3.0 via education institutions and well known referrals

3.0
Situation Analysis

3.1
Recruitment, Selection and Retention

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In general form, recruitment can be
defined as searching and seeking for certain numbers of high quality potential
candidates to ease the organization while selecting the most suitable
candidates who can fulfil the job requirement. Additionally, Selection is the
process of collecting and analyzing the information required to evaluate and
make decision of choosing the appropriate employees for the organization. More
importantly, retention is the process which includes of different policies and
practices which may keep the employees more cohesive and stay in the
organization for longer period (AHRI, 2018).

3.1.1
Recruitment at Google

Google uses internal and external
recruitment altogether as their human resource management to maintain and
enhance the quality and appropriateness of their human resource management
(Lombardo, 2017). In terms of internal recruitment, Google had tried to include
transfers, promotions and interns as their main sources to fulfil their needs
in human resource management. Additionally, it includes respondents and
candidates from job advertisement of Google in variety ways and educational
institutions as their external recruitment sources to captures more talents
whom are willing to challenge and take risks as well as withstand higher pressure
while completing their tasks in the highest quality. The advertisements are
mostly provided at the Careers section of Google’s official websites (Lombardo,
2017). Google would advance the development to capture qualified workers whom
are able to perform well with their job requirements and scopes.

Google is not only implementing
internal and external recruitment sources, but uses indirect and direct methods
of recruitment in their international human resource management. Through the
case study made by past researcher (Thomas, Karodia, 2014), it indicated Google
had applied more indirect methods of recruitment which include more
advertisements on their websites. Google also makes contact with the potential
interns and future employees via education institutions and well known
referrals to capture high capability talents. The mixture of usage direct and
indirect recruitment method as well as internal and external recruitment
sources had led to more talents and high quality employees been found by
Google’s human resource (Thomas, 2014).

3.1.2
Selection at Google

Google ‘s human resource management
did not put work experiences as their main concerns while choosing and selecting
their future employees. Google used to select candidates who are full of
creativity and innovation, dare to accept more challenges and explore the
fields and aspects which had never been investigated, smartness, drive for
excellence and have same mindset and goals as Google (Thomas, Karodia, 2014).
The purpose of selecting these personalities and abilities are to maximize
their level of innovation to implement and develop broad differentiation
strategy in their company (Lombardo, 2017).

There are different processes used
and applied at Google while there are different job positions needed to be
filled. Generally, and basically, background checks, on-the-job tests,
interviews and preliminary screening are the aspects which cannot be reduced
while selecting future employees (Thomas, Karodia, 2014). Google’s human
resource management applied various steps and procedures of selection to fulfil
job needs. For example, positions that are mostly filled by interns and
trainees are likely to do the on-the-job tests (Lombardo, 2017).

3.1.3
Retention at Google

In terms of retention, Google’s
compensation packages are competitive and well known in the world. All the
benefits and incentives serve as the pull factors for Google to maintain and
enhance high quality and productive employees. Google offers attractive and fun
working environment to retain and stimulate employees’ creativity and
innovation. Better quality of coaching and mentoring in various ways and
procedures differ with other companies had successfully retain and develop
workers with high leadership potential and effective collaboration between
workers.

 Fortune magazine (2013) stated that Google is
the best 100 companies to work for as it allows their employees to wear casual
dress every day, permits employees to bring their dogs to work, provides
flexible working hours, on site physician visits, dental care, health benefits,
free massages, yoga, free recreation includes of football, volleyball, video
gaming and pool tables, employee stock options, free drinks and snacks in the
campus, free meals, employee referral bonus program, parental and maternity
leave, three weeks’ vacation during their first year of employment, valet
parking for their employees and onsite carwashes (Thomas, Karodia, 2014). All
these extra innovative incentives help to increase the percentage of talents’
retention.

3.2
Issues and Problems Faced under Recruitment, Selection and Retention

Issue 1

Google had stressed that they tried
to include the diversity recruiting for the sake of company future success, its
commitment to diversity is clear and specified although it showed in reality
that biological differences between men and women clearly lead to gender
imbalance at Google and other technology organization (Wong, 2017). According
to The Washington Post (2017), a software engineer who is named James Damore
had shared his opinion about diversity workforce at Google. A 3000 words post
went viral and had been concerned by the communities especially tech companies
in the world. Consequently, he had been fired as his comment had brought a lot
of negative impacts, discriminatory and stereotypes towards female employees
and his action which is anti-diversity had opposed one of the goals and
objectives of Google (Zipkin, 2017). Danielle Brown (2017) claimed that
diversity and inclusion were important values and cultures to be achieved by
Google.

