Discuss about the Organisational Culture of Google.
Google is an international technology company, incorporated in America. The firm was established by Larry Page and his friend Sergey Brin. The company was incorporated in the year 1998. The field of the enterprise is in internet based facilities and products. The corporation operates in the industry of computer software, computer hardware, and the internet. The chief executive officer of Google is, Sunder Pichai. The mission of the firm is to “organize the world’s information and make it universally accessible and useful”. The vision is “to provide access to the world’s information in one click”.
Google has more than 72 thousand full-time employees. The organisation receives more than 2 million job request in one year, from around the world. The company has adopted various methods for hiring the right person for the job. The company has uploaded YouTube videos in order to provide information regarding their job recruitment process and the overall environment of the workplace. This report will discuss the message given by Google through their video. Further, the file will discuss Human Resource Management theory regarding the effectiveness of video and the challenges faced by the organisation in recruitment procedure.
Google: As an Employer
The main motive of the video made by Google is to provide information regarding the organisation, to those people, who are willing to work in the organisation (Google Recruitment Video 2017). The video provides key information regarding Google as an employer to the viewers. In the video, there are several testimonies from the employees of Google, regarding their experience. There were several glimpses of various benefits that the corporation has to offer (Backhaus 2004). Following are the key message regarding Google as an employer, provided in the video:
- To show potential viewers, the environment of the workplace at Google. The video has several testimonies from different employees, regarding their experience and opinion towards the firm. In the opinion of employees, the company still has start-up spirit, in spite of being a giant international corporation. The video represents that ideas become reality in the workplace of Google.
- The employees showing in the video are from different countries, showing the culture of the corporation. Various activities are also available for employees in the workplace, such as free snacks, gym, and other extra curriculum activities are shown in the video. The company’s policies regarding their employees, such as maternity leave, flexibility in time and child care, are shown in the video. There are training session and talks available, to share the ideas of employees.
- The video provides information regarding Google as an employer and the requirements for becoming an employee. Various challenges and opportunities for employees are shown in the video along with the impact Google employees have over the world.
As an Organisation
Google as an organisation delivers unique work atmosphere that attracts, encourages and retains the top employees in the industry. The services of Google, such as Gmail, YouTube, and Android, are used by billions of peoples every day. The employees of Google have their impact all over the world. Google has effectively mixed technological modernisation with a solid organisational culture. The company has flexible hours and various activities for employees. The company promotes the ideas of their employees and provide them training to increase their knowledge. The employees of Google invest 20 percent of their time in personal projects (Hill 2001). The video has shown various policies of Google as a superior organisation.
Effectiveness of the Video: HRM Models
There are various types of human resource theories and models that a company can adopt in their organisation. These theories and models play a crucial role in success or failure in selecting the right candidate for an enterprise. Some well-known theories and models are as follows:
- Harvard Model: This is a soft approach where human capital is considered as the most important resource that an organisation can have in their enterprise. It states that employees have some needs and preferences which should be given importance by the management at the time of decision-making. This model is similar to Japanese approach because it considers employees as a significant stakeholder. It talks about reward systems and delegation of authority (Brunetto 2011).
- Michigan Model: The Michigan model is a hard approach towards the employee. In this method, the employees are treated as any other resources in an organisation. It clearly states that employees should be acquired at a low-cost rate, and then they should be exploited as much as possible (Jones 2005).
- Contingency theory: This model states that there is no perfect solution for problems; it changes according to the size of the organisation and depends upon the complexity of circumstances (Bowen 2004).
Selection and Retention Policy of Google
Google has a unique strategy for selection and retention of their employees. While selecting the employees, Google seeks creativity, commitment, practical knowledge, and passion in their potential candidates. They mainly have two sources for selecting the potential candidates for a post, first are internal sources and second are external sources. They fill their key positions by promoting their existing employees. But most of the vacancies are filled through external sources, such as campus recruitments from top universities and hiring agencies. They pay high incentives to their existing employees besides their basic pay. This strategy plays a significant role in retaining their existing employees (Mitchell 2001). They have adopted a soft approach where they provide a positive and healthy environment at workplace, so employees can convert their imagination into reality. They give them the authority to set their own deadline of a project and provide them all the necessary resources which will be required for completion of certain tasks (Thaler 2004).
