A

PROJECT REPORT ON
CASE STUDY ON HR FUCTIONS & POLICIES OF
INFOSYS, ONGC , GOOGLE

SUBMITTED BY:
<Chauhan Nitesh>
<5>

GUIDED BY:
<Mrs.Yesha Joshi >

<PGDHRM>
(YEAR 2019-2020)

DEPARMENT OF HUMAN RESOURCE DEVELOPMENT

VEER NARMAD SOUTH GUJARAT UNIVERSITY,SURAT
 TABLE OF CONTENTS

SR. TOPIC PAGE NO.

NO.
1 Case study on hr policies of Infosys. 1
1.1 Executive summary of Infosys. 1
1.2 Introduction. 1
1.3 Objective of case study. 1
1.4 Discussions on case study of hr functions. 1
1.5 Conclusion. 4
2 Case study on hr policies of ONGC. 5
2.1 Executive summary of ONGC. 5
2.2 Introduction. 5
2.3 Objectives of case study analysis 5
2.4 Discussion on case study of its unique hr
6
policies
2.5 Conclusion. 8
3 Case study on hr policies of Google. 9
3.1 Executive summary of Google. 9
3.2 Introduction. 9
3.3 Objectives of case study 9
3.4 Discussion of the case study 10
3.5 Conclusion. 13
 DECLARATION

I hereby declare that the project report titled “CASE STUDY ON HR FUNCTIONS & POLICIES OF
INFOSYS, ONGC, GOOGLE”. Based on original piece of work done by me for the fulfillment of the
award of degree of < PGDHRM(REG) >. In addition, whatever information has been taken from
any sources had been duly acknowledged.

I further declare that the personal data & information received from any respondent during survey
has not been shared with any one and is used for academic purpose only.

Chauhan Nitesh Harisinh

(5.)
Date:10/8/2020
Place: DHRD,Surat.
 ACKNOWLEDGEMENT

This Project work is written in accordance with the < PGDHRM(REG) > course prescribed by
Department of HRD, Veer Narmad South Gujrat University, Surat.

With all sincerity, I would like to express my gratitude to Dr.Kiran Pandya, Professor & Head,
DHRD, VNSGU for giving an opportunity to undergo Corporate Exposure and learning.

I would like to express my deep sense of gratitude to my project guide Dr.. Bhavesh
Vanpariya, without his guidance this project would not be made the way in which it is. I am very
thankful to Mrs. Yesha Joshi, for his constant support and valuable guidance. I am indebted to
my family and friends for their kindly co- operation.

I would also like to extend my thanks to all the respondents who spared their valuable time and
helped me in filling up the questionnaire by providing the needed information.

CHAUHAN NITESH HARISINH

(5.)
 1 Case study on Infosys hr policies.
1.1 Executive summary of Infosys
Infosys was one of the first companies to offer ESOPs to its employees. The company
followed variable compensation structure where the employees' compensation depended
on the performance of individual, the team and the company. The case highlights many
such best practices of Infosys in human resource management.

1.2 Introduction
Infosys Technologies, a leading software company based in India, was voted the best
employer in the country in many HR surveys in the recent years. The company was well
known for its employee friendly HR practices. Though Infosys grew to become a US$ 2
billion company by the year 2006, it still retained the culture of a small company. Infosys
attracted the best talent from across the world, and recruited candidates by conducting
one of the toughest selection process. All the selected candidates were required to go
through an intensive 14-week training program. All the employees were required to
undergo training every year, and some of the chosen employees were trained at the
Infosys Leadership Institute to take on higher responsibilities in the company. Most of the
HR practices of Infosys were a result of the vision of its founders and the culture that they
had created over the years. The founders advocated simplicity and maintained the culture
of a small company. The employees were encouraged to share their learning experiences.

1.3 Objectives of case study

->To understand what are the functions which are essential for effective management of
human resource.
->Study and appreciate some of the unique HR practices at Infosys.
->Understand the recruitment, selection and training practices of Infosys.