Although Google had tried hard to
cultivate diversity workforce over the years, the results seemed like less
effective and ambiguous. According to the reports of diversity workforce at
Google (2017), it clearly showed that the company tend to recruit majority of
white and Asian men rather than women and other races at important job
positions. The actual workforce data was then released by Google and first
reported by PBS’s NewsHour (2014), showed that only 17 percent female are
recruited at technology positions and only two percent employees are Latino
people as well as only one percent employees are African America people. Some
defenders claimed that the results of less black people and other minorities
joined in tech companies is because the fault of education system which led to
lesser minorities chose to study computing program (Wong, 2017). However, in
fact, based on the National Science Foundation (2014), it stated that there are
9.7 percent computer science awards had been given to black students and higher
rates of black people earned computer science degree in higher scores compared
to other races. Google admitted that they currently face diversity problem and
now is trying to curb this problem and avoid conflicts for their diverse
workforce (McGregor, 2014).

Issue 2

According to the news (2010), it
stated that some of the Google employees had flow to Facebook and Twitter.
Google faced retention issues and it found out that those employees who took
outside interviews at Facebook, Twitter or Yahoo were not all want to leave but
to indirectly imply Google for extra bonus for retaining talents (Popper,
2010). Other than that, some employees still left Google and went to work at
Facebook and Twitter. It is believed that Facebook implied to the talents their
continuous increase of multi-billions stock valuation over the years and extra
attractive benefits and pre-IPO stock provided to their employees had become
the main reason why Google’s employees still leave and go to Facebook
(Arrington, 2010).

In order to retain their talents,
Google started offering more liquid bonus, stock options and lavish raises to
their employees to reduce the retention issues happened which might cost the
company (Popper, 2010). Besides, Google tried to detect and find out which
employees were having higher possibility to leave by developing an algorithm
test which done be their mathematical talents and experts for the sake of
stopping and reducing their possibilities of departure and resignation (Popper,
2010). All these strategies were used to deliver the employees’ thought and
feedback to their upper level management so that employees feel they are being
respected and cared. However, it made little sense and ineffective to stop
employees to leave as Facebook provided high IPO stock to their employees and
it seemed like so much attractive which Google could not defeat with.
Therefore, Google faced retention risk and it might lead to a waste for Google
as the employees who are being trained and developed in high cost had left and
they are going to contribute their talents to Google’s competitors in future. 

 

 

 

 

 

 

 

4.0
Solutions for Issues Discussed

Solution for Issue 1

There is no denying that diversity
helps a company to create better products, make better decision and provide
better services to their consumers. When Google have diverse consumers in the
world, the aim to create a diverse workforce is unequivocal. However, the
research (McGregor, 2014; Zipkin, 2017) showed that the company who created
diverse workforce came across more issues and problems. The current issue which
is the engineer is biased towards the biological difference between males and
females and claimed that female employees had low stress tolerance (Zipkin,
2017). First thing should be done by Google is that they need to manage staffs’
unconscious bias and stereotypes. Proper tutor program should be implemented to
correct bias and train their employees about the importance of having diverse
workforce and creating the inclusive environment to reduce conflicts and
improve productivity. Google should also plan some activities regarding team
collaboration for employees to stay in the same space together to practice
supporting and accepting others.

Additionally, this important aspect
should be taken into consideration in the recruitment session. While recruiting
and selecting employees, it is vital to know the candidates’ thought and
opinions towards diverse workforce and their adaptability while collaborating
with people from different background. Studies (William, 2017) indicated that
diverse workforce had brought more benefits to the employees themselves and
company as well. It accounted that the senior executives team had 3.5 percent
increase in their earnings with every 10 percent increase in gender and races
diversity (William, 2017). It clearly shows that Google should create an
inclusive working environment where multiple voices can deliver to Google to
make better decision and all opinions given by different employees are
considered and valued. Senior executives should be reminded and realize the
importance of diverse workforce which can gather employees from different
background and personalities who can provide unique experiences and
perspectives to improvise their decision making and advance their quality of
products and services. Therefore, it is crucial to create an inclusive
environment to advance and develop their business goals.

