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The purpose of this paper is to present contemporary practices of HRM policies within the global organization Google, UK. Skilled and efficient human resource is backbone of offering quality services to the customers. Moreover, it helps to retain, attract and recruit new talents and wider range of knowledge with the progression of time.

HRM practices can be used strategically to attain organizational excellence and competitive advantage as well. HRM methods consider workforce and its interest with highest priority as well as integrate technical designs of works with employee efficiency.

Therefore, this report has presented an overview of HRM functions, which are applicable in resourcing of Google, UK. Further, it has described several strong and weak aspects of HRM practices and methods applied by the company so far.

The later part of report deals with benefits that have been offered to employees within organization. Additionally, it has suggested ways by which the profitability can be accelerated by using HRM policies strategically.

HRM Methods for Organizational Excellence and Competitive Advantage

The report intends to present an understanding of HRM principles and its application on the organizational practice of Google, UK. Skilled and efficient human resource is backbone of offering quality services to the customers. Moreover, it helps to retain, attract and recruit new talents and wider range of knowledge with the progression of time. As per Festing and Schäfer (2014), HRM practices can be used strategically to attain organizational excellence and competitive advantage as well. HRM methods consider workforce and its interest with highest priority as well as integrate technical designs of works with employee efficiency. Therefore, this report will present an overview of HRM functions, which are applicable in resourcing of Google, UK. Further, it will describe several strong and weak aspects of HRM practices and methods applied by the company so far. The later part of report deals with benefits that have been offered to employees within organization. Additionally, it will suggest ways by which the profitability can be accelerated by using HRM policies strategically.

The company originally based in America with a multinational tag. It has specialized in providing services of internet, software and hardware as well worldwide. Apart from achieving the position of core search engine across the world, it has been experiencing several partnerships and acquisition programs since its launch into the market. The company leads worldwide projects on online advertisements, cloud computing and many more; which demands them to practice HRM methods, which have a positive approach on both the employees and organizational needs (Beer, Boselie and Brewster 2015).

In order to enhance organizational excellence, Google organize effective employee training programs to develop employee skills and performance. It follows extensive analysis to increase their capabilities in an innovative way. Although, according to Lamba, and Choudhary (2013), it has one of the finest performance management team yet the company occasionally suffers from performance issues. The company practices frequent strategic policies with which they treat such issues with employee behavior and performance.

While working on employee development and recruitment Google consider ‘People Analytics’. It can be termed as decision making based on data or evidence. It represents a contemporary approach of HRM policies, which intends to establish relationship with the employees and tries to understand their issues personally. Before applying effective HRM methods at first it is essential to have one efficient HR manager. The company have realized, instead of considering extreme technical knowledge, one-on-one training based on interest and requirements are better for employees and organizations as well. According to Casper, Wayne and Manegold (2013), feedbacks are collected based on few factors including PiLab, retention program, a predictive structure to plan more effectively and so on. Google also practices recruiting more culturally diverse people to the workforce for the betterment of the practice of knowledge sharing. Besides, the procedure of retention, as per Inabinett, and Ballaro (2014), hiring and promotions can be measured.  Google avoids recruiting people for short-term needs. They think of employee future as it associates directly with company goodwill and their relationship with Google. The organization considers performance base work profiles, which assist in hiring, developing and recruiting new skills and talents. It accelerate culture of learning, knowledge sharing and many more. (Vaiman and Collings 2013).

Strong and Weak Aspects of HRM Practices and Methods

HR policies must be framed as per company needs I an innovative way. Therefore, Google does organizational analysis in order to determine existing human resource requirements to fulfill project tasks. The issues can be solved by arranging training programs on project needs. Apart from frequent training sessions, according to Den Hartog et al. (2013), the organizational practice of performance planning helps to address different dimensions of HRM practices including cultural diversity, customers’ service and communication relationship between them. In order to accomplish corporate objectives, as described in Poutsma, Ligthart and Dietz (2013), company focuses on employee performance and developing their skill as it can be directly integrated with efficient business operation of a certain firm. Innovation is the ultimate strategy that Google has applied to become globally stable. Therefore, Google’s success is dependable on successful implementation of employee development sessions. In this course of, inventing innovative practices the contribution of Google’s creative employees are immense. One-on-one interviews to address individual issues and abilities is helpful to construct an interactive atmosphere within business firm.