1.4 Discussion on case study of hr functions.

Recruitment
While recruiting new employees, Infosys took adequate care to identify the right
candidates. Infosys looked for those candidate who displays high degree of learnability.
Here learnability mainly refers to those candidates which has an ability to derive generic
knowledge from specific experiences and apply the same in new situations. . They also
place significant importance on professional competence and academic excellence. Other
qualities they look for are analytical ability, teamwork and leadership potential,
communication and innovation skills, along with a practical and structured approach to
problem solving.
Training program analysis
Training and development is mainly carried out in Infosys by its HR department.
Currently the whole company has more than 20,000 employees, and training and
development has always been a key function of all HR department in all branches. The
company is willing to provide excellent training opportunities for its employees. Though
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the leading department of training and development in Infosys is its HR department, other
departments also take part in and collaborate with HR department. Training and
development is carried out by HR personals according to various requirements of different
departments which are located in different geographic locations. There are training and
development specialists who are responsible for certain training contents, such as
technology, business knowledge, company policies, marketing etc. HR department plans
yearly training and development schedule together with experts from other departments,
and is responsible for carrying out these training schedules.
Training and development plays an important function in Infosys’ daily operation and
strategy development. The HR department divides training and development mainly into
four levels. The first level is for senior management and candidate senior management;
the second level is for normal employees and normal managers; the third level is for first-
line sales personals; the forth level is for new hires and fresh graduates. According to the
needs and requirements of different levels, training sessions are designed by different
teams.
In Infosys, training and development can also be view from these three parts:
1. Training: This activity is both focused on the job tasks that an employee currently
handles. It is usually conducted through the form of classroom training, on-the-job
training, and competition in Infosys.

2. Education: This activity focuses upon the jobs that an employee may potentially handle
in the future. Infosys provides books and self-pace learning courses for such activity, and
employees have more flexibility to study on their own paces and they can choose to learn
during work time or at weekends.

3. Development: This activity focuses on the activities that the organization employing the
individual. In Infosys, every new employee needs to attend the ‘New Hire Orientation
Development Program’ within the first three months after they are employed by the
company. Such activity helps new employees know about the corporate culture, policies,
dress code and so on and so forth.

At the end of each year, Infosys holds several lectures to summarize the whole training
and development programs in the passing year, identifying any problems and figuring out
solutions to these problems. This helps HR department better plan next year’s training
programs, thus helping the company achieve its short-term and long-term strategic goals.

Performance appraisal
Infosys is a Fortune 500 company whose main service is in IT industry. Today it is the
leading firm on the market providing various IT solutions to its clients. The business
scope of Infosys ranges from Telecommunication, Banking, Financing, retailing to
Manufacturing. Like most international firms, Infosys has a matrix organizational
structure. The company’s base is in India, but it is not strictly the headquarter of the
company. Its various branches across the world work together to reach the organization’s
strategic goals.

The types of employees in Infosys are divided into two catalogues: regular employee and
contractor. Thus, performance management in Infosys has two different management
methods for regular employees and contractors.
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Infosys’ definition for Performance Management is that performance management is a
constant, on-going process of communication. During this process, employees and
managers reach a consensus on the following questions in forms of collaboration partners:
*how to measure performance
*The obstacles that hinder the development of performance and how to conquer them.
*What should employees do?
*How should work be completed?
*Why this work item should be done?

During this process, managers and employees constantly communicate about above
questions, and eventually sign on the records of their communication, and use it as the
performance goals of the employees. These performance goals are the base of the whole
performance management and performance measurement; thus they play a pivotal role in
performance management. The process of setting performance goals usually takes a
quarter of the year.

Performance goals usually include two parts: one is Business Goals; the other is
Behaviour Standard. According to Pinson (2004), a business plan is a formal statement of
a set of business goals, the reasons they are believed attainable, and the plan for reaching
those goals. It may also contain background information about the organization or team
attempting to reach those goals. business plans may also target changes in perception
and branding by the customer, client, taxpayer, or larger community. When the existing
business is to assume a major change or when planning a new venture, a 3 to 5 year
business plan is required, since investors will look for their annual return in that
timeframe. Infosys uses business goals as part of employees’ yearly performance goals,
and they help enhance employees’ performance and help achieve organizational goals.

