TABLE OF CONTENTS

Introduction ............................................................................................................................... 2 Google Recruitment Process...................................................................................................... 3 Selection: ................................................................................................................................ 3 On Site Interview .................................................................................................................... 3 Interview feedback ................................................................................................................. 3 Hiring Committee ................................................................................................................... 3 Executive Review.................................................................................................................... 4 Compensation Committee ..................................................................................................... 4 Final Executive Review ........................................................................................................... 4 The offer ................................................................................................................................. 4 Googliness .............................................................................................................................. 4 Training & Development ............................................................................................................ 4 Appraisal .................................................................................................................................... 5 Feedback .................................................................................................................................... 6 Use of People Analytics Approach.......................................................................................... 7 What Google Offers ................................................................................................................... 8 Rewards and perks ..................................................................................................................... 9 References ................................................................................................................................. 9

Introduction
No corporation has transformed the practice of HR more dramatically and successfully in the last decade than Google. Google is a brand name where ideas of the employees are most valued and encouraged and it has a unique culture for supporting the employee at every possible difficulty. Google has changed the DNA of the HR function by not accepting that the old way is the right way. Many people are already aware of the companys radical approach to recruiting, but other aspects of HR at Google are just as dramatic and exciting. The companys approach has helped produce, the most dramatic of which is employee productivity. The average Google employee generates more than $1 million in revenue each year. Google has established itself as an employment brand that is arguably the strongest in the world. It was ranked consistently No. 1 on Fortunes "100 Best Companies to Work For" annual ranking and No. 1 choice of undergraduates and MBAs by BusinessWeek. These factors keep employee turnover below 5 percent, as thousands of job seekers apply daily. Google receives more than 2 million resumes every yearnearly 6,000 a day. Google is achieving these results by using innovative HR approaches. Take its approach to development, unique by any standard.

Employees' work structure follows a '70/20/10' model, o Employees must spend 70% of time on core business, 20% expanding core, 10% completely thinking outside box (on technical projects of their own choosing) Eliminating friction at every turn: ensuring change can happen quickly and efficiently Googles approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature. Letting the market choose: crowdsourcing its product strategy Cultivating a taste for failure and chaos: they encourage failure by: Please fail very quickly so that you can try again. An executive who made a several-million-dollar blunder is praised by saying Im so glad you made this mistake. Because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we dont have any of these mistakes, were just not taking enough risk. Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas according to a Harvard case study people aren't allowed to say 'I think' but instead must say 'The data suggest...'

Google Recruitment Process

Google recruiting is the best-funded recruiting function in any major product-driven corporation. Google recruitment has a ratio of 1 recruiter for every 14 employees. Previously it took six months from application to hire, now it takes about a month and a half. Google doesn't even ask for GPA or test scores from candidates anymore, unless someone's a year or two out of school, because they have experienced that it does not correlate at all with success at the company. Google has only HR function in the world that is managed by peoples analytics. They also use this in the hiring process. They do this by a Hiring algorithm: They developed an algorithm for predicting which candidates had the highest probability of succeeding after they are hired. Its research also determined that little value was added beyond four interviews, dramatically shortening time to hire. Google is also unique in its strategic approach to hiring because its hiring decisions are made by a group in order to prevent individual hiring managers from hiring people for their own short-term needs. Under project Janus, it developed an algorithm for each large job family that analyzed rejected resumes to identify any top candidates who they might have missed. They found that they had only a 1.5% miss rate, and as a result they hired some of the revisited candidates. This process takes place after the recruiters screening of resumes. The recruiter screens every resume for technical requirements, education and experience to make sure there is a potential fit.

Selection:
Phone screening The recruiter will contact the candidate by phone if he sees a potential in the candidates resume. Then he will tell him about what he can expect. The recruiter may ask the candidate about his Sat score and college GPA, if it is a technical engineering role.

On Site Interview
The onsite interview is conducted by 4-5 employees of Google with 45 minutes each.

Interview feedback
Every interviewer submits their feedback in a standard format about the candidate and assigns a numeric al ranking to the candidate. A search is done to match the candidates resume to find matches for schools or companies for the year specified. An email is sent to Google employee asking their opinion on the candidate.

