Submitted by: Monica Xess 4645 BBS 2A

There is no need to introduce Google to anyone what the project encompasses is the unconventional organizational culture Google and how it influences the recruitment function of the HR department. Also highlight some of the key features of Google that makes it the world’s only corporate “recruiting machine. This project also aims at bringing out challenges faced in recruitment process by Google’s HR managers.


S.NO 1 2 3 4 5 6 TITLE Introducing Google Google as a workplace Recruitment @ Google Google: the world’s first recruiting culture Conclusion References PAGE NO. 4–6 7–8 9 – 12 13 – 15 16 17



GOOGLE’S CORPORATE INFORMATION Type Public NASDAQ: GOOG LSE: GGEA Menlo Park, California (September 4, 1998) Sergey Brin Larry Page Googleplex, Mountain View, California, United States Worldwide Eric E. Schmidt (Chairman) & (CEO) Sergey Brin (Technology President) Larry Page (Products President) Internet, Computer software US$ 96.472 Billion - At market close on January 22, 2009 ▲31.3% US$ 21.796 Billion (2008) ▲30.4% US$ 6.632 Billion (2008) ▲.6% US$ 4.227 Billion (2008) ▲ US$ 31.768 Billion (2008) ▲ US$ 28.239 Billion (2008) 20,222 - December 31, 2008

Founded Founder(s) Headquarters Area served

Key people

Industry Market cap Revenue Operating income Net income Total assets Total equity Employees Website


Company Overview Google's mission is to organize the world's information and make it universally accessible and useful. As a first step to fulfilling that mission, Google's founders Larry Page and Sergey Brin developed a new approach to online search that took root in a Stanford University dorm room and quickly spread to information seekers around the globe. Google is now widely recognized as the world's largest search engine -- an easy-to-use free service that usually returns relevant results in a fraction of a second. When you visit or one of the dozens of other Google domains, you'll be able to find information in many different languages; check stock quotes, maps, and news headlines; lookup phonebook listings for every city in the United States; search billions of images and peruse the world's largest archive of Usenet messages -- more than 1 billion posts dating back to 1981. We also provide ways to access all this information without making a special trip to the Google homepage. The Google Toolbar enables you to conduct a Google search from anywhere on the web. And for those times when you're away from your PC altogether, Google can be used from a number of wireless platforms including WAP and i-mode phones. Google's utility and ease of use have made it one of the world's best known brands almost entirely through word of mouth from satisfied users. As a business, Google generates revenue by providing advertisers with the opportunity to deliver measurable, cost-effective online advertising that is relevant to the information displayed on any given page. This makes the advertising useful to you as well as to the advertiser placing it. We believe you should know when someone has paid to put a message in front of you, so we always distinguish ads from the search results or other content on a page. We don't sell placement in the search results themselves, or allow people to pay for a higher ranking there. Thousands of advertisers use our Google AdWords program to promote their products and services on the web with targeted advertising, and we believe AdWords is the largest program of its kind. In addition, thousands of web site managers take advantage of our Google AdSense program to deliver ads relevant to the content on their sites, improving their ability to generate revenue and enhancing the experience for their users. To learn more about Google, click on the link at the left for the


The Google Culture Though growing rapidly, Google still maintains a small company feel. At the Googolplex headquarters almost everyone eats in the Google café (known as "Charlie's Place"), sitting at whatever table has an opening and enjoying conversations with Googlers from all different departments. Topics range from the trivial to the technical, and whether the discussion is about computer games or encryption or ad serving software, it's not surprising to hear someone say, "That's a product I helped develop before I came to Google." Google's emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and everyone wears several hats. The international webmaster that creates Google's holiday logos spent a week translating the entire site into Korean. The chief operations engineer is also a licensed neurosurgeon. Because everyone realizes they are an equally important part of Google's success, no one hesitates to skate over a corporate officer during roller hockey. Google's hiring policy is aggressively non-discriminatory and favors ability over experience. The result is a staff that reflects the global audience the search engine serves. Google has offices around the globe and Google engineering centers are recruiting local talent in locations from Zurich to Bangalore. Dozens of languages are spoken by Google staffers, from Turkish to Telugu. When not at work, Googlers pursue interests from cross-country cycling to wine tasting, from flying to Frisbee. As Google expands its development team, it continues to look for those who share an obsessive commitment to creating search perfection and having a great time doing it.