As discussed before, acknowledging human resource as the central variable of organizational performance, Google makes sure the recruitment process must follow strategic methods and techniques. Moreover, retention of performing workforce reduces the cost of training arrangements and time as well to develop skills and capabilities (Keep 2014). The objective of recruiting process is to maintain the number of adequate employees and retention policy is designed in order to retain the knowledge and skills of best performing employees.

Google depends on both the internal and external sources to maintain a certain number of employees worldwide. HR managers uses their tool of promoting company vacancies, recruit trainees through internal sources (Minbaeva, and Collings 2013). On the other side, external sources mean print and online job advertisements as well as they include several educational institutes to response against those vacancies. The strength is that entire job industry has become dependable on internet and most of the job news are available on social media platforms. Therefore, Google’s initiative to invest on online advertising more than any other channels is no doubt contemporary and smart approach. As per the Collings (2014), both the external and internal sources helps to maintain a continuous influx of qualified and skilled labor force to satisfy the organizational need of human resource for their global projects. Indirect methods of recruitments have been proven to deliver more effective results than the direct ones. However, the company relies on applied direct methods through academic institutions with motives of hiring future employees and interns with potential. Both the process are considered to be effective in terms of satisfying the HR requirements of the organization.

Benefits Offered to Employees and Ways to Accelerate Profitability

There are some certain selection process, which are proven effective in an organizational setting and project orientation like Google. There are four central concern of the company while selecting someone as a responsible employee, which are candidates’ smartness, creative competence, efficiency and working towards organizational goals. This strategy supports company’s aspire to include innovation and theories of innovation into organizational practice. However, trainees and interns have to face several on job assessments to qualify a position into the core system.

Further, employee retention is performed to retain skills and capable human resources within the system (Van den Brink, Fruytier and Thunnissen 2013). Comparing to the other companies, undoubtedly Google has more competence when it comes to retain a job in their company. Their compensation policies and benefits are more attractive than the existing brands. It helps them to increase competitive edge in terms of retaining employees as well. The company provides handsome salary and benefits. Although, the design is highly typical still their strength is the company maintains its promises and allows every level of employees with prior promised benefits. This is indeed a strong point as far as attracting the creative and innovative brains are concerned. Even if the company points out employees with potential leadership capabilities, training sessions are arranged to retain and develop them for future needs of organizations. By practicing such things, Google secures both the employee and organizational interest.

The weakness is the company thinks every employee will respond in a structured retention and recruitment process. There are some obvious advantages of homogenous corporate philosophy, although disadvantages are distinct as well. There is a tendency of homogenous culture to prevent the flow of innovation, which is considered as central concern for Google. The error of Google’s is to believe best practice is what is the easiest to adopt. Moreover, offering more money to people who have job offers from Facebook is highly unethical practice and may lower company reputation as well. Therefore, whatever strategies Google may apply that must be integrated with organizational objective and reputation of them at the same time.

There are different sectors where employees must feel valued and beneficial within a company. As per Currie et al. (2017), HR managers assist to resolve conflicts among employees and even between management and employees. The management’s response is essential towards establishing workplace ethics and developing a healthy workplace atmosphere. A conflict-oriented culture is not preferable for a structure, which demands innovation. HR managers do not entertain inappropriate attitude and language within a workplace setting, which helps employees to have a hassle free friendly workplace. Moreover, employees can reinvent their long lost aspiration of higher studies by availing company’s facilities of training and development programs. Organizations initiate this kind of programs with a wish of being served by them with increased knowledge. It not only satisfies organizational interest but also help employees to pursue future opportunities. Human resource managers are bound to circulate necessary information with every working professionals. They discuss matters of employee benefits, personal assistance with cash or kind. Employees are provided with proper guidance as far as employee rights are concerned. Zero tolerance will be provided if someone is accused with practicing employee discrimination in terms of racism or gender. All these facilities work together to retain a skilled and capable employee for organizational benefit. In contemporary days, HRM practice is much relevant than it was two decades ago. It serves numerous purpose being present as inevitable part of organizational structure.