Performance Appraisal Meeting. Infosys’ performance appraisal meeting is highly efficient,

and it is normally held within an hour when all managers get together to discuss yearly
performance evaluation. It mainly includes four aspects:

1) Employees’ self-evaluation;

2) Reaching a consensus on employees’ performance, according to facts instead of

impressions;

3) Deciding performance levels;

4) It is not only to evaluate employees; it is also a good opportunity to solve problems.

Maintenance
Infosys tried to preserve the attributes of a small company and worked in small groups,
with decision-making remaining with those who were knowledgeable about particular
processes. The managers played the role of mentors and used their experience to guide
their team members.
With the IT industry growing at a rapid pace, Infosys planned to recruit around 25,000
people in the financial year 2006-07, in order to maintain its growth. Though it had
started hiring its workforce globally, it mainly recruited engineering graduates from India.
If the industry continued to grow at a similar pace, analysts opined that companies like

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Infosys would not be able to find enough people, especially with several multinationals
entering India and recruiting aggressively. To address this issue, Infosys started recruiting
science graduates with a mathematics background to create an alternate talent pool.

Compensation Function
Infosys compensates its human assets in three different ways.
->It Adds learning through training and development and appraisal practices.
->Adds significant emotional value through initiatives directed towards sustaining
employees with their work and personal needs.
->Adds financial value by monetary compensation.

Infosys provides direct and indirect compensation to its employees. Direct compensation
includes basic pay, incentive pay and bonuses. While indirect compensation includes over
time policy, hospitalization, insurance, retirement benefits and process migration.

1.5 Conclusion
Infosys has been successfully adopting both formal control systems like planning,
budgeting and reporting and informal control systems like goal oriented behaviour leading
to improvement in productivity and achievement in organizational change constantly.
Infosys believes that people are the core assets and their empowerment is the key to
scalability and longevity. Infosys believes in respect, dignity, fairness and inclusiveness to
get the best out of employees. It reflects the most ideal culture and the best style of the
organization. Infosys’ management style and treatment of employees have won it many
laurels. Infosys has been ranked three times in five years as The Best Company to work
for in India by research firm Mercer Human Research Consulting and business magazine
Business Today.
Focus on human resources is the core strength of Infosys. Infosys believed that its
continued success relied heavily upon its ability to recruit, train, deploy, and retain highly
talented IT professionals. In this rapidly changing world of business, the traditional
measures of performance appraisals and reward system are insufficient for making
strategic decisions in a large multinational company like Infosys. Use of Balanced
Scorecard as a strategic planning and communicating device by Infosys is the right way of
using a management control tool to prevent control failures or at least identify them early.

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 2.Case study of ONGC hr policies.

2.1 Executive summary of ONGC

ONGC is the biggest transnational company of India having presence with 24 projects and
committed to overseas investment. Here the case study is conducted upon various
function of human resources and its policies which are quite important for the successful
management of business organization.