What makes working here so inspiring? • • • • Our 20% time program gives engineers the opportunity to pursue personal interests in their work. Our work environment reflects the needs of our employees, including flexible hours, family programs, mothers’ rooms, and transgender-friendly restrooms. Employee resource groups (ERGs) actively participate in building community and driving policy at Google. Google’s Council on Disability meets twice annually to weigh in on accessibility issues internally and externally.

Employee Resource Groups At Google, our Employee Resource Groups (ERGs) get a great deal of company support and draw their membership from across the globe. Google ERGs create networks within the company that reach across functional and national boundaries to strengthen the company’s retention programs. They provide valuable feedback about the workings of Google’s HR programs and policies, as well as provide valuable opportunities for personal growth and professional development. We are proud to be recipients of awards honoring us for our inclusive work environment, including: • • • HRC Corporate Equality Index 100% Rating (2007, 2008, 2009) The Times UK "Top 50 Places Women Want to Work" (2007, 2008) Fortune Magazine's #1 on 100 Best Companies To Work For (2007, 2008)

Other international groups, like the Gayglers (Googler’s GLBT employees), help us connect with the communities in which we work (and play), worldwide. To learn more about how Google values an inclusive work environment, visit the official Google blog series, Interface, with submissions from our employee resource group members. Our Employee Resource Groups include: Asian American Googler Network, Black Googler Network, Gayglers (the lesbian, gay, bisexual, and transgender [LGBT] affinity network), Google American Indian Network, Google Disability Network, Google Women's Network, Google Women Engineers, Female Googler Leadership Community, Hispanic Googler Network, Indus Googler Network, Mosaic (cross-network groups)


Equal Opportunity At Google, we are committed to a supportive work environment, where employees have the opportunity to reach their fullest potential. Each Googler is expected to do his or her utmost to create a respectful workplace culture that is free of harassment, intimidation, bias and unlawful discrimination of any kind. Equal Opportunity Employment Statement Employment here is based solely upon individual merit and qualifications directly related to professional competence. We strictly prohibit unlawful discrimination or harassment of any kind, including discrimination or harassment on the basis of race, color, religion, veteran status, national origin, ancestry, pregnancy status, sex, gender identity or expression, age, marital status, mental or physical disability, medical condition, sexual orientation or any other characteristics protected by law. We also make all reasonable accommodations to meet our obligations under laws protecting the rights of the disabled.



Google was ranked by Fortune magazine as the best place in the U.S. to work, and it has reached another zenith by becoming the most popular Web site. It's even become a verb in the dictionary. Googles culture: Googles culture could be characterized as one that is team-oriented, very collaborative and encouraging people to think nontraditionally, different from where they ever worked before--working with integrity and for the good of the company and for the good of the world, which is tied to our overall mission of making information accessible to the world. Recruitment @ Google: As one of Silicon Valley's hottest companies, Google has become a beacon for job seekers. In just a few short years, the interest has helped the company amass an arsenal of what is arguably among the world's top technology minds. Getting hired in Google is a trick millions are working their minds on. Google hires nine new workers a day. In less than two years, the number of employees has more than tripled to 4,989. Google’s Hiring mantra: Rather than search for one particular skill set, Rasmussen explained, all Google asks of potential employees is that they be "smart". Google normally hires workers as generalists, unlike other companies that tell new hires more precisely what their role will be.


Google-y is defined as somebody who is fairly flexible, adaptable and not focusing on titles and hierarchy, and just gets stuff done. So, we put a lot of focus in our hiring processes when we are interviewing to try to determine first and foremost does the person have the skill set and experience potential to do the job from a background standpoint in addition to academics and credentials. But also are they going to be good culture or team fits. Team-building and bonding is one of the essential feature of a job at Google. Why is Hiring a major challenge for Google: Hiring is a major challenge is the main challenge of Google. • Growth of Google: The growth spurt is being fueled by a gangbusters-like online advertising market and Google's boundless ambition, including new initiatives in everything from wireless Internet access to video downloads. Therefore it’s [manpower] probably our scarcest resource. Even though it is growing at quite a phenomenal pace, it is always short of engineers and we always want to find more. Growing number of applicants: Every month, aspiring workers deluge the popular Mountain View search engine with up to 150,000 resumes, equivalent to a stack of paper at least 50 feet high. And the firm claims to read each and every one. Competition: Competition for the best and brightest is fierce. Rivals Yahoo Inc., in Sunnyvale, and Microsoft Corp., in Redmond, Wash., plus startups, are trying to reel in many of the same job applicants, igniting occasional bidding wars. Resorts to using poaching often resulting in lawsuits: Google's also hiring superstars. These include Vint Cerf, one of the Internet's founding fathers,Kai-Fu Lee (a former Microsoft executive and expert in technology that turns speech into text),and Louis Monier, founder of the early search engine AltaVista, has an undisclosed technical role. Secrecy is sometimes critical. If tipped off, companies from which Google is trying to poach could start a bidding war or retaliate against a potential defector. Heavy expenses to lure workers and retaining them by offering perks no other organization thinks of providing: To lure workers, Google offers perks, including free cafeteria meals, free use of laundry machines, a child care center, a free annual one-night ski trip (resort destinations vary depending on office location), dog-friendly offices and an onsite doctor. Engineers can devote 20 percent of their time to projects of their choice. In addition to posting job openings in newspapers and online, Google recruits at universities, offers computer science students free pizza, hosts a software programming competition, and invites technology clubs to hold their meetings at its headquarters. Last year, the company won attention for publishing a booklet of 21 problems, called the Google Labs Aptitude Test.