Hiring Committee
The Committee consists of senior manager s and directors. They see all the potential candidates for the open jobs in this area so they have a good feeling for the required capabilities and availability of highly qualified people. The committee reviews every piece of feedback as well as the resume and work experience.

Executive Review
Senior management reviews every offer

Compensation Committee
This committee decides the appropriate total compensation for the offer

Final Executive Review

One of the top executive looks at all the employment offers before they are extended to the candidate

The offer
The recruiter will notify the candidate about the offer and will explain him about all the details of the offer .Google offers are very competitive, generous and thorough. Google wants its employee to be happy, motivated and focused.

Googliness
Googliness, the companys term for how well someone will fit into Googles workplace culture, it is most important aspect of Googles hiring process

Training & Development

Google's constant endeavour is to provide an intellectually stimulating, thought-provoking and a relaxed environment for its employees that is conducive to creative thinking and encourages innovation. Their aim is to help their employees grow both personally and professionally. Apart from providing a great working environment and benefits so that Googlers can focus on what they love about life at work and at home their focus is to establish a work culture that truly drives their employees to perform better and have a great time at work. Google thrives and relies on innovation, and places a high value on continuous learning & information sharing. Innovation is an essential component of Googles strategy. One of the key reasons for Googles success is a belief that good ideas can, and should come from anywhere. They persistently push innovation and push the limits of existing technology to provide a fast, easy to use and reliable search service that can be accessed from anywhere. Creativity is a vital part of Google products. They always want to create something new and innovative. Their future rests on the creativity of their engineers. 20% of the time is given to Googlers to invest on something they are passionate about. Products such as Google News, AdSense, and Orkut are a brainchild of such initiatives.

Some innovative aspects of their Training & Development, Building Employee Connect with engagement initiatives such as Tech Talk, TGIF, Wall of Fame, etc. Regular trainings such as Soft-Skill training E-Mail etiquettes etc. Last year, all tech Nooglers (new hires) travelled to Mountain View, California for a central tech induction; a program called 'Googler 2 Googler' (g2g) enables the employees to share

their knowledge with peers through various media on subjects ranging from tightrope walking to advanced Python programming. A few months ago, every manager at Google was given a budget, called 'play dough,' to spend on a fun group activity outside office.

Google does not believe in binding unhappy employees to the company, and if an employee wished to leave, they could do so, without facing any penalty. In fact, they could also keep the gift stocks that they are given at the beginning of their tenure in office. Google also seemed like a really cool place to work in, with parties being thrown at the end of every week, and guest speakers like Lady Gaga coming to sing and speak to the employees. A lot of work gets done in a very collaborative kind of environment since working with people, either within/across function is required. People learn to work well with each other and leverage any skill to give the best possible output. There is a belief that the right kind of environment where people can get together in small groups and discuss is provided great ideas come out of that. Lot is said about the offices, the cafes, the free food, etc. but actually theres a purpose behind that. Thats an opportunity for people to get together, talk and come up with great ideas.

Appraisal
Its two-way feedback which is ploughed into the performance reviews is calibrated on a global scale. Managers across functions and offices have a visibility of their team and others performance to compare their ratings. The discussion among the group of managers ensures that calibration of performance is not done in isolation but is consistent across the organisation. Google too introduced anonymous feedback on managers by their teams about a year ago which are incorporated in the managers performance review Google schedules their performance reviews twice a year -- one major one at the end of the year and a smaller one mid-year. Each review consists of a self-assessment, a set of peer reviews, and if you're applying for a promotion, reasons for why should be promoted to the next level. Each review component is submitted via an online tool. Around performance review time, it's not uncommon to see many engineers taking a day or more just to write the reviews through the tool. In the self-assessment, the Googler summarize his major accomplishments and contributions since the last review. Googler is also asked to describe his strengths and areas for improvement; For peer reviews, employees are expected to choose around 3-8 peers (fellow engineers, product managers, or others that can comment on their work) to write their peer reviews. Oftentimes, managers will also assign additional individuals to write peer reviews for one of their reports, particularly newer or younger reports who may be less familiar with the process.

