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Google’s Human Resource

Management Practices

Google’s human resource management practices cover effective

employee training programs, as well as performance management
to maximize human resource capabilities. The company uses
appropriate needs analysis to design training programs aimed at
supporting an innovative workforce. The training programs and
their results are regularly evaluated to ensure that they meet
Google’s human resource needs. The company also has finely
tuned performance management practices, inclusive of
performance planning that directly address corporate objectives for
HRM. However, the company also experiences performance
problems in its human resources. To address this condition,
Google’s human resource management uses information about
performance problems as basis for improving performance
management practices along with employee training programs.

Google’s Human Resource Planning

Forecasting. Human resource managers at Google use trend
analysis and scenario analysis for forecasting. Trend analysis is a
quantitative technique that allows the company to predict possible
HR demand based on current conditions and changes in the
business. Scenario analysis is Google’s qualitative technique for
forecasting HR demand. Scenario analysis involves analyzing
different combinations of variables to predict HR demand for each
resulting scenario. In this way, Google uses a combination of
quantitative and qualitative techniques for forecasting HR demand.
Surplus & Shortage of Employees. Concerns about surplus or
shortage of employees at Google are mostly in the production
processes, such as the manufacture of Chromecast and the
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provision of the Google Fiber Internet and cable television service.

In developing and providing web-based and software products,
human resource surplus and shortage are not a significant concern.
For production processes, Google’s human resource management
identifies possible surpluses and shortages through forecasting
techniques. Thus, the company’s human resource planning
includes forecasted surpluses and shortages of human resources.
Such information is used for recruitment and scheduling.
Balancing Supply and Demand. Google’s human resource
management faces minimal problems when it comes to balancing
HR supply and demand. Even if demand for web-based/software
products and online advertising services increase, Google does not
need to commensurately increase its human resources in these
business areas because of the digital nature of these products. Still,
the company needs to address HR supply and demand in other
areas, such as the production and distribution of consumer
electronics like Nexus and Chromecast. For these areas, Google
uses a flexible strategy where new employees are hired based on
forecasts of human resource needs.
The combination of Google’s HR management approaches for
forecasting, identifying issues with surplus and shortage of
employees, and balancing of human resource supply and demand
effectively supports the human resource needs of the firm. Google
uses conventional methods and techniques together with advanced
information systems to analyze human resource data to support
human resource management decisions.

Job Analysis and Design at Google

Organizational Design. Google’s organizational design enables
the company to flexibly address human resource needs. The
interconnections in the firm’s matrix organizational structure allow
human resource managers to easily identify cross-linkages among
different parts of the organization and use this information for the
processes of job analysis and design. Thus, Google’s organizational
design facilitates and optimizes human resource management
activities, particularly in job analysis and design.
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Methods of Job Analysis. Google uses a combination of worker-

oriented job analysis methods and work-oriented job analysis
methods. However, the company emphasizes the use of work-
oriented job analysis methods in jobs like those in research and
development, as well as jobs in product design and manufacturing.
Google emphasizes the worker-oriented job analysis methods in
jobs that require significant interpersonal skills, such as human
resource management positions.
Job Description & Specification. Because of the large size of the
organization, Google has highly varied job descriptions and
specifications. The job descriptions and specifications for positions
in product development, for instance, significantly differ from the
job descriptions and specifications for positions in human resource
management. Nonetheless, Google emphasizes certain
characteristics in all employees, such as smartness and drive for
excellence in all job positions throughout the organization.

Google’s Recruitment Practices

Sources. Google’s human resource management uses a mixture
of internal and external recruitment sources to maintain the
adequacy of its human resources. The company uses promotions,
transfers, and trainees/interns as the main internal recruitment
sources for HR needs. On the other hand, the external recruitment
sources at Google include educational institutions and respondents
to job advertisements. Most of these ads are available through the
Careers section of Google’s website. Through these recruitment
sources, the company facilitates a continuous influx of qualified
workers, while matching these employees’ capabilities with human
resource needs.
Methods. Considering the combination of internal and external
recruitment sources, Google uses indirect methods and direct
methods of recruitment. The indirect methods are more significant
to the company. These indirect methods include advertisements on
the company’s website. However, Google’s human resource
management also uses direct methods in the form of contacts with
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potential interns and future employees through academic

institutions. This combination of direct and indirect recruitment
methods is aligned with the mixture of internal and external
recruitment sources to satisfy Google’s human resource
requirements.