2.2 Introduction
Maharatna ONGC is the largest crude oil and natural gas Company in India, contributing
around 75 per cent to Indian domestic production. Crude oil is the raw material used by
downstream companies like IOC, BPCL, and HPCL (subsidiary of ONGC) to produce
petroleum products like Petrol, Diesel, Kerosene, Naphtha, and Cooking Gas-LPG .
ONGC was founded on 14 August 1956 by Government of India. It is involved in exploring
for and exploiting hydrocarbons in 26 sedimentary basins of India, and owns and
operates over 11,000 kilometres of pipelines in the country. Its international subsidiary
ONGC Videsh currently has projects in 17 countries. ONGC has discovered 6 of the 7
commercially producing Indian Basins, in the last 50 years, adding over 7.15
billion tonnes of In-place Oil & Gas volume of hydrocarbons in Indian basins. Against a
global decline of production from matured fields, ONGC has maintained production from
its brownfields like Mumbai High, with the help of aggressive investments in various IOR
(Improved Oil Recovery) and EOR (Enhanced Oil Recovery) schemes. ONGC has many
matured fields with a current recovery factor of 25–33%. [5] Its Reserve Replacement Ratio
for between 2005 and 2013, has been more than one.
This largest natural gas company ranks 11th among global energy majors. It is the only
public sector Indian company to feature in Fortune’s ‘Most Admired Energy Companies’
list. ONGC ranks 18th in ‘Oil and Gas operations’ and 220 overall in Forbes Global 2000.
Acclaimed for its Corporate Governance practices, Transparency International has ranked
ONGC 26th among the biggest publicly traded global giants. It is most valued and largest
E&P Company in the world, and one of the highest profit-making and dividend-paying
enterprise.
ONGC is the largest E&P company with a manpower of over 33,500 energy-soldiers (a
term coined for ONGCians by Hon’ble Prime Minister) dedicated to the common cause of
Energy Security of India, and can boast of having experts in the entire E&P business
chain. It believes in Career growth of its employees and seniority and merit is always
awarded. So whether you're a fresh graduate or an experienced professional, we believe
that a career at ONGC will set you apart.

2.3 Objectives of case study analysis

->To study various hr processes that are been followed by ongc.
->Here basically the objective is to analysis the most of the hr functions within the
organisation of the company. It also aims at understanding the various procedures of
recruitment, dividend policies and much more.
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 2.4 Discussion on case study of its unique hr policies

Organising
The overall objectives and framework of rules and regulations of the Company are laid
down in the Memorandum and Articles of Association of the Company. Each Department
of the Company, while discharging its functions, is guided by Book of Delegated Powers,
manuals, policy and guidelines, which are periodically reviewed and updated. The
conduct of the employees is regulated by the Employees' (Conduct, Discipline and Appeal
Rules) and Standing Orders. In addition, the Company follows the directives and
guidelines issued by the Government of India on various matters.

Controlling
The Company has well defined procedures and guidelines in the form of delegation of
powers, laid down policies and guidelines, manuals, compliance of provisions of various
statutes, rules and regulations, guidelines of Department of Public Enterprises and
guidelines of Chief Vigilance Commission for smooth operations of the Company.
The powers of the Chairman and Managing Director and functional Directors the officers
of, the Company at various levels discharge their functions & responsibilities within the
powers delegated to them by the Board of Directors under Book of Delegation of Powers

