Analysis of Google Hr Strategy

Analysis of
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“Our employees, who call themselves Googlers, are everything. We hope to recruit many more in the future. W e will reward and treat them well.”
L arry Page and Sergey Brin, Founders of Google

1 . Introduction
M anaging

h uman

r esources

effectively

h as

b ecome

vital

to

organizations w ithin t he m odern and f ast‐ paced b usiness environment
( Caldwell, Chatman, & O'Reilly , 1990 ) .

H uman Resources specialists are

m ore important in business strategies today w here m arket is dynamic and c hangeable .

1 .1.

O bjectives of the study

T o analyze HRM technique and methods
T o analyze how employees help a company in differentiating itself from its c ompetitors
T o analyze how companies attract the best - knowledge workers and retain employees in a competitive environment
T o analyze the innovative HR practices and the 'Best Place to W ork F or' culture at Google
T o analyze the future implications of Google‟s HR practices in the long run

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2.
2 .1.

G oogle.com
B ackground of the Company

S ource: http://www.google.com/

G oogle ( illustrations of the company web site presented in Appendix 1 ) is a c ompany that was conce ptualized in a dorm room by two Stanford University c ollege students , 2 4- year - old Larry Page (Larry) and 23 year old Serg e y Brin
(Brin) , i n 1996 ( Iyer &Davenport, 2008 ) and has morphed into one of the greatest technological powerhouses in operation today.

I t then diversifies into

e- mail, online mapping, office productivity, social networking, and video sharing s ervices . G oogle was registered in September 1998. It h ad less than 20 employees and was answering 10,000 search queries each day. A year later, t he number increased to 60 million queries a day ( company website) . Till 1999,
G oogle had no system for generating s ignificant revenues. The company made s ome money