Selection Process at Google

The most significant criteria used in Google’s human resource
management for the selection of applicants are smartness,
creativity, drive for excellence, and alignment with the
organization. The company does not use work experience as a
major criterion for selection. These criteria are based on the firm’s
goal of maximizing innovation to support its broad differentiation
strategy.
There are different processes used for the selection of applicants
at Google. However, in general, the company’s selection process
involves background checks, preliminary screening, on-the-job
tests, and interviews. Google’s human resource management uses
different procedures and steps for the various positions in the
organization. For instance, on-the-job tests are generally used for
positions that are more frequently filled through absorption of
interns and trainees.

Google’s Employee Retention Programs

Google’s compensation packages are the main HRM tool that the
company uses for retaining high-quality human resources. The
company’s compensation packages are competitive and above
average. For example, Google provides high salaries and wages.
In addition, employees get free meals and other incentives and
benefits. The typical design of the company’s offices emphasizes
fun and creativity, which attract and retain creative and innovative
workers. Google’s human resource management uses coaching and
mentoring to retain and develop employees with leadership
potential.
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Employee Training at Google

Needs Analysis. Google’s HR management uses different types of
needs analysis, such as organizational analysis, work analysis, and
cost-benefit analysis. Organizational analysis identifies new human
resource needs based on the firm’s current situation. For example,
in developing new products and investing in new businesses,
Google conducts organizational analysis to determine the
corresponding human resource requirements. Work analysis
determines the specific requirements to fulfill work tasks. Google
applies work analysis on new jobs, or when an organizational
restructuring has just occurred. Cost-benefit analysis determines
the practicality of training programs and activities. Google’s HRM
objective in using this type of analysis is to maximize the benefits
achieved through training programs.
Program Design. Google’s HR management uses a combination
of the relational model and the results-oriented approach for
training program design. The relational model focuses on the
relationship of the company with employees. Google maintains
positive internal relations to foster employee participation in
creative and innovative processes. The results-oriented approach
focuses on training outcomes. For example, in implementing a
training program, Google uses this approach to facilitate
employees’ learning. Thus, the relational model optimizes relations
among employees, while the results-oriented approach ensures
that Google’s human resources are effective.
Delivery. Google’s human resource management delivers training
programs in various ways, such as discussions, simulations and on-
the-job training. Discussions enable Google to maintain rich
communications involving employees. With rich communications,
training programs also benefit through maximum feedback from
the trainees. The company uses simulations to facilitate creative
responses. Simulations empower Google’s employees to
understand the details of work tasks, projects, and products. The
company’s HRM uses on-the-job training to maximize the transfer
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of knowledge to new hires or interns. Many of these interns are

absorbed into Google’s organization.
Evaluation. Google has summative and descriptive purposes in
evaluating training programs. The summative purpose is to
determine the effectiveness of the program in developing human
resources. The descriptive purpose of evaluation is to understand
the effects of the training on employees. Google’s human resource
management uses evaluation variables like trainees’ learning and
reactions, and the results of training programs in terms of changes
in human resource knowledge, skills, and abilities.

Google’s Performance Management Practices

Performance Planning. Google’s performance planning efforts
address different dimensions of its human resource management,
including customer service, communication, support for diversity,
and problem solving abilities. Google’s performance appraisal
programs also use variables corresponding to these dimensions.
For example, the company’s HRM evaluates employees’
performance in internal communications and problem-solving
activities to decide on performance management approaches.
Link to Corporate Objectives. Google’s performance management
practices are directly linked to corporate objectives for human
resource management because they ensure that employees remain
capable of supporting the firm’s business activities. For instance,
the emphasis on diversity supports diverse ideas, which lead to
higher rates of innovation. Innovation is part of Google’s corporate
objectives. Also, the emphasis on problem-solving abilities ensures
that the human resources are satisfactory in developing Google’s
organizational resilience.
Measurements and Standards. Google’s HR management uses
different sets of measurements and standards for its performance
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management practices in different areas of human resources. The