Procurement Function
At ONGC, the career can range across various exciting disciplines. Depending on
candidate education, experience and urge to learn, it offer you several exciting career
opportunities in both Management and Engineering Disciplines with challenging work
profiles.
It offers many exciting opportunities for college students and recent graduates who want
to develop relevant skills in a collaborative, dynamic and fast-paced environment. Their
interns gain real, meaningful experience working for a global leader in the Oil & Gas
industry.
Multiple carrier streams are available in ongc such as marketing, finance, petro
-chemicals, electronics, human resources and many more.
The candidate has to register online and fill up necessary details against each vacancy
notified. Only those candidates who fulfil eligibility criteria of age, qualification and are
accompanied with copies and testimonials are accepted. After fulfilling the eligibility
criteria, it conducts entrance test exams like GATE. On the basis of the result of the test,
interviews are conducted. Mostly two types of interviews are conducted that are technical
interviews and hr interviews.
Broad terms and conditions and general instructions which are specific to the advertised
posts are incorporated in the advertisements / vacancy notification. Vacancies are notified
or advertised as and when there is manpower requirement for any discipline. The
executives in ONGC are transferable to any of its Assets, Basins, Institutions and Work-
centres in India or abroad.
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Training and development analysis
Skill Development is a vital component for Human Resource Development. ONGC has
recognized this as a strategic imperative and for implementing this strategy has set up
centres of learning and research in its various work-canters. All learning and development
activities are being coordinated centrally by Corporate HRD and ONGC Academy.
With this set-up, ONGC provides world class learning opportunities to all levels of
executives in different disciplines commencing with induction training for new graduate
trainees, refresher trainings to middle and senior level executives in technical, techno-
managerial and managerial domains, certification programmes, project management
training and leadership development programmes through a planned calendar of training
programmes with pre-identified training partners. In addition to the calendar programmes
arranged in India, executives are also being nominated for a vast number of training
programmes, seminars and workshops organized in India and abroad.
The academics conduct approximate 250 programs catering to over 5000 executives and
over a lakh training man days every year. The vast training programs of ONGC are divided
into the following spectrums:
1.Induction Training: One-year induction training program for graduate’s trainees
2.In-service Training: By in-service training programs, the periodical training given to the
working employees to enhance their knowledge and skills so that they can work
efficiently.
Various programs carried out under this type of training are as follows:
a) Technical Training
b) Exploration Training
c) Management Training
d) Product Engineering Training
e) Finance training
ONGC accords top most priority in the development of human resources and for this
besides the various training programs it also conducts various development programs. It
has conducted around 30 or more development program for its employees. It usually
conducts the development programs under the following categories:
a) Management development programs.
b) Qualification upgradation programs
Compensation Function analysis.
The remuneration of the Officers of the Company is governed by the guidelines of the
Department of Public Enterprises, Government of India. The pay scales of officers are of
Industrial DA pattern. The remunerations of employees are fixed through negotiations
with Workmen's Union subject to the overall guidelines of Department of Public
Enterprises, Government of India. 
In addition to the above, Dearness Allowance, House Rent Allowance, 47% Perks &
Allowances, Medical Reimbursement, Provident Fund, Gratuity, Superannuation Benefits
etc. are provided as per the Company's rules from time to time.
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Maintenance Function
ONGC provides medical facilities to employees, their spouse and children up to 60 years
of age. Beyond 60 years the company doesn't provide medical assistance since the medical
cost goes high after the age of 60.
The company does not provide medical insurance rather it pays the medical expenses at
the time whenever required by the employees. The employees can visit to the hospitals
and get medical facilities in the name of the company and the company pays all the
expenses incurred.
ONGC takes care of the quality of life of its employees by providing suitable working
condition at all levels. Pension facilities are provided to the employees including provident
fund and gratuity. For the employees who have the same rank but paid less pension are
provided extra money for meeting one rank one pay scheme.
Compensation facilities are provided in case of accidents at workplaces since the work is
full of risk. Job offer is provided in case if the employees' family members are ready to
work. But if there is no one in the family who can replace then monetary assistance is
provided.

2.5 Conclusion
The skilled, trained, talented human resources play an important role in improving the
effectiveness of any organization . The Oil and Natural Gas Corporation in general and the
Cauvery Asset in particular have the systematized organizational set up and the effective
and successful functions especially in terms of exploration and production of oil and
natural gas.
The Human Resource Management in the organization mainly involves in the
implementation of various schemes and programmes for the benefits, welfare and
development of the employees. Really, the purposes of HRM are served in meaningful and
realistic ways. The employees receive due benefits by the implementation of various HRM
policies and programmes in terms of pay, promotion, transfer, allowances, loans and
advances, leave facilities, training and development, planning and decision making and so
on and they feel and realize the satisfaction over them.
More or less, all the factors of motivation especially HRM, leadership, training and
development, unionism and cooperativeness, industrial relations etc. play equally in a due
and important role to motivate the employees of the Organisation.
With regard to medical facilities, the work centres are deployed with medical officer,
ambulance facilities and so on since the operations are being carried out in open cast
mining areas.

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 3 Case study on google hr policies.