Readers of several technology magazines were asked to mail in their answers and promised that Google would get in touch with them if they scored well. Extensive college hiring program, among other efforts was incorporated by Google. • Workforce diversity: Another problem it faces is with respect to workforce diversity. This diversity leads to differences in culture and the way they behave and several other aspects causing difficulty for the HR mangers to motivate people of different backgrounds.

Googles recruitment is Disruptive Recruitment in the sense that: Google, through its branding, PR, and recruiting efforts, has made itself so well known and attractive to professionals from every industry and university that they have essentially changed the game of recruiting forever. If you know anything about technology, you know that people in the field use the term “disruptive technology” for technologies like Apple’s iPod, which has almost overnight changed the entire technology and entertainment marketplace to the point where everyone must pay attention to what that firm is doing. Google has created the same phenomenon in the form of a “disruptive approach” to work and recruiting, an approach so different and so compelling that if you don’t pay attention and attempt to emulate some of the things they’re doing, you might soon lose some of the very best employees you have. Google’s recruitment process: Google's recruitment process is based largely on a series of interviews with a series of different interviewers. Through a range of interview topics from programming questions to general logic puzzles to personality checks, so as to be able to size up how skilled and intelligent a person is. "The interview process is... 'Intense' is a word I often here from people that get interviewed," is what Rasmussen (Head Engineer of Google Australia) had to say about the recruitment process at Google. The interviewers try to avoid "trick questions", they do aim to ask "unusual" questions that are not geared towards any particular skills or experiences in an effort to measure how well a candidate does on something they haven't worked on before. It may take anything from four to a dozen interviews before Google hopefuls get a shot at working at the search engine. Role of the human resource manager at Google incorporates the following functions: Working with employees around the world to figure out ways to maintain and enhance and develop our culture and how to keep the core values we had in the very beginning-a flat organization, a lack of hierarchy, a collaborative environment--to keep these as we continue to grow and spread them and filtrate them into our new offices around the world.


Seeking employees to play a part in being involved in keeping our culture the way it is today but also growing and developing it. So some of it is coming up with different programs or processes, and just being there to talk with people when they have issues, setting up Web sites where people can report bugs in their culture and ideas on how to improve it. What employee’s want from Google? Four or five years ago, Larry and Sergey wanted to find out how happy people are and what it's going to take to keep them working at the company. The results ended up being centered a lot on career development and growth. So career development is more of a focus than giving more stock options or increasing salaries. More money up front Many competing firms claim Google has driven up salaries for software programmers by nearly 50 percent in recent years. Historically, Google has paid workers less than the industry standard and showered them with stock options. That paid off for approximately 1,000 Google employees in 2004, when the company's high-profile initial stock offering made them instant millionaires. Although the firm's present pay structure is a closely guarded secret, one can assume hundreds, if not thousands, more have become worth seven figures, at least on paper, considering that Google's stock is now hovering above the $400 mark, a nearly five-fold increase from its premiere. Giving a taste of the culture It is great to be part of a community of like-minded people all around the world," he said. "I am constantly impressed by the intelligence and enthusiasm of my colleagues. Everyone at the company seems to really enjoy what they do, and people sincerely believe that they can make a difference. It is extremely motivating to show up each day to the office knowing that your work will be seen by millions of people."


