Hr Practices In Google

HR PRACTICES IN GOOGLE

1. Building innovation into job descriptions: '20 percent time'. Technical employees are

required to spend 80% of their time on the core search and advertising businesses, and 20%

on technical projects of their own choosing. Employees' work structure follows a '70/20/10'

model,

2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently  

Google’s approach to innovation is highly improvisational. Any engineer in the company has

a chance to create a new product or feature. 

3. Letting the market choose: “crowdsourcing” its product strategy

4. Cultivating a taste for failure and chaos Schmidt encourages it: “Please fail very quickly—

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That you can try again. He had praised an executive who made a several-million-dollar

blunder: “‘I’m so glad you made this mistake. Because I want to run a company where we are

moving too quickly and doing too much, not being too cautious and doing too little. If we

don’t have any of these mistakes, we’re just not taking enough risk.’”

5. Supporting inspiration with data - making extensive, aggressive use of data and testing to

support ideas   according to a Harvard case study people aren't allowed to say 'I think' but

instead must say 'The data suggest.

6. Google's use of algorithms in recruitment First, you survey current employees on a variety

of characteristics and traits, including teamwork, biographical information, past experiences

and accomplishments (i.e., have they started a company, written a book, won a

championship, set a record).

Next, you statistically determine which of these many traits your top performers and most

impactful employees' exhibit that differentiates them from bottom performing and average

employees.

Finally, you develop an online survey to gather the predictive information from applicants.

Then each candidate's.

 Abstract

The role of Human Resources is changing as fast as technology and the global marketplace.

Historically, the HR Department was viewed as administrative overhead. HR processed

payroll, handled benefits administration, kept personnel files, and other records, managed the

hiring process, and provided other administrative support to the business. Those times have

changed. The positive result of these changes is that HR professionals have the opportunity to

play a more strategic role in the business. The challenge for HR managers is to keep up to

date with the latest HR innovations - technological, legal, and otherwise.

There is a need to know about the current HR challenges, and how to most-effectively

manage them in your workplace.

This report discusses some best HR practices in few companies in specific function.

2. Objectives of Dissertation

To understand the areas which are mainly focused on best HR practices.

To understand the best practices of organizations in terms of the basic HR functions.

To understand what measures should be taken while implementing HR practices.

3. Introduction

Any practice that you devise to increase the competence, commitment and improve the

culture building can be termed as HR Practice, and this can be in the form of a norm, rule,

system, or some practices.

Examples: -

Wishing Employees on their birthday, anniversary, etc., by HR Head

Having health facilities / baby-sitting facilities

Continuous learning and development oriented PMS system

Good Employee Services

If employee attends the office on his birthday and the amount will be given as

allowance, etc.

Some companies have deduction for late coming and some companies view it as an

odd practice

Company's Internal Magazine covering all the happenings in your company

Regular training and development

Job rotations / internal department transfer like service employees based on their

performance shifted to Research & Development, etc.

There is no single best practice to which all organizations should aspire. Rather, the literature

shows that each firm has a distinctive HR system that represents a core competency required

for the survival and sustainability for that particular organization.

"Best Practices" in HR are subjective and transitory. What is best for one company may not

be best for another. What was best last month may not be best for today. The concept of

"best" is highly subjective and non-specific. "Best Practice" is not a set of discrete actions but

rather a cohesive and holistic approach to organizational management.

Best Practices are initiatives taken by HR to: -

Not only satisfy but delight

Create a feel good factor

Give high visibility and focused impact

Be unique and relevant

Gel with organization culture

Provide fresh / creative way to accomplish a task

4. Influencing Factors

Some factors which constitute best practices in HR are: -

Communication

Continuous Improvement

Risk Taking

Recognition

Work-life Balance

Culture Consciousness

Recruitment

Training & Development

Communication

The "best practice" companies have the most intense communications which are broad-based,

continuous and involve multi-directional employee contact. Communications with employees

is "a given", and is formal, focused and on-going responsibility. Communications are not

done as an "extra".

1. "Talk of the Week" where all the employers are asked to participate and give there word

and opinion about their superiors helping to bridge the gap.