3.1 Executive summary on Google.

This case study talks about the HR strategies that Google has implemented and what
their ramifications have been. Also the reasons behind implementation of these strategies
and the how they would help the company achieve its long term goals. This report also
studies the unique working environment prevalent at Google and what keeps the
employees motivated and committed to innovation. Also the very important role of hiring
and retaining the best talent available in the market, performed by the HR machinery has
also been discussed in this study.

3.2 Introduction
Google is a multinational, publicly-traded organization built around the company's hugely
popular search engine. Google's other enterprises include Internet analytics, cloud
computing, advertising technologies, and Web app, browser and operating system
development.Google was chosen for its resemblance to the word googol a number
consisting of a numeral one followed by a hundred zeroes as a reference to the vast
amount of information in the world.
In the first few years of operation, Google's search engine competition included AltaVista,
Yahoo, Excite and Lycos. Within a few years, however, Google became so dominant that
the name has become a verb meaning to conduct a Web search, people are as likely to say
they "Googled" some information as to say they searched for it.
Google’s roots go back to 1995 when two graduate students, Sergey Brin and Larry Page,
met at Stanford University. In 1996, Brin and Page collaborated on a research project that
was to eventually become the Google search engine. BackRub, as it was called then
(because of its analysis of back links), stirred up interest in the university research
community, but didn't garner any offers from the major portal vendors. Those were early
days in terms of mass searching of the Internet; one of the CEOs who turned them away
said that users don't really care about search abilities. Undaunted, the founders
scrounged up enough funding to get started, and in September of 1998 began operations
from a garage-based office in Menlo Park, California. In December of that same year, PC
Magazine listed Google as one of its Top 100 Web Sites and Search Engines for 1998.
Google has a highly energetic and dynamic working environment. The employees, known
as “Googlers” in popular jargon know how to work hard and at the same time have fun at
the work place. The entire campus in Mountain view, CA exudes a lot of creative energy
and dynamism. The office has a relaxed environment of a college campus with no
compulsory dress code or daily formal meetings of any kind.
Google.com is the most visited website in the world. Several other Google services also
figure in the top 100 most visited websites, including YouTube and Blogger. Google was
the most valuable brand in the world in 2017 (surpassed by Amazon). Google’s mission
statement and corporate culture reflect a philosophy that you can “make money without
doing evil” and that “work should be challenging and the challenge should be fun.” These
beliefs dominate life at Google. The official mission statement of the company is to
organize the world’s information and make it universally accessible and useful.

3.3 Objective of case study

->The objective of this case study is to identify the unique working mechanism of human
resources prevailing in the company.
->This case study also shows which type of skilled candidate should be selected who has
an unique talent among others.
->Case study also covers the various functions carried out by google company.

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 3.4 Discussion of the case study

Analysis of Google’s Recruitment practises

Google’s human resource management uses a mixture of internal and external
recruitment sources to maintain the adequacy of its human resources. The company
uses promotions, transfers, and trainees/interns as the main internal recruitment
sources for HR needs. On the other hand, the external recruitment sources at Google
include educational institutions and respondents to job advertisements. Most of these ads
are available through the Careers section of Google’s website. Through these recruitment
sources, the company facilitates a continuous influx of qualified workers, while matching
these employees’ capabilities with human resource needs.
Considering the combination of internal and external recruitment sources, Google uses
indirect methods and direct methods of recruitment. The indirect methods are more
significant to the company. These indirect methods include advertisements on the
company’s website. However, Google’s human resource management also uses direct
methods in the form of contacts with potential interns and future employees through
academic institutions. This combination of direct and indirect recruitment methods is
aligned with the mixture of internal and external recruitment sources to satisfy Google’s
human resource requirements.
These are some of the success key behind Googles recruitment.
The value of diversity- Google knows that diversity (ethnic, cultural,different interests,
skills, etc.) has many benefits for the work teams.

The need to have extraordinary employees- At the end of the year they receive more than
one million applications, of which only between 4000 and 6000 will end up with a
contract. oogle’s selection process is very strict because they adequately estimate the
value of talent.