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.” Now, Google still doesn’t have the best sales and marketing strategy nor are they the best when it comes to the use of metrics, but what they have done better than anyone else is to develop the world’s 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, Google’s 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. Other firms, like Genentech and 3M, have utilized similar programs, and although I’ve spent time at both firms, I find the Google approach to be clearly superior. 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 I’ve ever come across. 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 company’s 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: 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!). 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 innovation 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. My conclusion is that stock options are not the primary attractor of top talent at Google. Instead, it’s the work. The World’s Largest Recruiting Budget: Google recruiting is the best-funded recruiting function in any major product-driven corporation. 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. My own calculations indicate that, at times, 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. If on the surface this ratio doesn’t impress you, I might suggest that you compare it to the typically much larger ratio of employees to all HR professionals, which is about 100:1. 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! The Benefits Are Breathtaking: Before I highlight the extraordinary benefits that Google offers, it is important to note that although these benefits are certainly so breathtaking that they do in fact get almost every potential applicant’s attention, they are not designed just for recruiting purposes. Instead, these benefits are also designed to encourage collaboration, to break down barriers between functions, and to stimulate individual creativity and innovation. These benefits do attract some of the “wrong people,” that is, talented individuals who are seeking benefits rather than an opportunity to do their best work, which creates a screening


challenge. In addition, some also argue that such a wealth of benefits and opportunities to play distracts less-focused workers from their jobs. The take away for other firms is that, even if you do match Google’s “non-work” benefits which are not automatically going to attract the very best and the most innovative. To do that you also need a strong “employment brand” and jobs that are designed to continually challenge and grow employees. A partial list of Google’s “I bet you don’t have that where you work” benefits include:
• • • • • • • • • • • • • • • • • • • • • • • • • • •

Flex hours for nearly every professional employee Casual dress everyday (and this goes well beyond business casual) Employees can bring their dogs to work, everyday On-site physician On-site dental care Health benefits that begin as soon as an employee reports for work Free massage and yoga Shoreline running trails Stock options everywhere Free drinks and snacks everywhere (espresso, smoothies, red bull, health drinks, kombucha tea, you name it) Free meals, including breakfast, lunch and dinner (some have described this as a feast with multiple locations and world-class chefs, including one that cooked for the Grateful Dead) Three weeks’ vacation during the first year Free recreation everywhere, including video games, foosball, volleyball and pool tables Valet parking for employees Onsite car wash and detailing Maternity and parental leave (plus new moms and dads are able to expense up to $500 for take-out meals during the first four weeks that they are home with their new baby) Employee referral bonus program Near site child care center Back-up child care for parents when their regularly scheduled child care falls through Free shuttle service to several San Francisco and East and South Bay locations (San Francisco is 45 miles away from the main campus) Fuel efficiency vehicle incentive program ($5,000 assistance if you buy a hybrid) Onsite dry cleaning, plus a coin-free laundry room A Friday TGIF all-employee gathering where the founders frequently speak A 401k investment program A “no tracking of sick days” policy Employee interest groups (formed by Google employees, these are all over the map and are said to include Buffy fans, cricketers, Nobel prize winners, and a wine club) An onsite gym to work off all of the snacks

*Note: These benefits are not all available to employees who do not work on Google’s Silicon Valley main campus. So what else drives the excellence of Google’s recruiting efforts? Next week I’ll look at Google’s approach to referrals, international recruiting, and employment branding, as well as some weaknesses in the Google approach.


Google has one of the most interesting organizational cultures. They are not only one of the fastest and most useful web search engines around; they are also one of the top 100 companies to work for according to Fortune (2007). Google strives to have the fastest, most reliable search engine on the web and in order to accomplish this; Google has to hire employees that are the best in their technological field. Google rewards their employee's hard work with an extremely relaxed workplace that encourages creativity "There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company's overall success" (Google Corporate Information. Google understands that their employee's have active lives outside of the workplace and they encourage their employees to bring those parts of their lives into the Google employee community It is this sort of culture that creates individuals that have the desire and the motivation to stay with a company. This desire allows the company's employees to work towards the same goals and intensifies the bond that they share. Google tends to have a low turn over rate and receives over 1,300 applications a day (Fortune, 2007). The Google employees also have a sense of team instead of self so this encourages them to work together to achieve goals rather than compete against one another. This also prevents unethical behavior. I believe that Google embodies the team orientation primary characteristic of organizational culture. As stated earlier, Google encourages its employees to work and play together so that a family bond is formed. According to Google (2007), "Meetings that would take hours elsewhere are frequently little more than a conversation in line for lunch and few walls separate those who write code from those who write checks." This really does reinforce a team environment. Everyone is pretty much on the same level and everyone works together. The limited walls in the building help the employees to feel like a group rather than an outsider in another department.


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