2. "Taking a Step Ahead" is Round Table Initiative followed by GSK Group to empower the

employees.

Continuous Improvement

The best companies are never satisfied. They focus not only getting it right but doing it better.

They are intensely dependent on feedback from all sources as the prime basis of their

continuous improvement philosophy.

1. "Dosti" Counseling Facility, where trained counselor offer free and confidential

advice on any issue under the sun - from work related stress to marital discord

adopted by Texas Instruments.

2.  Les Concierges Service - Outsourcing chores like paying bills, booking tickets and

buying vegetables followed by Johnson & Johnson.

3. Breakfast with Department Head in groups of 10 adopted by GSK.

4. Cashless Hospital Scheme for employees & their families by Johnson & Johnson.

Risk Taking

The best companies have leaders who possess courage to make the hard decisions and carry

them out.

1. People like Jack Welch, CEO of General Electric, is known as "Neutron Jack" for his

massive shake-ups at GE. These people are not afraid to go face-to-face with people - internal

customers included - to discuss issues they feel need to be addressed.

Recognition

1. On-the-spot Recognition followed by Shoppers' Stop where all employers are

recognized on there contribution and talent they exhibit. For every contribution, they

are given stars - making people feel Stars.

2.  Special Awards like "Helping Hand", "First Mover", And Quarterly Rewards and

appreciation are some of the initiatives taken by many companies.

Work Life Balance

1. An initiative taken by GSK that every employee can walk out of the office at 6.00 p.m.

helping them to balance both professional and personal life.

2. Quarterly Star Performers awarded with packages like Dinner-with-Family, Stay-over-the-

Weekend at Five Star Hotels by Hewitt Packard. 

3. Spouses invited to give a pleasant surprise to employees on anniversary and birthday at

Hewitt.

Culture Consciousness

The best companies are all sharply focused on their culture and are conscious of how culture

shapes systems and behaviours.

The best example for that is an initiative Fun @ Work Cadbury Annual Theme identified,

being a reflection of company's corporate goals. Celebration Calendar built around the theme

is to ensure at least one event per month.

1. On Company Day, employees are encouraged to interact with consumers and bring back

new ideas.

2. Worm controversy overcomes through 'Delivering Smiles'.

3. Specific days like Traditional Day, etc., introduced.

Training & Development

1. Individual Training needs, performance and targets are freshly evaluated each quarter.

2. e-Learning Portal to provide a choice of whole range of topics from Communication to

Project Management to Strategic Planning - FEDEX, HEWITT.

3. Rotational Development Program to provide cross-functional exposure to junior & mid-

level staff.

4. Mentoring Program promotes diversity - mentor from different department.

5. Employees spend 150 minutes a month on Kaizen & Behavioral Training - Classic Stripes.

Recruitment

1. Employee Referral Scheme.

2. "Interview over a Meal" - Creating comfort level.

3. Congratulating Parents on final selection of a candidate adopted by Max Newyork Life.

4. Job openings are posted internally and anybody can apply for an opening two levels above

his current designation, an initiative taken by BSL, are some of the best HR practices in

recruitment

This project report deals with studying the Best HR Practices in the basic HR functions which

include: -

Training & Development

Performance Management

Compensation & Benefits

Employee Relations

Recruitment & Selection

5.  Training & Development

Motorola

The quest for success in today's global market demands a shared vision and close cooperation

between Motorola, its customers and suppliers. To achieve this, products and services must

be the finest in the world.

The Mission Statement of Motorola says: "To support Motorola's key goals and initiatives by

working with selected customers and suppliers to improve their performance through

diagnostic evaluations, customized education and training programs and applications support

which range from single interventions to full systems solutions for continuous performance

improvement.

Motorola is a global leader in providing integrated communications solutions and embedded

electronic solutions.

Motorola continues to grow at a significant rate with more than 20,000 associates being hired

each year. With that growth comes the need for training that gets new hires up and running

quickly. Motorola provides training to all its associates worldwide through CD-ROM,

Internet Applications, Wireless Data, and a host of other emerging technologies.