The importance of investing in talent recruitment- Google invests substantial resources in

recruitment; above all, after drawing up a study in which that came to the conclusion that
an outstanding employee generated them 300 times more value than a mediocre one.

Work experience and academic qualifications are not everything- A talented person is able
to learn fast. That's why Google does not value professional or academic experience too
much. With long-term eyesight, the company tries to recruit based on the potential value
that the person can add.

The faster you make decisions, the better - At Google they know firsthand that there is a
lot of competition to hire the best talent. If their selection processes are not fast enough,
companies like Facebook or Twitter will win the game. That is why they devote great
efforts and resources to accelerate their recruitment to the maximum

Selection process Analysis

*The most significant criteria used in Google’s human resource management for the
selection of applicants are smartness, creativity, drive for excellence, and alignment with
the organization.
*The company does not use work experience as a major criterion for selection. These
criteria are based on the firm’s goal of maximizing innovation to support its broad
differentiation strategy.
*There are different processes used for the selection of applicants at Google. However, in
general, the company’s selection process involves background checks, preliminary
screening, on-the-job tests, and interviews.

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*Google’s human resource management uses different procedures and steps for the
various positions in the organization. For instance, on-the-job tests are generally used for
positions that are more frequently filled through absorption of interns and trainees.

Directing Function analysis

Google has studied management in ways no company has before. Their scale combined
with their engineering-driven culture has led to rigorous, research-grade study of Google
management.  They have an entire team devoted to these kinds of questions called, People
Analytics. once Google proved to themselves empirically that managers mattered, they
focused on what makes a great manager, and how to measure that so it can be improved
across the company on an ongoing basis.
One such discovery was the set of questions they use for team members to evaluate their
managers. This helps Google reward their best managers, and help improve their worst
ones. Unlike their million dollar stock grants that only mega companies like Google can
offer, this is something every company can use to help improve their managers.As the
ability of managers are improved so it directly creates impact on the subordinates which
are working under his guidance.Here the working peoples are motivated by various
facilities provided by the google to carry out their work freely in a calm environment.

Training of employee
Needs Analysis:Google’s HR management uses different types of needs analysis, such as
organizational analysis, work analysis, and cost-benefit analysis.
*Organizational analysis identifies new human resource needs based on the firm’s current
situation. For example, in developing new products and investing in new businesses,
Google conducts organizational analysis to determine the corresponding human resource
requirements.
*Work analysis determines the specific requirements to fulfill work tasks. Google applies
work analysis on new jobs, or when an organizational restructuring has just occurred.
*Cost-benefit analysis determines the practicality of training programs and activities.
Google’s HRM objective in using this type of analysis is to maximize the benefits achieved
through training programs.
Delivery :Google’s human resource management delivers training programs in various
ways, such as discussions, simulations and on the-job training. Discussions enable
Google to maintain rich communications involving employees. With rich communications,
training programs also benefit through maximum feedback from the trainees. The
company uses simulations to facilitate creative responses. Simulations empower Google’s
employees to understand the details of work tasks, projects, and products. The company’s
HRM uses on-the-job training to maximize the transfer of knowledge to new hires or
interns. Many of these interns are absorbed into Google’s organization.
Evaluation:Google has summative and descriptive purposes in evaluating training
programs. The summative purpose is to determine the effectiveness of the program in
developing human resources. The descriptive purpose of evaluation is to understand the
effects of the training on employees. Google’s human resource management uses
evaluation variables like trainees’ learning and reactions, and the results of training
programs in terms of changes in human resource knowledge, skills, and abilities.

