Offices

Compare the advantages and disadvantages of Ethnocentric, Polycentric and Geocentric Staffing policies.

Ethnocentric:

• the firm accepts there is an absence of qualified people in the host nation to fill senior administration positions
• the firm sees an ethnocentric staffing strategy as the most ideal approach to keep up a bound together corporate society
• the firm trusts the most ideal approach to make esteem by exchanging center capabilities to an outside operation is to exchange guardian nation nationals who know about that competency to the remote operation

But there are disadvantages:

• Guardian nation nationals keep on experiencing troubles to acclimate to worldwide assignments. 

• The adjustment of ostracizes is indeterminate.
• Entangled faculty arranging systems. 

1. Polycentric: 

There are two preferences to the polycentric approach:

• the firm is more averse to experience the ill effects of social nearsightedness
• this staffing methodology might be less costly to actualize than an ethnocentric approach 

There are two weaknesses to the polycentric approach:

• host nation nationals have constrained chances to pick up experience outside their own nation and hence can't advance past senior positions in their own particular auxiliaries.
• a crevice can shape between host nation administrators and guardian nation directors 

1. Geocentric: 

The benefits of a geocentric way to deal with staffing include:

• empowering the firm to make the best utilization of its HR
• building a framework of worldwide administrators who feel at home working in various distinctive societies 

The disadvantages of geocentric methodology include:

• challenges with movement laws
• costs connected with executing the methodology 

2. Give two examples each of Global Organizations practicing Ethnocentric, Polycentric and Geocentric Staffing policies and explain the benefits.  

Examples: Ethnocentric:

1. Nissan earlier they had found this approach well when they were exporting to Japan
2. Harley-Davidson is an ethnocentric company because of its positioning as an ‘all-American’ brand holding a multinational appeal

Polycentric:

1. Phillips Electronics, following a polycentric orientation as they assume country is unique in terms of its target consumer behavior, and which helps them to design products accordingly. 
2. When managers in Asia were developing a hand-held ultrasound machine- they made sure that the local customer is taken into account. 

1. Geocentric:
2. Google and Apple:

They have these worldwide networks which help the company to function properly and use its HR to the best of use. 

This will actually help the company to gauge information about the market in Egypt which will be better done by the country specified. Egypt will help them to actually do away with the services and provide better services to the customer locally. The other main benefits are that the company in Egypt will have less operation cost and expert manpower is available rather than UAE. 

The gauge of HR in the division is additionally genuinely focused. As indicated by Modesti, Cairo alone sees 200,000 new graduates each year, 10-15% of them multilingual, despite the fact that he called for nearer ties between the area and colleges, and less demanding visa necessities to advance the part.

They are discuss turning into a center point keeping in mind we were on the right way now it's a great opportunity to put resources into it once more, and show their unwavering quality. They have to concentrate on what regions they need to separate ourselves, and expand them, and general create higher-esteem included administrations in IT, for example, area based administrations or helpdesks. The pool of specialists in the nation is one of a kind. 

Thus with this entire if a UAE company is outsourcing the customer service operations to Egypt then it makes sense because they have a lot of cheap man power which can actually help the UAE Company to increase their capabilities in some other areas.  

References

Zaki, C 2015, 20 Things No One Tells You About Moving to Dubai, 9^th March, Available from <https://scoopempire.com/20-things-no-one-tells-you-about-moving-to-dubai/#.V52wtbh97IU> 

White, M. & Trevor, M. 1983. Under Japanese management: The experience of British workers. London: Heinemann Educational Books Ltd. 

Yoshino, M. 1968. Japan's managerial system: Tradition and innovation. Cambridge, MA: MIT Press 

Rosenzweig, P. & Nohria, N. 1994. Influences on HRM practices in MNC's. Journal of International Business Studies. Spring, 229-251. 

Adler, NJ, 1997, International Dimensions of Organizational Behavior, South Western College Publishing, 

Armstrong M. 1996, Personnel Management Practice, Kogan Page,