firm uses individual measurements of ethical conduct and
contributions to innovation and quality of output. Google’s human
resource management also uses team variables like collaboration
level. Creativity is also an important measure of the performance
of the firm’s human resources because creative employees
contribute more to Google’s innovative culture. The company
maintains high standards for all of these measures and always
emphasizes excellence in employees.
Performance Interviews. Google’s human resource
management conducts performance interviews that address
concerns about individual performance and team performance. The
individual performance interviews cover knowledge, skills, abilities
and other attributes of employees. The team performance
interviews cover how employees perform as part of project teams
in Google. Note that the company forms and disbands teams for
different purposes and projects. The interviews are also structured
and unstructured, formal and informal. Google’s HRM uses
unstructured and informal interviews in the fun meeting places,
such as the coffee and snack areas of its offices.
Performance Problems. Google’s human resource management
is usually concerned about performance problems in the areas of
quality of work and work behaviors. In terms of quality of work,
some red flags for HR managers are errors and ineffective work
techniques. In terms of work behaviors, Google’s HR managers are
concerned about negativism, power struggles, and tardiness or
delays.

Career Development at Google

Individual-Organization Matching. Google matches individual
and organizational needs by filling positions based on a
combination of performance appraisals and interviews. These
appraisals and interviews provide information for human resource
managers to ensure proper fit between employees and the job,
organization, and team. In this regard, Google’s human resource
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management’s approaches for matching individual and

organizational needs address person-job fit, person-organization
fit, and person-group fit. These different kinds of fit support
maximum human resource performance at the job level, team
level, and organizational level, respectively.
Career Opportunities and Requirements Identification. In
relation, Google’s HR management identifies career opportunities
and requirements through a combination of job analysis and
coaching. Job analysis enables HR managers to identify possible
career options for individual employees. Google uses coaching as
a way of understanding the dynamics involving the individual
employee and possible career options within the organization. This
combination helps HR managers identify requirements for career
paths, and how these paths present opportunities for Google’s
employees.
Employee Potential Assessment. Google’s human resource
management assesses employee potential through interviews,
appraisals, and coaching. Appraisals provide an objective
evaluation of the employee’s potential. Interviews and coaching
enable Google’s HR managers to determine the potential
effectiveness of employees for different kinds of jobs. Appraisals
indicate how employees are doing in their current jobs, while the
interviews and coaching indicate the employees’ level of interest
for certain jobs and how they could fulfill other jobs at Google.
Instituting Career Development Initiatives. Some career
development initiatives are regularly instituted at Google, while
others are applied as the need arises. Regular implementation of
career development initiatives are based on the company’s career
development programs. Google conducts annual appraisals, which
are also used as basis for career development. During or after
appraisals, the company’s human resource management informs
employees of possible career opportunities. In addition, the
firm institutes some career development initiatives as the need
arises, such as when a new business or product is developed. For
example, the development of the Google Fiber business creates
new career opportunities, which are presented to the company’s
employees.
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Google’s Compensation Strategy

Google’s compensation strategy is highly competitive compared to
the compensation strategies of competing firms. The company
provides high salaries, together with comprehensive incentives and
nonconventional benefits. Financial and moral incentives are
provided. In addition, the company provides benefits like medical
insurance, retirement pensions, free meals, and free use of
exercise equipment. Realistically, Google’s human resource
management has succeeded with regard to the compensation
strategy because it effectively attracts highly qualified smart and
excellent employees. People perceive Google as one of the best
places to work.

References

 Mims, C. (2015, March 29). At Google, the Science of Working Better.

 http://panmore.com/google-hrm-compensation-career-development
 Geier, B. (2015). This is Google’s secret to making work less awful. Fortune.
 Google Inc. (2014). Google Inc. Form 10-K, 2014.
 Google Inc. (2015). People operations – Google Careers.