 

 

Solutions for Issue 2

For retention issues, it is advised
that Google could retain their staffs by implementing the engagement-centric
approach (Hoefflinger, 2017); motivation by concentrating on their strengths,
maximizing and utilizing all the advantages and talents brought by their staffs
and ignoring as well as not fixing their weaknesses. This strategy is effective
and important to drive and enhance people’s engagement towards their company.
The employees would sense that they are respected and irreplaceable in the
company. Additionally, this strategy helps to build and improve their relationship
with the company after they kept motivated by their upper level management by
focusing on their strength only. Not only that, it helps to maximize their
performance and people who are motivated and supported tend to accomplish their
task in higher quality. For instance, Facebook implemented this
engagement-centric approach; Mark Zuckerberg tried to match people’s strengths
to their appropriate and suitable roles to maximize engagement (Hoefflinger,
2017).

Google could implement this strategy
to make his teams more cohesive and engaged to the company. When there are
upper-level management who know their employees well and understand their
strength as well as provide more opportunities for them to develop their
ability and explore their potential talents, it is easier for Google to retain
their staffs. It is valuable and meaningful that IPO stock cannot defeat with.
It is believed that a good working environment and more humanized human
resource management tend to retain more employees. This practice was begun in
the research since 1970s by Hungarian psychologist named Mihaly
Csikszentmihalyi who tried to do research on the ‘social flow of channel’ which
was employees would feel focused and high confidence as well as have a sense of
intrinsic motivation and timelessness when they achieved a fine balance in this
social flow (Hoefflinger, 2017). Apparently, Google can create these good
connections and working environment for their entire system to improvise their group
collaboration and cohesiveness. It had been proved McKinsey in his ten years’
study claiming that an organization which implemented this strategy might have
five times more productive in flow. Conclusively, this strategy is effective to
build the perception of affiliation of employees towards Google.

 

 

References

Williams, M. (2017, August 2). Facebook Diversity
Update: Building a More Diverse, Inclusive Workforce. Newsroom. Available: https://newsroom.fb.com/news/2017/08/facebook-diversity-update-building-a-more-diverse-inclusive-workforce/
2018, January 10

Lombardo, J. (2017, January 28). Google’s HRM:
Recruitment, Selection, Retention. Available: http://panmore.com/google-hrm-recruitment-selection-retention
2018, January 9

Thomas, S., & Karodia, A. M. (2014). Human
Resource Practices at Google in terms of Some Management Perspectives:
Exploring the Entrepreneurial. Arabian
Journal of Business and Management Review, 2, 3rd ser., 15-23. Available: https://www.arabianjbmr.com/pdfs/NG_VOL_2_3/3.pdf.
2017, December 28

Arrington, M. (2010, September 1). Google Making
Extraordinary Counteroffers to Stop Flow of Employees to Facebook. Tech Crunch. Available: https://techcrunch.com/2010/09/01/google-making-extraordinary-counteroffers-to-stop-flow-of-employees-to-facebook/
2018, January 3

McGregor, J. (2017, August 7). Google Has Fired the
Employee Behind that Controversial Diversity Manifesto. The Washington Post. Available: https://www.washingtonpost.com/news/on-leadership/wp/2017/08/07/a-googlers-manifesto-is-the-hr-departments-worst-nightmare/?utm_term=.8127688f2640
2018, January 7

McGregor, J. (2014, May 29). Google Admits it has a
Diversity Problem. The Washington Post.
Available: https://www.washingtonpost.com/news/on-leadership/wp/2014/05/29/google-admits-it-has-a-diversity-problem/?utm_term=.653d21a2f0c9
2018, January 7

Wong, J. C. (2017, August 7). Segregated Valley: The
Ugly Truth About Google and Diversity in Tech. The Guardian. Available: https://www.theguardian.com/technology/2017/aug/07/silicon-valley-google-diversity-black-women-workers 2018,
January 7

Hoefflinger, M. (2017, April 11). How Facebook Keeps
its Employees the Happiest, According to a Former Insider. Business Insider Malaysia. Available: http://www.businessinsider.my/how-facebook-keeps-employees-happy-2017-4/?r=US&IR=T
2018, January 22

 

Zipkin, N. (2017, August 8). Google Has Fired the
Writer of the 3,000-Word Viral Memo That’s Gripping the Company. Available: https://www.entrepreneur.com/article/298391
  2018, January 19

Popper, B. (2010, September 16). Why Google’s
Retention Plan Backfired. CBS News. Available:
https://www.cbsnews.com/news/why-googles-retention-plan-backfired/
2018, January 22

 

 

 

 

 

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