According to Jeff Oberlin, Director of Motorola University's Department of Emerging

Technologies & Human Resources Trends, "The use of CD-ROM, Internet Applications,

Wireless Data and a host of other emerging technologies must be fully explored. Our intent is

to find those situations where alternative training delivery is the best way to transfer

information."

Motorola University has taken responsibility for propelling multimedia technologies forward.

Following are some of their accomplishments: -

The Motorola Multimedia Committee (MMC) - To promote the use of alternative

learning technologies in Motorola's businesses.

Motorola Yesterday, Today, Tomorrow (MYTT) - It is a new history and culture

course that teaches through the use of stories. Subscribers receive via e-mail or

intranet, two to three episodes per week, of engaging stories from Motorola's past,

present or future. Subscriptions are also available via CD-ROM.

Introduction to Design for Manufacturability on CD-ROM - This is an

introductory course on the design for manufacturability method. This method enables

cross-functional teams to create product and process designs that meet customer

satisfaction requirements for product quality.

The Motorola Career Planning Information on CD-ROM -Corporate HR is

designing a multimedia application that runs on desk top computer CD-ROM drives,

intranets. The application will present Motorolans with career planning information

and tools that will 

help them define, plan and achieve their career goals.

HR 2000 Programme HR 2000 Programme - With the emerging globalization

trend, Motorola has designed a common program for all its diverse business locations.

All the participants undergo rigorous training programs as follows: -

An intensive 3-week orientation to Motorola culture, values, goals and initiatives.

An 18-month training program consisting of at least 3 rotations in at least 3 different

sectors.

Functional training in at least 3 or more of HR areas.

Quarterly training and debriefing sessions.

Final placement in the specific business and position in the candidate's country or region or

region of origin. The HR 2000 training structure enables Motorola to position multi-skilled,

capable human resources management candidates within growing markets, thus, significantly

expanding the company's worldwide sphere of influence.

As a global corporation, it is critical for Motorola to learn a global approach top management.

Through this innovative program, Motorola heads for the future armed with HR leaders

trained to handle the myriad challenges of a global marketplace.

Infosys

Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys,

they were trained through fresher training courses. They were trained then on new processes

and technologies. As they reached the higher levels, they were trained on project

management and later were sent for management development programs, followed by

leadership development programs.

Training New Recruits

Infosys conducted a 14.5 week technical training program for all new entrants. The company

spent around Rs. 200,000 per year on training each new entrant. The new recruits were

trained at the Global Education Center (GEC) in Mysore, which had world class training

facilities and the capacity to train more than 4500 employees at a time. GEC, which was

inaugurated in February 2005, was spread over 270 acres and was the largest corporate

training center in the world with 58 training rooms and 183 faculty rooms.

STAFF

Please be advised that the following are new rules and regulations implemented to raise the

efficiency of our company.

ATTIRE:

It is advised that you come to work dressed according to your salary. If we see you wearing

Prada sneakers and carrying a Gucci bag, we assume you are doing well financially and

therefore you do not need a raise. If you dress poorly, you need to learn to manage your

money better, and therefore you do not need a raise. If you dress in-between, you are right

where you need to be and therefore do not need a raise.

PERSONAL DAYS

Each employee will receive 104 personal days a year. They are called Saturday and Sunday.

LUNCHBREAK

Skinny people get 30 minutes for lunch as they need to eat more so that they

can look healthy. Normal size people get 15 minutes for lunch to get a

balanced meal to maintain their average figure. Fat people get 5 minutes

for lunch, because that's all the time needed to drink a Slim Fast and take

a diet pill.

SICK DAYS

We will no longer accept a doctor's statement as proof of sickness. If you

are able to go to the doctor, you are able to come to work.

RESTROOM USE:

Entirely too much time is being spent in the restroom. There is now a

strict 3-minute time limit in the stalls. At the end of three mintues, an

alarm will sound, the toilet paper roll will retract, the stall door will

open and a picture will be taken. After your second offense, your picture

will be posted on the company bulletin board under the "Chronic Offenders"

category.

