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ASSIGNMENT

Submitted By

Praveen.G

PGDM Part Time Programme 2013-2016.

SCMS - COCHIN

Post Graduate Diploma in Management Part Time (PGDM-PT)

Assignment Details: Course Title Assignment Number Human Resource Management 1 ( Case 1 & 2 )

MODULE I CASE NO.1 RECRUITMENT AT GOOGLE: The Worlds First Recruiting Culture Google Google has accomplished something that no other corporation has ever accomplished. In less than a handful of years, they have developed what can only be categorized as a recruiting machine. They still have a ways to go, but what they have done so far can only be categorized as amazing. Now, Google still doesnt have the best sales and marketing strategy (First Merit Bank does), nor are they the best when it comes to the use of metrics (Valero Energy is). But what they have done better than anyone else is to develop the worlds first recruiting culture. What that means is that recruiting and the need for it permeates the entire organization, not just the recruiting function or the HR organization, but the entire company from the key leaders on down to the entry-level employees. As a result of this culture, not only does Google fund recruiting to the point where the function is in a league by itself, but they have also gone to the extraordinary step of changing the way employees work in order to attract and retain the very best. Google Has Changed Work Itself With 20% Time Many organizations have changed their pay or benefits in order to attract better workers, but no one has changed every professional job in the company just so that the work itself is the primary attraction and retention tool. Rather than letting work, jobs, and job descriptions be put together by the out of touch people in corporate compensation, Googles founders (Larry and Sergey as everyone calls them), HR director Stacy Sullivan, and the 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

The key element of changing the work so that the work itself becomes a critical attraction and retention force and driver of innovation and motivation is what Google calls 20% work. There is no concrete definition of what 20% work means, but generally for professional jobs it means that the employee works the equivalent of one-day-a-week on their own researching individually selected projects that the company funds and supports. Both Google Groups and Google News products are reported to have started as a result of personal 20% time projects. Despite not being clearly publicized on their website, it is so easy to understand and so compelling that just the mention of 20% time excites applicants and current employees like no other program anywhere. In addition to being a phenomenal attraction tool, it also keeps their retention rate at, as one HR executive put it almost nil. But its greatest value is that it drives innovation and creativity throughout the organization.

At Google, innovation is expected of everyone in every function, not just product development. The 20% time, along with the expectation of continuous and disruptive innovation, has driven the companys phenomenal success in product and service innovation. Yes, in this rare case, HR activities and policies are actually driving corporate business success. One Thousand Millionaires Most people who have never visited Google think that the primary attraction tool and driver of retention at Google is the phenomenal income derived from employee stock options. Yes, it is a fact that Google created an estimated 1,000 millionaire employees when they went public (they could be billionaire employees by the time you read this case study, if the stock price keeps growing and its current rate!). But rather than driving success, the money also has negative impacts. The public awareness of such widely held wealth among employees actually brings in a volume of resumes from people who want to work for the money rather than the joy of being at the firm that celebrates inn ovation more than any other company on the planet. Other ways that the wealth is distracting include the difficulty of motivating and managing individuals with sudden wealth and the almost inevitable us versus them mentality that is caused by the significant wealth differential between people hired before and after the IPO. Stock options are not the primary attractor of top talent at Google. Instead, its the work. The Worlds Largest Recruiting Budget Google recruiting is the best-funded recruiting function in any major product-driven corporation. This is not in a misstatement. Arnnon Geshuri, the head of recruiting, and Stacy Sullivan, the director of HR, have done what can only be classified as an unbelievable job in convincing senior management to fund the recruiting effort beyond that of any corporation in history. Google recruitment has a ratio of 1 recruiter for every 14 employees (14:1). That ratio surpasses the previous record of 65:1, held by Cisco during the first war for talent in the late 90s. Because building a business case is an essential factor for building a recruiting culture (or even for having a strategic impact), their funding level puts Google in a class by itself! Base for Analysis

1. Devise a Job Analysis Tool comprising job descriptions and job specifications for a specific design at Google
Job Analysis tool for Google .

Job titles: Java Developer - Google


As a member of the Google team, he will be involved in developing, testing, launching and iterating upon great products that users love and makes their work easier and more impactful.

Job Descriptions
Task

Design, develop and modify web based software systems, using scientific analysis and mathematical models. Develop and direct software system testing and validation procedures, programming, and documentation. Launching of software Modify existing software to correct errors, allow it to adapt to new hardware, or improve its performance.