Peers comment on your projects and contributions, on your strengths, and on areas for improvement. The peer reviews serve three purposes: They allow your peers to give you direct feedback on your code quality, your teamwork, etc., and to give direct feedback to your manager that you don't feel comfortable directly sharing with the employee. Along with the self-assessment, they feed into your manager's decision regarding your performance rating, which determines your yearly bonus multiplier. If you apply for a promotion, the peer reviews also become part of your promotion application packet. An additional part of the peer review is indicating a list of engineers that are working below the level of the peer and a list of engineers that are working above the level of the peer. This factors into a total ordering of engineers within a team and is used to determine cut-offs for bonuses and promotions. If you're applying for a promotion during a performance review cycle, you're given an additional opportunity to explain why you should be promoted. A key part to a strong application is explaining with specific details and examples how you're achieving and contributing based on the expectations of the next level in the job ladder.

Feedback
The culture is such where people communicate freely and openly. The senior management is passionate about communicating to their team and letting them know what the priorities are, along with the vision they have for the organisation. Communication at Google is also both ways. They have multiple communication channels like the Thank God its Friday (TGIF) meeting, which Googlers take very seriously. At Mountain View (Google head office), Larry Page, co-founder and CEO is actually present in every TGIF, talking about what the organisation and individual teams are working on. Tons of questions are asked of them and these are personally addressed by them or by people who are in the right place to be able to clarify these questions This kind of communication is something that is very unique. The vision of where the company is headed to is very clearly shared with all employees Similarly, lot of feedback is received from employees on not only things like TGIF but also through annual satisfaction surveys Therefore, communication and transparency are a huge part of what makes the culture what it is, along with the collaborative nature of decisions. Decisions are not made based on hierarchy; decisions (hiring decisions, processes) are made on much more collaboratively Our largest survey, Googlegeist, solicits feedback on hundreds of issues and then enlists volunteer employee teams across the entire company to solve the biggest problems 6

Use of People Analytics Approach

Leadership characteristics and the role of managers its project oxygen research analyzed reams of internal data and identified the eight characteristics of great leaders. Managers are rated twice a year by their employees on their performance on the eight factors. The PiLab the PiLab is a unique subgroup that no other firm has. It conducts applied experiments within Google to determine the most effective approaches for managing people and maintaining a productive environment (including the type of reward that makes employees the happiest). The lab even improved employee health by reducing the calorie intake of its employees at their eating facilities by relying on scientific data and experiments (by simply reducing the size of the plates). A retention algorithm it developed a mathematical algorithm to proactively and successfully predict which employees are most likely to become a retention problem. This approach allows management to act before its too late and it further allows retention solutions to be personalized. Predictive modeling it develops predictive models and use what if analysis to continually improve their forecasts of upcoming people management problems and opportunities. It also uses analytics to produce more effective workforce planning, which is essential in a rapidly growing and changing firm. Improving diversity unlike most firms, analytics are used to solve diversity problems. As a result, the people analytics team conducted analysis to identify the root causes of weak diversity recruiting, retention, and promotions (especially among women engineers). The results that it produced in hiring, retention, and promotion were dramatic and measurable. An effective hiring algorithm one of the few firms to approach recruiting scientifically, it developed an algorithm for predicting which candidates had the highest probability of succeeding after they are hired. Its research also determined that little value was added beyond four interviews, dramatically shortening time to hire. Google is also unique in its strategic approach to hiring because its hiring decisions are made by a group in order to prevent individual hiring managers from hiring people for their own short-term needs.it developed an algorithm for each large job family that analyzed rejected resumes to identify any top candidates who they might have missed. They found that they had only a 1.5% miss rate, and as a result they hired some of the revisited candidates. Calculating the value of top performers Google executives have calculated the performance differential between an exceptional technologist and an average one (as much as 300 times higher). Proving the value of top performers convinces executives to provide the resources necessary to hire, retain, and develop extraordinary talent. Googles best-kept secret is that people operations professionals make the best business case of any firm in any industry, which is the primary reason why they receive such extraordinary executive support. Workplace design drives collaboration Google has an extraordinary focus on increasing collaboration between employees from different functions. It has found that increased innovation comes from a combination of three factors: discovery (i.e. learning), collaboration, and fun. It consciously designs its workplaces to maximize learning, fun, and collaboration (it even tracks the time spent by employees in the caf lines to maximize collaboration). Managing fun may seem superfluous to some, but the data indicates that it is a major factor in attraction, retention, and collaboration.

