Contents

Introduction to Google
How has Google treated the Googlers
well?

Layoffs in 2009
Brain Drain
Google ended censorship of China site

Conclusion
Q&A

Introduction

Founders Larry Page, Sergey Brin

Founded 1998
CEO Eric Schmidt
Industry Media and Internet Services
Headquarters Mountain View,
California

Organizational Mission
Organize the world's information and
make it universally accessible and
useful

Organizational Googles Culture

Innovation and Creativity
3

Operating Committee
Organization
structure
Board of Directors

Eric Schmidt , Google Inc.

Sergey Brin,
Brin, Google Inc.
Larry Page , Google Inc.
John Doerr,
Doerr, Kleiner Perkins
Caufield & Byers
Ram Shriram , Sherpalo
John Hennessy , Stanford
University
Paul Otellini,
Otellini, Intel
Shirley M. Tilghman , Princeton
University
Ann Mather

Eric Schmidt,
Schmidt, Chairman of the Board
and Chief Executive Officer
Larry Page,
Page, Co-Founder & President,
Products
Sergey Brin,
Brin, Co-Founder & President,
Technology

Nikesh Arora,
Arora, President, Global Sales
Operations and Business Development

Laszlo Bock,
Bock, Vice President, People
Operations

Shona L. Brown,
Brown, Senior Vice President,

Business Operations, Google Inc.

W. M. Coughran,
Coughran, Jr.,
Jr., Senior Vice President,

Engineering

David C. Drummond,
Drummond, Senior Vice President,
Corporate Development and Chief Legal
szlo Bock VP, People Operations
Officer

Alan Eustace,
Eustace, Senior Vice President,
Engineering & Research

Urs Hlzle,
Hlzle, Senior Vice President, Operations
& Google Fellow

Jeff Huber,
Huber, Senior Vice President,
Engineering

Omid Kordestani,
Kordestani, Senior Advisor, Office of
the CEO and Founders

Patrick Pichette,
Pichette, Senior Vice President &
Chief Financial Officer

Jonathan Rosenberg,
Rosenberg, Senior Vice President,
Product Management

Rachel Whetstone,
Whetstone, Vice President, Public
Policy and Communications
d C. Drummond Senior VP, Corporate Development and Chief Legal Officer

Key executives by function

Engineering

Vinton G. Cerf,
Cerf, Vice President & Chief Internet Evangelist
Stuart Feldman,
Feldman, Vice President, Engineering
Ben Fried,
Fried, Chief Information Officer
Vic Gundotra,
Gundotra, Vice President, Engineering
Udi Manber,
Manber, Vice President, Engineering
Nelson Mattos,
Mattos, Vice President, Engineering, EMEA
Brian McClendon,
McClendon, Vice President, Engineering
Cosmos Nicolaou,
Nicolaou, Vice President, Engineering
Sridhar Ramaswamy,
Ramaswamy, Vice President, Engineering
Andy Rubin,
Rubin, Vice President, Engineering
Shiva Shivakumar,
Shivakumar, Vice President and Distinguished
Entrepreneur
Alfred Spector,
Spector, VP of Research and Special Initiatives
Benjamin Sloss Treynor,
Treynor, Vice President, Engineering
Linus Upson,
Upson, Vice President, Engineering
Jeff Dean,
Dean, Google Fellow
Sanjay Ghemawat,
Ghemawat, Google Fellow
Amit Singhal,
Singhal, Google Fellow

Products

John Hanke,
Hanke, Vice President, Product Management
Bradley Horowitz,
Horowitz, Vice President, Product Management
Salar Kamangar,
Kamangar, Vice President, Product Management
Marissa Mayer,
Mayer, Vice President, Search Products & User
Experience
Neal Mohan,
Mohan, Vice President, Product Management
Sundar Pichai,
Pichai, Vice President, Product Management
Mario Queiroz,
Queiroz, Vice President, Product Management
Lorraine Twohill,
Twohill, Vice President, Global Marketing

Google.org

Megan Smith, Vice President, New Business Development,

and General Manager, Google.org

Sales

Daniel Alegre,
Alegre, Vice President, Asia Pacific Sales & Operations
Carlo d'Asaro Biondo,
Biondo, Vice President, Southern & Eastern
Europe, Middle East & Africa (SEEMEA)

Francoise Brougher,
Brougher, Vice President, Online Sales and User
Operations

Henrique de Castro,
Castro, Vice President, Global Media & Platforms

David Fischer,
Fischer, Vice President, Global Online Sales & Operations

Dave Girouard,
Girouard, President, Enterprise

John Herlihy,
Herlihy, Vice President, Global Ad Operations

Claire Hughes Johnson,

Johnson, Vice President, Global Online Sales

Sanjay Kapoor,
Kapoor, Vice President, Search Partnerships

Dr. John Liu,

Liu, Vice President, Sales, Greater China

Michael Lock,
Lock, Vice President, Enterprise Sales

Norio Murakami,
Murakami, Chairman, Google Japan

Penry Price,
Price, Vice President, Global Agency and Industry
Development

Philipp Schindler,
Schindler, Vice President, Northern and Central Europe

Koichiro Tsujino,
Tsujino, President & General Manager, Google Japan
Legal

Dennis Woodside,
Woodside, Vice President, Americas Operations

David Lawee,
Lawee, Vice President, Corporate
Development

Megan Smith,
Smith, Vice President, New Business
Development, and General Manager,
Google.org