Tools & Technology Tools used in this occupation:


Computer Servers Desktop computers Mainframe computers

Technology used in this occupation:


AJAX/HTML/CSS Java. Distributed Systems and Multithreading. UNIX shell. Linux . Google App Engine, Guice and GWT

Responsibilities
Serve as key technical resource in programming applications and tools. Support the testing and launching efforts of new web applications. Participate in on-call duties to keep software systems up and running.

Duties
Java Application Development Soft ware Testing Maintenance of software

Job Specification
Knowledge
Minimum Graduate level (BA/BS degree) with a focus in Computer Science or Software Engineering or equivalent practical experience. Post Graduate Level Preferred. AJAX/HTML/CSS experience; fluency in Java. Database and web application development; Dependency Injection, Distributed Systems and Multithreading experience. UNIX shell scripting and systems administration experience. Strong Linux skills.

Skill

Google App Engine, Guice and GWT experience. Mobile App Development experience (Android, iPhone).

Strong Linux Skills. Fluency in coding Strong analytical trouble shooting skills Active Listening & communicating skills. Solid leadership skills.

Abilities
Creative thinking Ability Must be able to think creatively about how to use technology to streamline and drive processes that are essential to keeping the organization operating and in turn can take your ideas from concept through to impeccable execution. Must have the ability to interact with users to build real world solutions that exceed their expectations. Ability to think globally across cultures, regions and scenarios. Ability to be consumer focused and a solution oriented mind set. Ability to communicate effectively and openly.

2. Formulate an Alternative Recruitment Policy for Google


Google recruitment policy of attracting the best among the best who sees work itself as the biggest motivator to be in Google rather than working for money, who show ownership, leadership, above all innovation in their work is the best policy it can have. Their 20 % work culture itself is attracting so my applicants to Google. Formulating an alternate Recruitment policy may not be so effective in attracting and retaining the very best in Google which is giving it the competitive advantage of being the best in the industry. Alternate Recruitment Policy for Google. The Disadvantage of Googles policy of advertising in its Web portal for recruitment can be The number of applicants are very high and the task of sorting out and selecting the best is a hilarious one. Normally Google has to go through around 5 lakh applications to select less than 50 candidates. The cost involve in the process are very high. The recruiter employee ratio of 14: 1 is very high. The waiting time for prospective employees are very high after submitting an application The applicants have to pass through many stages of recruitment process to fulfill their ambition.

The disadvantage of the Googles policy of advertising in its Web portal which attracts so many applicants from around the globe, and the hilarious task of sorting the application and selecting the best from this may have huge impact on the budget. So to make the recruitment process more simple without losing its effectiveness Google can accept applications only from top educational institutions, from candidates with top academic and over all performance.

Attracting and recruiting:


Recruitment involves attracting the best among the best from top educational and other institutions/companies to apply for vacancies. Google advertises jobs in its web site.

External recruitment:
For external recruitment, Google advertises vacancies via the Google website and through vacancy boards in top educational institutions. Applications are made online for all positions. The chosen applicants through telephonic interview are called for next stage of selection process. The final selection is based on a series of interviews followed by the decision of selection committee. Google makes it easy for applicants to find out about available jobs and has a simple application process. By accessing the Google website, an applicant can find out available jobs in all positions world wide. The website has an online application form for people to submit directly.

3. Execute the steps and Elements Of Strategic Recruitment at Google


Recruitment strategies are complex and contain several distinct elements. 12 such distinctive elements are The primary goals of recruiting The prioritization of jobs The performance level to target The experience level to target The employment status of the candidate to target When to search Where to search Who does the recruiting? Primary sourcing tools What skills to assess How to assess skills Primary selling points to offer The elements executed in Googles recruitment strategy can be identified as below, The primary Goal of recruiting The primary Goal of recruiting in Google is increasing the capability of Google by adding new skill sets and upsize the caliber of talent. The prioritization of jobs While recruiting equal priority is given in all Fields and in some cases to key Jobs. The performance level target