Assessment of Effectiveness of the Video
Google give too much importance to their organisational culture because they focus on the area, such as hiring candidates from different backgrounds, women empowerment, mentoring, and extra-curricular activities. This video also includes the experience of employees, positive working environment, policies of the company towards child care and the impact that Google employees have over the world. The video provides necessary information to potential candidates regarding the workplace environment. The potential candidates get influenced and motivated by the content of the video, this will convince them to apply in the company (Steel 2002). This video will depict them the organisational culture of Google which will help them in comparing their skill with the need of cited enterprise. This content also reveals about employee retention strategy of Google, this will help potential candidates to ascertain job security and stability in their job. Therefore, this video has the capacity to convince potential candidates to apply for a job in Google.
Google received more than 2 million job applications in one year, from around the world. The company faces many difficulties while selecting their employees. In order to achieve growth and success in the business, the organisation has to employ right person for the job (Askitas 2009). The recruitment process of Google is divided into three stages:
- Sourcing the candidates from various places.
- Short-listing the potential candidates through telephonic interviews or knowledge tests.
- Personal interview to finalising the candidate and presenting the offer.
The recruitment process took a significant amount of time. The human resource team of Google is required to evaluate numerous job applications to select the right candidate for a job (Edgar 2005). Following are the challenges faced by Google in the recruitment process:
- The company faces many problems in finding the right candidates. The corporation receives thousands of applications from the different candidate and selecting the right applicant from them is a tough The growth of company requires talented and dedicated employees. The recruitment process took a significant amount of time such as background check, examine and orientations. A slow recruitment process could be detrimental to the company’s success.
- There is a continuous conflict between competitive companies to hire the talented candidates. There is high demand for talented employees in the market and shortage of supply. In order to hire the right employee, the corporation has to pay the higher amount than their competitors. Due to the high demand of talented employees, the companies face the problem of retention of their talented employees (Wills-Shattuck 2008).
- The corporations have to constantly update their recruitment strategies in order for employing talented candidates. The firms need to modify their recruitment process constantly in order to compete with other corporations. The organisation could lose potential employees if their process of recruitment is out-of-date.
- The company has to constantly maintain a positive employer brand, to attract the top talents of the industry. Firms have to provide their employees various benefits in order to keep them in the organisation. The corporations have to face high recruitment and benefit costs, to hire and retain talented
From the above report, it can be concluded that human resource capital is the most important resource of an organisation which plays a significant part in the success of a company. Google prefers to hire creative and passionate people who can assist them in achieving organisational goals in a set period. They give too much importance to their organisational culture which can be considered as the main reason that they have a position of chief culture officer. This video provides vital information regarding selection and retention policies of Google; it also includes existing working environment and the benefits they provide to their employees. The company faces a significant amount of problems relating to their recruitment process. There are problems regarding a large number of job applications, selecting right candidates and maintain positive employer brand. An effective HRM policy help organisation in undertaking these issues.
Askitas, N., & Zimmermann, K. F. (2009). Google econometrics and unemployment forecasting. Applied Economics Quarterly, 55(2), 107-120.
Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career development international, 9(5), 501-517.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2), 203-221.
Brunetto, Y., Farr-Wharton, R., & Shacklock, K. (2011). Using the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employees. The International Journal of Human Resource Management, 22(03), 553-573.
Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: different measures–different results. Personnel review, 34(5), 534-549.
Google Recruitment Video. (2017). YouTube. Retrieved 7 August 2017, from https://www.youtube.com/watch?v=JcXF1YirPrQ
Hill, E. J., Hawkins, A. J., Ferris, M., & Weitzman, M. (2001). Finding an extra day a week: The positive influence of perceived job flexibility on work and family life balance. Family relations, 50(1), 49-58.
Jones, M. C., Smith, K., & Johnston, D. W. (2005). Exploring the Michigan model: The relationship of personality, managerial support and organizational structure with health outcomes in entrants to the healthcare environment. Work & Stress, 19(1), 1-22.
Mitchell, T. R., Holtom, B. C., & Lee, T. W. (2001). How to keep your best employees: Developing an effective retention policy. The Academy of Management Executive, 15(4), 96-108.
Steel, R. P., Griffeth, R. W., & Hom, P. W. (2002). Practical retention policy for the practical manager. The Academy of Management Executive, 16(2), 149-162.
Thaler, R. H., & Benartzi, S. (2004). Save more tomorrow™: Using behavioral economics to increase employee saving. Journal of political Economy, 112(S1), S164-S187.
Willis-Shattuck, M., Bidwell, P., Thomas, S., Wyness, L., Blaauw, D., & Ditlopo, P. (2008). Motivation and retention of health workers in developing countries: a systematic review. BMC health services research, 8(1), 247.