Matt Sucherman, Vice President and Deputy

General Counsel

Kent Walker, Vice President & General Counsel

Nicole Wong, Vice President and Deputy

General Counsel
Finance

Brent Callinicos, Vice President & Treasurer

Mark Fuchs, Vice President of Finance and Chief
Accountant
David Radcliffe, Vice President, Real Estate and
Workplace Services
Jason Wheeler, Vice President, Finance

Leadership style of Google

triumvirate
Eric Schmidt

Get to know your followers

Create new ways to promote your followers
Let your followers own the problems you want them to solve
Allow people to function outside the company hierarchy
Review your team's results by someone they respect

Larry Page and Sergey Brin

Democratic decision-making styles

So,
What have the Google
Triumvirate provided
for Googlers?

Benefits of working at Google

The goal is to strip away everything that gets in our

employees way.

We provide a standard package of fringe benefits, but

on top of that are first-class dining facilities, gyms, laundry
rooms, massage rooms, haircuts, carwashes, dry cleaning,
commuting buses
just about anything a hardworking employee might
want.

Eric Schmidt, CEO Google

So,
What does it exactly
Look like
@ Workplace?

At the workplace
Healthy work-life
balance
Flexible work hours,

part time

work options, and

telecommuting if the
specific job allows

Workout room with weights

Locker rooms
Washers and dryers
Massage room
Assorted video games
Foosball
Baby grand piano
Pool table
Roller hockey twice a week in
the company parking lot
Snack Rooms with free snacks
foods, fruit, and beverages
Free breakfast, lunch, dinner
at the employee cafe

Also, Perks and Benefits

Monetary
27 days of paid time off after one year of employment
18 weeks of additional paid time off post maternity leave; new
fathers can take 7 weeks off
Fuel Efficiency Vehicle Incentive Program provides a $5,000 rebate
to employees purchasing hybrid cars
Non-Monetary
Unlimited Sick Leave
Onsite Medical and dental facilities, oil change and car wash,
courier, fitness center, banking center, free breakfast, lunch and
dinner on a daily basis
Annual onsite Health Fair offering free testing services, including
eye exams and cholesterol testing
Free flu shots

ETC

, in short
HR functions and policies align with business model and vision makes
Google the most exciting young technology company to work for
Healthy work-life balance is motivating people
"I trust the people I work for, have pride in what I do, and enjoy the
people I work with
Trust is written on the psychological contract

Good employment relations, employee relations

High Employee involvement
More likely engage in discretionary behavior
Positive Organizational citizenship behavior

High job satisfaction and commitment, even self-motivated

However

When
Making the most of
People
in times of recession

Close to the Credit

Crunch
26
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Why? Assumptions
Economic crisis poses the unique challenge to the HR
department.
Save costs
Business effectiveness and efficiency
Corporate/Business strategy change functional (HRM)
strategy change
Internal supply>demand Redundancy Layoff

Impacts on
The
Googlers?

An analysis
from Google
Official Blog

4 January 2009, 100 Layoffs

Given the state of the economy, we recognized that we

needed fewer people focused on hiring...
we need to go further and reduce the overall size of our
recruiting organization by approximately 100 positions.
We know this change will be very difficult for the people
concerned, and we hope that many of them will be able to find
new roles at Google. They helped build this company, new hire
by new hire, and we are enormously grateful for everything
they have done.

Laszlo Bock, Vice President, People Operations (2009)

26 March 2009, 200 Layoffs

So today we have informed Googlers that we plan to reduce the

number of roles within our sales and marketing organizations by just
under 200 globally.
The recession makes the timing even more difficult for the Googlers
concerned.
We had to restructure our organizations in order to improve our
effectiveness and efficiency as a business.
We will give each person time to try and find another position
at Google, as well as outplacement support, and provide
severance packages for those who leave the company.
Finally, I would like to take this opportunity to thank everyone
affected for all they have contributed to Google.

Omid Kordestani, Senior VP, Global Sales and Business Development (2009)

So,
What can we learn
from that?

In short
No company is obligated to publicly address a round of layoffs
or praise their axed employees or express sympathy for the
resulting change or provide a high-level explanation for the layoffs
Go a long way toward honoring cut employees and improving
themorale of those that remain
Leadership style: Humanistic, Theory Y leadership
Motivation: Employee involvement
How the psychological contract work in reality

Suggestions

Deal with redundancy and dismissal

Compensation to retrenched employees

Job reapply
Strengthen management, career designing and planning
Ability and Skills: Training, development and learning
Motivation: Morale and Productivity
Opportunity to participate
Attitude and feelings of job satisfaction and commitment
Line managers

End...?

Brain drain at Google

Spotlight

The departure of Googles communication bossElliot Schrage to

Facebook on May 2009

Why?