Google targets top performance in all Jobs not in some key Jobs alone. So they always look for the best among best in all fields. The experience level to target Google hires both experienced hands and freshers and develop on their own. The employment status of the candidate to target The category of candidates to hire includes diverse thinkers with global standards. The best of the best in the industry with Ability to think out of the box and be passionate about the job. To be able to think like owners by taking responsibility while on the job. When to begin searching for candidate. The search for candidates is a continuous search to ensure availability at all times. Where to search Google search for candidates globally and not restricted to any geographical area. Who does the recruiting? Google has a separate centralized recruiting function. The budget allotted to the recruitment function is the highest and incomparable to the industry standards. The recruiter employee ratio is also the highest 1:14. The primary sourcing tool The primary sourcing tool is employment branding a long term sourcing strategy to build a steady long term supply of candidates. What skill to assess Selection primarily based on personality and intelligence. Googles focus is not mainly on academic qualifications and past work experience, even though it has a gang of well-trained computer wizards and highly skilled mathematicians. What it mostly look for is the personality of a particular candidate along with positive behavioral characteristics which certainly could bring value to the organization in an open job position. How to access candidates The candidates are assessed mainly through interviews and academic performance. The

selection process contains activities that could measure leadership skills and creativity with the top emphasis on innovation.
Primary selling point to offer Primary sales approach is the nature of work or work itself i.e. 20 % work culture.

4. Discuss the impact of Work With 20% time policy of Google


Work with 20 % time policy in Google is a bench mark in itself and has definitely helped Google to attract so many prospective employees to Google every Year. Generally employers focus on making their pay package more attractive to attract best performers to their organization. But making Work itself as the primary attraction is a novel idea. This policy ensures the very core of the Googles business strategy which is out of the Box

thinking and innovation. Permitting employees to take their own interested area and work in that area at least one day in a week in addition to their assigned task with full support and financing will keep the employee motivated and result oriented. It will imbibe the ownership feeling in employees. Googles core business, the web based search engine, is highly technology oriented and the technology is changing at a very fast pace and new players are entering every day. So maintaining the technological edge and remaining one step ahead is always required to stay afloat. So attracting the very best and keep on innovating is the core of the business. The human resource is the key resource here. So there is no surprise that Google is giving the highest importance to recruitment and selection more than anything. Generally Google maintains flat structure and each and every employee are valued and considered important. So maintaining such employee friendly policy like 20 % work which encourages employee freedom and innovation is very essential for its success.

5. Assess the feasibility of applying the same policy to your organization


Nitta Gelatin India Ltd unlike Google is a Gelatin manufacturing firm were technology is more or less stable or not changing very fast. Here the investment in plant and machinery is much more than the investment in the Human resource and quick changes in the process is not possible. Here a hierarchical organization structure is required to efficiently and effectively operate the plant. Most of the lower level organizations performance is routine in nature and there is not much scope for high innovation. So NGIL does not require the top performers in many of the lower level function because it may not be able to meet the Ambitions of high performers in all field. There is relative importance for various functional areas and the scope for career growth is limited compared to Google. So a full 20 % work culture like in Google will not be advisable for NGIL. Even then to encourage innovation and motivate high performance where it is actually required some freedom can be allowed to employees like taking up areas for improvement in their own field of function like kaizen activities will be helpful. NGIL also can use suggestion schemes and quality circles to encourage innovation and work improvements. So a one to one implementation of Googles work culture may not be advisable for NGIL. But to reduce the attrition rate in core areas employee facilities and amenities can be improved which will eliminates the day to day worries of employees so that they can dedicated more of their time and Energy for organizations performance.

CASE NO.2 RECRUITMENT AT TESCO

Attracting and recruiting: Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco advertises jobs in different ways. The process varies depending on the job available.

Internal recruitment: Tesco first looks at its internal Talent Plan to fill a vacancy. This is a process that lists current employees looking for a move, either at the same level or on promotion. If there are no suitable people in this Talent Plan or developing on the internal management development programme, Options, Tesco advertises the post internally on its intranet for two weeks. External recruitment: For external recruitment, Tesco advertises vacancies via the Tesco website www.tescocareers.com or through vacancy boards in stores. Applications are made online for managerial positions. The chosen applicants have an interview followed by attendance at an assessment centre for the final stage of the selection process. People interested in store-based jobs with Tesco can approach stores with their CV or register though Jobcentre Plus. The store prepares a waiting list of people applying in this way and calls them in as jobs become available. For harder-to-fill or more specialist jobs, such as bakers and pharmacists, Tesco advertises externally:

through its website and offline media through television and radio By placing advertisements on Google or in magazines such as The Appointment Journal.