SURGERY:

As long as you are an employee here, you need all your organs. You shouldnot consider removing anything. We hired you intact. To have somethingremoved constitutes a breach of employment.

Thank you for your loyalty to our company. We are here to provide apositive employment experience. Therefore, all questions, comments,concerns, complaints, frustrations, irritations, aggravations, allegations,accusations and input should be directed to the State Unemployment Offices.

Have a Nice Day,

Human Resources Dept.

In their birthplace, whatever happened to TLC and QWL? American employers may still be

practising Tender Loving Care and promoting a superb Quality of Working Life. But neither

looms large in business magazines or business rhetoric. Take Fortune: over the last year its

ideas section has covered virtually no human resource issues.

One piece promised an exception. Its trailer talked about a company's 'most important asset':

oddly, it wasn't referring to its people, but to the corporate brainpower. This is apparently

distinct from the people who possess the brains. Only one piece over these months tackled a

plain, unvarnished human resources issue: and that, ominously, was whether personnel

departments should exist at all.

As in Britain, the workforce has become more docile and malleable as union power has

dwindled, jobs have fallen to technology and restructuring, and pay levels have been

depressed. In the eternal war between capital and labour, capital is on top in every sense.

Those same business magazines are dominated by celebrations of CEOs and their wondrous

achievements (which attract financial rewards of monstrous proportions).

Against this background, human resources professionals could easily come to be regarded as

unnecessary goods, even in the absence of other factors. They aren't absent. Traditional

human resources responsibilities like payroll are being farmed out. There's very little that

can't be covered by out-sourcing - the Corporate Leadership Council lists benefits

administration; information systems and record keeping; outplacement and similar activities,

like relocation; even health and safety.

The article implies not only that HR's day is done; but that its disappearance would be no

great loss to anybody (except those currently in human resources jobs). Yet this thesis is

surely incompatible with the entire thrust of the new management, with its stress on

'liberation' and the 'learning organisation'. The latter's guru, Peter M. Senge, espouses a new

kind of company, in which the human asset really is all-important.

Senge argues that, for seven decades, companies sought above all to boost productivity.

human resources people played a key role. They aided and abetted the drives for

manufacturing efficiency which accompanied mass marketing, new product and process

technology, and bean-counter control systems. When the gentler Theory Y took over from the

carrot-and-stick, hire-and-fire management of Theory X, human resources people were again

the nursemaids of change.

If Senge is right, though, the future will make Theory Y seem positively authoritarian: the

new watchwords are 'distributing power while increasing self-discipline', 'improved

conversation', 'voluntary followership' and 'systemic thinking skills'. human resources people

could certainly hope to find golden opportunities here. But much of modern American

practice, as opposed to theory, smacks of Theory X; what's more authoritarian than

dismissing workers in their thousands?

The call for abolition of personnel departments is nothing new in America - but

paradoxically, it once came from a passionate devotee of Theory Y: Robert Townsend, in his

iconoclastic Up the Organisation. One of Townsend's favourite latter-day companies is

Nucor, a steel-maker whose 6,000 human resources are handled after by three head office

staff who have no control over the human resources people at the plants (one apiece). What's

new today is the practicality of abolition - the transition to 'a highly automated employee-

services operation handling what used to be paperwork in a ragingly efficient way.'

Fortune adds: 'This function becomes little more than a gateway to outside suppliers.' Yet, as

author Thomas A Stewart recognises, a huge and dangerous strategic gap must result. No

strategy will succeed without effective, willing and collaborative human participation in

planning, implementation and follow-up. Winning that participation needs expertise - and the

expert's place is at the top, the CEO's office.

By apparent coincidence, the next article features Al Zeien of Gillette, a CEO so influenced

by his human resources strategists that they persuaded him to conduct personally 800 annual

performance reviews. But 'keeper of the CEO's conscience' is how one American quality

director describes his job - and in TQM companies the quality function usurps much of the

role and authority which, in the heyday of organisation development, personnel departments

took upon themselves. The writing is on the wall: either human resources people seize their

strategic opportunities at the top, or they won't have any opportunities.