Recruitment and Retention Approach of Google UK

It must be remembered HRM policies are made for employee benefits first to ensure their satisfaction while working under Google. Organizational perspectives must considered as a secondary aspect of HRM practices. Still, it has been observed that employees are receiving manipulative behavior from HR department occasionally.

According to the study of Inabinett and Ballaro (2014), human resource management is highly effective in terms of raising profitability and organizations’ reputation. This present study has been investigated of executives’ perception on this contemporary matter. Business leaders have detail knowledge on the employees input behind organizational success. Effective managerial practices are directly connected with organizational revenue. According to various research on this field companies who practice smart innovative HR policies likely to be successful in business projects more than other companies even with larger resource and potential. Realizing the significance of human capital, more than financial one, companies have started to follow the trend of providing employee benefits to the fullest to get their job done. Apparently, it may feel that companies are concerned for their employees future aspiration the most but if interpreted critically even a novice can understand the undertone behind such wide adaptation of smart HRM practices. Positive economic performance and HRM policies are integrated with each other if Google’s history of revenue generation and HR mangers’ perception can be linked. The field of employee retention, branding and hiring skilled and efficient employees are nothing new for them, as they know efficient delivery of services is directly dependent on capability of workforce. Potential leaders are provided with superior training programs to be more efficient in future operations of the organization. There are certain performance management system in Google as discussed before. Moreover, as per Sparrow, Farndale and Scullion (2013), Google prefers strict and highly professional method of recruitment while hiring, which ensures filtered talent on board. Both the performance and talent are being managed by Google to generate positive results in terms of profitability.

Conclusion

To conclude, it can be stated that HRM practices is contemporary and highly effective in present business scenario. Considering the competitive global platform of business every organization must adopt certain strategies to deal with market challenges. Strategic HRM policies can be used to generate profit, attaining customers’ trust and the company can present themselves providing one of the most employee friendly work culture.

References

Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: Implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), pp.427-438.

Casper, W.J., Wayne, J.H. and Manegold, J.G., 2013. Who will we recruit? Targeting deep?and surface?level diversity with human resource policy advertising. Human Resource Management, 52(3), pp.311-332.

Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), pp.253-261.

Currie, D., Gormley, T., Roche, B. and Teague, P., 2017. The management of workplace conflict: Contrasting pathways in the HRM literature. International Journal of Management Reviews, 19(4), pp.492-509.

Den Hartog, D.N., Boon, C., Verburg, R.M. and Croon, M.A., 2013. HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of management, 39(6), pp.1637-1665.

Festing, M. and Schäfer, L., 2014. Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), pp.262-271.

Inabinett, J.M. and Ballaro, J.M., 2014. Developing An Organization By Predicting Employee Retention By Matching Corporate Culture With Employee's Values: A Correlation Study. Organization Development Journal, 32(1).

Keep, E., 2014. Corporate training strategies: the vital component. New Perspectives, pp.109-125.

Lamba, S. and Choudhary, N., 2013. Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research & Technology, 2(4), pp.407-423.

Minbaeva, D. and Collings, D.G., 2013. Seven myths of global talent management. The International Journal of Human Resource Management, 24(9), pp.1762-1776.

Poutsma, E., Ligthart, P.E. and Dietz, B., 2013. HRM policies and firm performance: the role of the synergy of policies. In Global Trends in Human Resource Management (pp. 78-99). Palgrave Macmillan, London.

Poutsma, E., Ligthart, P.E. and Dietz, B., 2013. HRM policies and firm performance: the role of the synergy of policies. In Global Trends in Human Resource Management (pp. 78-99). Palgrave Macmillan, London.

Sparrow, P., Farndale, E. and Scullion, H., 2013. An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis. The International Journal of Human Resource Management, 24(9), pp.1777-1798.

Vaiman, V. and Collings, D.G., 2013. Talent management: advancing the field. The International Journal of Human Resource Management, 24(9), pp.1737-1743.

Van den Brink, M., Fruytier, B. and Thunnissen, M., 2013. Talent management in academia: performance systems and HRM policies. Human Resource Management Journal, 23(2), pp.180-195.

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