Increasing discovery and learning rather than focusing on traditional classroom learning, the emphasis is on hands-on learning (the vast majority of people learn through on the job learning). Google has increased discovery and learning through project rotations, learning from failures, and even through inviting external speakers like Al Gore and Lady Gaga to speak to their employees. Clearly self-directed continuous learning and the ability to adapt are key employee competencies at Google. It doesnt dictate; it convinces with data the final key to Googles people analytics teams success occurs not during the analysis phase, but instead when it presents its final proposals to executives and managers. Rather than demanding or forcing managers to accept its approach, it instead acts as internal consultants and influences people to change based on the powerful data and the action recommendations that they present. Because its audiences are highly analytical (as most executives are), it uses data to change preset opinions and to influence.

What Google Offers

Benefits/Perks: Google employees have a wide variety of interests both inside and outside Google. It has designed unique benefits package that helps Googlers balance their busy lives and allow them to focus on the things they love to do. Benefits/Perks team includes a wellness center with on-site physicians, cafes with gourmet meals, four full-service fitness centres and massage services Compensation: Compensation is the department that sets the parameters for each major pay element at Google: salaries, bonuses and stock awards. The team ensures that Google pay, in total, meets goal of being highly competitive with other companies. In addition to establishing both initial and ongoing rates of pay consistent with the Google philosophy, it encourages, recognizes and rewards outstanding and astounding levels of performance. Human Resources Technology and Operations: The Human Resources Technology and Operations team designs, implements and continuously evolves innovative technology tools that enable all aspects of the HR function. Googlers around the world use these tools to access and manage people-related information. Our team also leverages them to administer core People Programs, including collecting and maintaining accurate data over the course of an employee's lifecycle, generating useful management information and resolving end-user issues. Learning and Leadership Development: Google's emerging Learning and Leadership Development (LLD) team designs and implements innovative learning programs that support and develop the company's talent. Our team is a creative, dynamic and collaborative group that is responsible for three integrated components of learning: the learning programs of Google University, leadership development and talent management. People Programs: Google's People Programs are geared to anticipate the demands and meet the requirements of the company's rapid expansion throughout the world. We help Google's recruiting and HR processes work effectively, extol Google's many virtues as an employer, engage in ongoing dialogs with university students and professors, and develop programs to promote and celebrate Google's culture of diversity.

Rewards and perks

In giving perks one more innovative way Google adopted is, it extends into the afterlife which is not followed by any other company. If a googler who has worked for the company for at least 14 and if he passes away then their surviving spouse or domestic partner will receive a check for 50% of their salary every year for the next decade. For Google, there is a strong correlation between incentives and return on investment. The greater the benefit a new idea is to the company, the greater the monetary incentive for the employees that worked on the project. Google has awarded tens of thousands of dollars to outside computer enthusiasts whove helped find bugs in Googles systems. The cash incentives draw the best minds to tackle the problem. The enthusiasts earn cash reward, while Google learns of and fixes a problem, thereby improving its products. Google's philosophy of extending extrinsic rewardsfrom little things like a cost-saving idea to big things like pulling in a new clientcan empower employees and benefit a companys bottom line.

References
http://articles.economictimes.indiatimes.com/2013-06-24/news/40166443_1_google-indiarajan-anandan-talent-management http://info.shine.com/Career-Advice-Articles/Career-Advice/Great-workplaces-2012-Whatmakes-Google-a-dream-company/5882/cid2.aspx http://www.business-standard.com/article/management/measuring-up111081500082_1.html http://www.quora.com/How-are-performance-reviews-done-at-Google-What-are-theyused-for Internship 2013 Movie http://www.google.co.in/edu/programs/index.html#!students