Tesco will seek the most cost-effective way of attracting the right applicants. It is expensive to advertise on television and radio, and in some magazines, but sometimes this is necessary to ensure the right type of people get to learn about the vacancies. Tesco makes it easy for applicants to find out about available jobs and has a simple application process. By accessing the Tesco website, an applicant can find out about local jobs, management posts and head office positions. The website has an online application form for people to submit directly. Base for analysis:

1. Discuss the effectiveness of the recruitment strategies adopted by Tesco.


Tesco is a multinational grocery and general merchandise retailer head quartered in England. So the Job specification at different level changes and generall y except certain key position the employment status of the target candidate may not be always very high. Except for certain harder-to-fill or more specialist jobs, Tesco first looks for internal talent to recruit, thereby ensuring career growth opportunities for all in the organisation. This encourages the existing employees to perform better. Priority for internal recruiting also eliminates the time taken by new employees to adjust with Tesco culture, because they already are well aware of it. This also simplifies the recruitment process and the cost associated with it. They already know the employee so the errors of

general assessment methods in identifying the prospective employee correctly are eliminated to a great extent because they already have enough information about the employee through internal performance evaluations. So this is a very effective strategy. The recruitment strategy adopted by Tesco also optimises the recruitment and selection expense. For most of the vacancies Tesco relay on their own web site to advertise and also they keeping a data base of applicants by allowing them to register any time they want through web site and Job centre plus . To ensure the availability of right candidates for the right Job some time they even resort to expensive advertisements in media and news papers. This ensures that for key Jobs they are not compromising on getting the best where it is required. So Tescos strategy is very effective.

2. Apply the elements of strategic recruiting for the practices of recruitment at Tesco
The elements of Strategic recruiting is applied in Tesco in the following ways, The primary Goal of recruiting The primary Goal of recruiting in Tesco is replacement of turnover and recruiting for future expansion. The prioritization of jobs While recruiting equal priority is given to key Jobs. The performance level target Tesco targets top performance in only key Jobs. The experience level to target Tesco generally adopts a policy to hire at the bottom and promotes within. For key job and hard to fill Jobs they hire experienced hands. The employment status of the candidate to target The category of candidates to hire is generally from within the organisation. When to begin searching for candidate. The search for candidates begins when a vacancy arises but maintains a data base or pool of prospective candidates by allowing them to register through web site and Job center plus. Where to search Tesco focus on all internal candidates (lateral and promotions). Who does the recruiting? Primarily internal recruiters working in HR do recruiting in Tesco. The primary sourcing tool The primary sourcing tool is through internal talent Plan where the vacancies are filled from a list of internal candidates who are looking for a move if not available advertises in Tesco web site.

What skill to assess Selection primarily based on internal performance and management development program. Generally based on skill required for this and the next Job. How to access candidates The chosen applicants have an interview followed by attendance at an assessment centre for the final stage of the selection process. Primary selling point to offer In Tesco candidates are generally sold on a Job Based on Compensation, Opportunities for promotion, Benefits, An excellent culture and values, and Challenge, growth, and learning opportunities.

3. Identify the Tesco recruitment practices that are feasible for your organization.
The Tescos recruitment practice of selecting from internal talent plan is suitable for lower and middle level Jobs in NGIL. This will encourage staff to acquire better skill and knowledge and keep them motivated. The career stagnation felt at certain levels can be eliminated by giving them opportunities to move higher by acquiring higher education and higher skills. This can be applied in areas were attrition rate is very high due to lack of career growth opportunities. For highly specialised Jobs like microbiologist, QA etc external recruitment may be require to fill vacancies. But for such and other jobs advertising in internal web site alone may not attract enough candidates because vacancies may not arise very frequently in NGIL because of the relatively lesser no of positions available. So the advertisement may have to be given in mass media to get a better reach among prospective employees. For very few vacancies or to attract passive candidates for key Jobs external agencies may have to be employed. 4. Suggest other sources of recruitment for the organizations having similar

profile
The other sources of recruitment for the organisation of similar profile are Hire primarily from college campuses Hire primarily from external sources Inside or outside the industry: Target within the industry only A fixed proportion outside the industry Geographic focus: Local commuting area only

Identifying candidates and convincing them to apply is essential to great recruiting. Some of the possible sourcing focus areas other than internal vacancy boards, Job centre and own web site are: Traditional media (newspapers, walk-ins)

Sourcing using events (job fairs and industry events) Traditional Internet sourcing (large and niche job boards) Non-traditional Internet sourcing (Google-type name search for passives; chat rooms) Employment branding (a long-term sourcing strategy to build a steady longterm supply of candidates)