The Human Resource Functions at Google, Inc.:
High on Trust and Low on Politics
MGT 530 Strategic Human Resources Management
Robert Morris University
Oliver Wendell Holmes said, “The greatest tragedy in America is not the destruction of our natural resources, though that tragedy is great. The truly great tragedy is the destruction of our human resources by our failure to fully utilize our abilities, which means that most men and women go to their graves with their music still in them.” The concept of strategic human resource management is as old as mankind. Tools and procedures were developed to select tribal leaders; information was ...view middle of the document...
Google, Inc. created by Larry Page and Sergey Brin understand the concept of trust and innovation. Larry and Sergey met at Stanford in 1996 where they created “BackRub” a search engine that used links to determine the importance of individual web pages and was housed on the servers at Stanford but they quickly outgrew the available bandwidth. So, in 1998 they formalized their work and Google was introduced to the world. It’s important to note that their inaugural year of operation was conducted out a garage space in Menlo Park, California. Why is this relevant? Operating as a small (really small) business in 1998 PC Magazine still recognized them as the search engine of choice in the Top 100 Web Sites for 1998. That small business mentality still resonates through the halls of the Googolplex
What really makes Google a great employer?
Google embraces the philosophy that they are a company run by Geeks and not the prototypical iron fisted, bottom-line-driven business man of the 20th century! Since they opened their doors they have aligned their human resource management with their strategic priorities building a partnership of the two and attracting the best and brightest minds in the world in the process.
Attracting the best and brightest is one thing but Google’s ability to retain and develop these minds is unmatched. The Google offices are not viewed by the employees as location but rather they look at them as dream houses where geeks escape to when they want to create something innovative or state of the art. Google has always focused on the human capital and retention since becoming operational. And there ability to attract, retain, motivate and develop the most challenging group of employees and those the “techies” of the Y generation proves that there methods are not only successful but they truly are a great company to work for and a closer look at their staffing, training and development as well as their human resource functions will paint a picture as to how they achieved the honor of being voted the number one company to work for, by fortune magazine, twice and number four two times as well. In addition, they were voted number one in both the business and engineering categories for Universum's index called ‘The World's Most Attractive Employers 2010’ beating out the likes (in order) of Klynveld Peat Marwick Goerdeler (KPMG), Ernst & Young, PricewaterhouseCoopers, Deloitte, Proctor and Gamble, and Microsoft.
Staffing, training and developing employees at Google, is it truly unique?
It’s no secret that Google is one of the toughest companies to gain employment. Part of the reason is that Google’s HR department ranks recruitment as its number one priority in the overall process. Google receives over 1300 résumés a day so hiring the right person(s) has to be the key philosophy and look for those that can thrive in the open and collaborative culture that they promote.
Employees at Google, or Googlers as they like to...