The changing enterprising spirit

Limited senior positions
Numerous companies provide Googles knowledge workers with large
salary and attractive terms and conditions

Assumptions

Work life balance?

Irregular career planning
Impersonal companys HR policies

Point of views from the Googlers

Link to people performance management model (AMO)
Those knowledge workers with ability and skills feel that they

cant be recognized and valued as the company matures

Googles continuous hiring new knowledge workers make current

knowledge workers feel less motivation and bigger stage to
perform well
Those ambitious talents think that Google cant delivery job
satisfaction and give enough opportunities
Stock option package

Implications for Google and HRM

Assumptions
Business efficiency and productivity: AMO didnt fully happen
Affect organizational citizenship behavior
Morale of effective team
Potential human capital advantage losses
Affect competitive advantage: Long-term ability to compete
Necessary training or recruitment

An analysis from
the News

Brain Drain in the news

Google has denied the a brain drain of talent
following the departure of its communications
boss Elliot went to Facebook (BBC News,
2008).

Elliot was a valued member of the Google team we wish

him well. "

We have a deep management pool at Google."

Google spokesman Matt Furman (2008)

So, Why?

Suggestions
Increase job satisfaction and commitment
Lower LTR

Ability: make best use of talents skills or abilities

Motivation: pay and rewards, welfare, terms and conditions
Opportunities : Career development, challenging enough jobs

Communication for employment relations

Training new knowledge workers
Improve work-life balance
Show respect

Function of line managers

Human resource retention
Gain sustainable competitive advantage as a new media
company

Spotlight
In
2010

A new approach to China

These attacks and the surveillance they have uncovered

combined with the attempts over the past year to further

limit free speech on the web have led us to conclude that
We should review the feasibility of our business
operations in China, and potentially our offices in China.
12 January 2010
David Drummond, Chief legal officer

Why

Since services and information are our most

successful exports, if regulations in China

effectively prevent us from being

competitive, then they are a trade barrier"
Co-Founder Sergey Brin
24 March 2010

Dont be evil

Why

Corporate/Business strategy
Adapted from: WSJ Research. Analysis International (Data)
(2010)

Implications for Google and HRM

The decision to review our business operations in China has

been incredibly hard, and we know that it will have potentially farreaching consequences.
We want to make clear that this move was driven by our
executives in the United States, without the knowledge or
involvement of our employees in China who have worked
incredibly hard to make Google.cn the success it is today.

We are committed to working responsibly to resolve the very difficult

issues raised.
12 January 2010
David Drummond, Chief legal officer

Google in the News

Google China Employees in
Limbo
13/1/2010, WSJ

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Implications for employees

China
Uncertainty and difficulties
Changes in

Psychological contract in reality

Job security
Employee Involvement
Psychological will
Discretionary behavior

Discretionary behaviors of those employees in times of

limbo?

From google.cn to
google.com.hk

In terms of Google's wider business operations, we intend to

continue R&D work in China and also to maintain a sales
presence there, though the size of the sales team will obviously
be partially dependent on the ability of mainland Chinese users to
access Google.com.hk.
Finally, we would like to make clear that all these decisions have
been driven and implemented by our executives in the United
States, and that none of our employees in China can, or
should, be held responsible for them.
Despite all the uncertainty and difficulties they have faced
March 2010
since we made our announcement in January, they 22
have
Chief legal
officer
continued to focus on servingDavid
our Drummond,
Chinese users
and
customers. We are immensely proud of them.

However, in the mean time

Stay and serve the users

Transferred to the office in Hong Kong
Transferred to the office in HQ (Assumption)
Go to other Internet or media companies in China

2008~2009, Layoffs
Job losses in Google
China

But Wait

What about the

Union?

Anthony, S. (2010). China VS. Google: Did a Google

employee provide inside help?. [Online] Available at:
http://www.downloadsquad.com/2010/01/19/china-vs-googledid-a-google-employee-in-china-provide-inside/ (Accessed on
10 March 2010)
Beardwell, J. and Claydon, T (2007). Human resource
management : a contemporary approach. Financial Times
Prentice Hall. Harlow
BBC (2010). Google stops censoring search results in China
[Online] Available at:
http://news.bbc.co.uk/1/hi/business/8581393.stm (Accessed
on 10 March 2010)
Back, A. (2010). Google China Employees in Limbo. [Online]
Available at:
http://blogs.wsj.com/chinarealtime/2010/01/13/google-chinaemployees-in-limbo/tab/article/ (Accessed on 10 March 2010)
Bock, L. (2009). Changes to recruiting. [Online] Available
at: http://googleblog.blogspot.com/2009/01/changes-torecruiting.html (Accessed on 11 March 2010)
Bratton, J. and Gold, J. (2007). Human resource management:
Theory and practice (4th Ed.). Palgrave Macmillan,
Basingstoke.
Brewster, C. et al. (2008). Contemporary issues in human
resources management: gaining a competitive advantage.
Oxford University Press, Oxford.
Eustace, A. (2009). Changes to engineering. [Online]
Available at:
http://googleblog.blogspot.com/2009/01/changes-toengineering.html (Accessed on 11 March 2010)
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