Talent Management Practices at Google

GROUP 6Astha Suri - C057

Ayushi Bhasin - C006Ishaan Kaul – C031

Manan Kapoor – C028Pragati Banka – E003

AGENDA1. The ‘Googley’ way

2. Getting into Google

3. Being a ‘Googler’

4. Performance at Google

1. The ‘Googley’ way

Innovation &

Creativity

• “20% time”• “Blue Sky”• Regular surveys: The annual Job Satisfaction Survey, the Engineering Team survey, the Sales

Team Survey• Many external events reflects a combination of their excellent recruiting practices and their

awareness of the internal culture they want to maintain

Culture

Diversity

• The diversity and inclusion initiatives focus on three key areas:– Changing the face of the technology industry– Creating a workplace that works for everyone– Empowering diverse businesses and communities online

• Neither dress code nor formal daily meetings• “TGIF”: employees to ask questions of senior leadership about the company’s strategic

direction and performance• It isn’t about the money rather its a lifestyle that breeds innovative superiority over the

competition• Believes in “Changing the world through teamwork and creative involvement”• Employee Resource Groups (ERGs) provide valuable opportunities to grow personally and

develop professionally

“ We strive to cultivate a wholly inclusive workplace everywhere we operate in the world ”

Awards

• Boston Pride - 1st Annual Pink Trumpet Award (2011)• Deutscher Diversity Preis - Best Diversity Employer Brand, Germany (2011)• Equality Foundation - Hyacinth Tolerance Award (2010)• Fortune Magazine's #1 on 100 Best Companies To Work For (2007, 2008,

2011, 2012)• Out & Equal - Significant Achievement in Workplace Equality Award• Out & Equal - Workplace Excellence Award winner (2012)• The Times UK: Top 50 Places Women Want to Work (2007, 2008, 2011)

2. Getting into Google

• The five components that Google emphasizes on(Crisp, 2010):– Ethics– Numbers (getting measurable results and managing by

them)– Innovation– Collaboration– Diversity

• Google targets a talented management team that shares these core values as their own. Resulting is a HR-centric strategic vision, to bring in the best in order to be the best.

Recruitment

• Hiring the right people is a key HR philosophy at Google. • Experience, sex, background, nor age is a deciding factor in the hiring process. • Reinventing HR: Wants to get the right talent through use of analytics and

quantitative methods of management• The People and Innovation Lab (PiLab) conduct focused investigations to

determine the most effective approaches to people management “determining what backgrounds and capabilities are associated with high performance and what factors are likely to lead to attrition” (Davenport, 2010).

• Innovative Methods of recruitment:– Pre-employment tests– Google Lab Aptitude Test (GLAT)– Billboard Puzzles

• Represent Google’s culture, enhancing the attractiveness to job-seekers• Hosts external events to bring about awareness of the internal culture and the

kind of people they look for

RecruitmentProcess

• Data Driven • Adwords• Contests• Brainteasers• Friends of Google• Employee Referral• College Recruiting• Professional Networking• Recruiter Training

Selection

• Philosophy of Google that one exceptional employee is worth more than an entire group of average level workers as “many Google services were initiated by one person” (Social Machinery, 2008).

• HR managers ensure that proper documentations are in place describing the roles and responsibilities for the vacant positions and other requirements as well.

• Leadership team at Google have literally crafted every professional job and workplace element so that all employees are:– Working on interesting work– Learning continuously– Constantly challenged to do more– Feeling that they are adding value

• Steps in the process: – Suitable Profile Search.– Challenging Interviews and selection process.– On boarding of the candidate.– Feedback from Multiple Zgoog

3. Being a ‘Googler’

Training & Development

• Mandatory T&D sessions min 120 hrs/year• Most popular is called “S.I.Y” or “search inside yourself”,• Special class for new managers and executives-how to exert influence in more subtle ways• Googleedu in 2010- built by and for engineers• Professional development opportunities: individual and team presentation skills, content

development, business writing, executive speaking, delivering feedback, and management/leadership

• Free foreign language lessons• On-The-job learning, training through classes conducted by higher officials, frequent departmental

meetings and lectured by famous personnel. • New leadership development programs to help develop and support Google’s future leaders• Innovation and creativity

– There is a strong culture of innovation and experimentation at google with engineers encouragedv to take 20% of their time to develop new product or service offerings, or to provide enhancements to current offerings.- Gmail, Google News, Orkut, and AdSense

Compensation

• Most sought after and yet one of the most underpaying employers in the industry.• 1st company where the Board of Directors requested for a reduction in their salaries and

compensation• compensation program, also called ‘pay-for-performance’• Compensation manager –benchmarking, bonus planning , option grants,• The innovative Stock Option system at Google ensures that all employees get

compensated competitively thanks to the remarkable equity growth

Perks &Benefits

A partial list of Google’s “I bet you don’t have that where you work” benefits include:

A pub-style lounge in Dublin, Ireland

4. Performance at Google

Performance Appraisal

• Performance review twice a year ( Major at the end of the year and a smaller mid year)

• 360 degree Approach

Employee

Self Assessme

nt

Supervisor Review

Subordinate

Review

Peer Review

PerformanceManagement

Performance management over

performance appraisal

Project Oxygen

Autonomy to employees

Acquisitions and Mergers

with Start-ups

Project Oxygen

The aim of the project was to find out what the best managers at Google do to have teams with individuals that perform better, are retained better, and are happier

HI - POTs

>30,000 employees

No two people are the same."One size fits one. How do we be mindful of difference of experiences, different learning styles, different paces of learning, and interests in different learning mediums and formats?"

We don't want to reinvent the wheel every time. It needs to be locally relevant, but surely there are some principles that we can carry across."

It's got to feel "Googley". "Google didn’t run on expensive infrastructure initially, but using off-the-shelf hardware connected together. So we also wanted to do this ourselves. What can we build, rather than buy? What information exists that we can leverage, and how can we leverage it?"

The goal was to provide a leadership program that was "scalable" across the company's 70 offices

Philosophy:

Self-awareness

Self management

Social awareness

Relationship management

(Who am I? What are my strengths? What do I care about? What's my work style preference?)

Given what I know about myself, how could I act intentionally to have a better impact, rather than reacting to environment or emotional triggers?)

Who are the others? What do they care about? What are their needs and aspirations?)

Given what I know about myself, and what I know about the other person, and how I care about our relationship, how can I act to better foster that relationship?)

Emerging Leaders Program (ELP)

Emerging Leaders Program

Personal Executiv

e Coaching

and Internal Mentori

ng

Face-to-face

sessions

Web based

learning• This five-month program was

based on the Google leadership framework

• Program to directly supports Google strategic goals, while teaching specific leadership skills

Managers identify “emerging leaders” on their team through analytics and data driven technologies

Put into teams across divisions

Asked to identify, plan and begin to implement a business project based on the company’s strategic initiatives

Each team presents their results to a group of vice presidents and several executives

Google also sought to develop more people, more efficiently by using leading-edge learning technology.

Process

Successionplanning

Redesigned its organogram and clearly developed a career path for every job position.,

Developing of a Technical Competency Inventory model

HRIS ; The above model was incorporated in the HRIS of the company

Performance Evaluation

Training modules

Mentoring