Career planning analysis of employes

In relation,Google’s HR management identifies career opportunities and requirements
through a combination of job analysis and coaching. Job analysis enables HR managers
to identify possible career options for individual employees. Google uses coaching as a
way of
understanding the dynamics involving the individual employee and possible career
options within the organization. This combination helps HR managers identify

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requirements for career paths, and how these paths present opportunities for Google’s
employees.
Google’s human resource management assesses employee potential through
interviews,appraisals, and coaching. Appraisals provide an objective evaluation of the
employee’s potential. Interviews and coaching enable Google’s HR managers to determine
the potential effectiveness of employees for different kinds of jobs. Appraisals indicate how
employees are doing in their current jobs, while the interviews and coaching indicate the
employees’ level of interest for certain jobs and how they could fulfill other jobs at Google.
Some career development initiatives are regularly instituted at Google, while others are
applied as the need arises. Regular implementation of career development initiatives are
based on the company’s career development programs. Google conducts annual
appraisals, which are also used as basis for career development. During or after
appraisals, the company’s human resource management informs employees of possible
career opportunities. In addition, the firm institutes some career development initiatives
as the need arises, such as when a new business or product is developed. For example,
the development of the Google Fiber business creates new career opportunities, which are
presented to the company’s employees.

Googles compensation and benefits analysis

Most workers at Google have base salaries that are on the lower end of normal for the
markets they operate in. The base salaries are supplemented by stock options,
challenging work and extensive benefits.
In addition to the normal health and welfare benefits that most larger companies offer,
Google provides its employees with the following cutting-edge benefits:
*Healthcare for you and your family, plus on-site physician and dental care at our
headquarters in Mountain View, California and our engineering center in Seattle,
Washington
* Vacation days and holidays, and flexible work hours.
* Maternity and parental leave, plus new moms and dads can expense up to $500 for
take-out meals during the first four weeks that they are home with their new baby.
* Fuel Efficiency Vehicle Incentive Program.

Integration function analysis

This function mainly recounciles the goals of the organisation with those of its members.
It involves motivating employess through various financial and non financial incentives,
job satisfaction and many more.
Google knows how to keep its employees happy.Free meals, napping pods, and gym
memberships are famous perks that come with working for the tech giant. Google is
known for promoting flexible schedules and personal and professional balance, where
employees learn how to manage their time, multitask and collaborate.Their new
headquarters, planned as an addition to the giant Googleplex, already a state-of-the-art
base for the search engine, takes work perks to a whole new level.
According to a survey of 4000 Googlers only 31 per cent of employees can successfully
draw boundaries between work and life, and that means not thinking about work when
they're at home. The more attractive their work places are, the more work their employees
do.

Google has everything that an employee would expect from the secondlargest company in
the United States in terms of market capitalization: Bicycles and electric cars to get staff
to meetings, gaming centers, organic gardens and eco-friendly furnishings. Google wants
to make its employees' lives easier, and it's constantly searching for ways to improve the
health, well-being and morale of its Googlers.

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Google even offers death benefits to deceased employees' families. If a Google employee
passes away, his or her domestic partner or spouse receives a check for 50% of the
employee's salary every year for 10 years. In addition, surviving spouses see all of the
deceased employee's stock option immediately vested. Children of a deceased employee
receive $1,000 per month from Google until they reach the age of 19 – or 23, if they are
full-time students.

3.5 Conclusion
Google is one of those companies that puts its employees at the core of their strategy and
looks at the long term benefits that they would bring to the shareholders and their peers.
In fact, in 2008 when Google began cutting its employee perks, its employee productivity
and stock prices both fell.
This shows a direct correlation between gaining and retaining outstanding employees with
innovative ideas and the overall company growth. The company’s success has been based
on the fact that they have been innovative, flexible and dynamic in their functions.
Managing growth by keeping the same collegiate environment in the future will be
essential to company’s success.
As Google grows in shape and size, the challenge for the company will be to maintain the
same level creative activism and sense of empowerment amongst its employees.The
employees must be encouraged to work in a more entrepreneurial manner and they must
be provided adequate resources and finances for the same.
Google is one of the few companies where in the employees know that they will be paid for
their innovative efforts irrespective of the fact whether the product that they are working
on, may or may not come out right. This is a highly motivational factor for the employees
to remain committed to innovation. This is also an example how a HR strategy of a
company is directly linked to its business strategy.

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