...workplaces for employees. Since 1998, Fortune Magazine has compiled this list of exceptional companies by taking into consideration employer and employee relations, workplace environments and employee satisfaction. This year’s top spot belonged to Google, with Wegman’s Food Market coming in at the number 5 spot, and Dreamworks Animation just missing the top ten with a spot at number 12 (Fortune, 2013). For each of these companies, it is easy to see they set an exceptional example of fostering group cohesiveness and rely heavily on employee motivation. For another year, Google Inc. has clenched the top spot on the list of best workplaces by Fortune Magazine. With over thirty five thousand employees, Google has made it a top priority to foster its work environment to offer its employees a rewarding work experience. According to George Homan’s theory of exchange in groups, a group becomes more attractive to potential members by offering maximum rewards but at a minimal cost to the new member (Losh, 2012). Google knows “that every employee has something important to say, and that every employee is integral to our success. We provide individually-tailored compensation packages that can be comprised of competitive salary, bonus, and equity components, along with the opportunity to earn further financial bonuses and rewards.” (Life at Google, 2013) These rewards, including one hundred percent pay for twelve weeks of maternity leave, free laundry, gym and health services on the job...
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...How to build a strong employer brand? In the competitive business world, companies strive to protect their most precious asset, talent. Talent shortage is a major challenge across industries where employees with suitable technical competencies and qualities are difficult to obtain and retain in the competitive employment market. In addition, as Baby Boomers who possess substantial valuable experience for the companies retire, Generation Y became increasingly vital in the company’s workforce; study has shown that 1 in 5 worker will be above 55 years of age by 2021 compared with 1 in 7 in the year 2005. Companies not only struggle to replace the positions of the retired workforce with younger candidates with similar capabilities, they also realize that the two generations have different workplace expectations and values. Candidates are looking beyond the basic wage and benefits; factors such as career prospect, reputation, international mobility and company values also play a significant role in candidate decisions. Therefore companies need to adjust their conventional hiring method to position themselves strategically in order to capture the awareness and commitment of the top candidates. In order to attract and retain young talents, companies need to differentiate themselves from their competitors with their employer brand. Unlike product brand names that can be managed with marketing to manipulate consumer perception, employer brand needs to be cultivated through time...
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...Introduction Google is a company that specializes in internet search and online advertising, and an important player in the knowledge-based services industry. Since its very beginnings, this company has focused on innovation and new ways of doing things more efficiently and effectively, and it has paid off for it. Its Human Resources (HR) practices are no exception either. Under the motif “best place to work for”, Google has become one of the best employers to work for, and has won numerous awards and listings from the best industry analysts. It attracts people from diverse backgrounds with its unorthodox methods of rewards and benefits, and using its innovative methods of evaluation, Google recruits employees with the best “innovative potential”, as the company says. Knowledge-based industries are dependent on its inputs of technology and human capital, so they face some serious HR challenges. Here recruitment and retaining employees are crucial and a major challenge as employees demand a different type of challenges and work environment than other industries, and also fitting the perfect people according to their jobs is also a major challenge here. So, intensive training and development of employees is important. Because employees are highly skilled and knowledgeable, they enjoy a high bargaining power unlike many other industries. So maintaining them requires a lot effort from the HR departments of the companies to retain and motivate them to be loyal, as they know many...
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...Main focus: BEML (BHARAT EARTH MOVERS LTD) Subsequent focus: Lupin, Wipro, Google Submitted by: sumaya shah (13) Company Profile: Type: Public sector undertaking Founded: Bangalore Karnataka (May 1964) Headquarters: Bangalore, Karnataka, India Key people: P. Dwarakanath Executive Chairman of the Board, MD, Director - Metro & Rail Business Products: Earthmoving equipment Underground mining equipment Railway equipment High power diesel engines Heavy duty hydraulic aggregates Revenue: 5000 crore(US$770 million) (2010) Manpower strength as on 31.03.2013 stood at 11,005 as against 11,644 of the previous year HR VISION & MISSION Vision HR will be a Dynamic, Pro-Active & Strategic Business Partner to enable BEML to maintain its leadership position in all its Business Domains. Mission To continuously innovate, evaluate and realign HR practices with the environment, business strategies / directions and employee expectations to maintain relevance and to attract, nurture and retain talent. To foster a spirit of creativity and innovation amongst the employees by facilitating creation of a rewarding, inspiring and motivational organisational climate. To act as a champion of change and managing the people implication of organisational changes. PRESENT HR STRATEGIES * Align all HR activities with the Organisation’s Business Strategies * Lead and manage organisational changes...
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...Assignment #1 – Problems and Best Practices in Retention Employee and Labor Relations HRM 534/Jamie Davis Smith, Esq. January 22, 2012 What three problems might an organization have with the issue of employee retention? Three Problems an organization might face with employee retention could be identifying the problem for turnover, employees facing heavier loads which could cause more turnover, and financial burden due to high turnover rates. First, identifying the reasons for employee retention can be difficult especially in large companies. There could be ample stipulation regarding the reasons for turnover however, until the true reasons are identified, the problem can not be resolved. There are many employers in the medical field who believe pay is the biggest reason for turnover yet many don't offer basic perks. A "survey from 110 healthcare organizations--finds that 42% of health care organizations offer total reward strategies, such as retirement plans and vacation, compared to 70% of other industries" (news-medical.net). It is old news for all of us in the medical field, retention is a big problem. Many employees feel overworked and under rewarded in the medical field and this is a huge problem when there are other organizations where nurses, billing clerks, and even physical therapists can find jobs. For example, nurses and billing clerks can easily find a job at a big insurance company, especially if they have prior experience at a clinic or other medical...
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...Googles Motivational Profile Spencer Phillippi, Thomas Lanier, Tomaniesha Dodderer, Whitney Williams, Rebecca Nygaard PSY/320 September 30, 2014 Richard Reinch Googles Motivational Profile The term cutting edge applies to new and innovative business models and practices as well as implementation of business strategies and motivational theories. No company embodies the qualities of a cutting edge business model quite like Google. To illustrate this point, the company will be discussed in further detail. Areas of specific importance include; the corporation's motivational strategies, industry background, corporate culture and management, and motivational strategies employed by Google. The areas of positive company experiences, combination of motivational techniques, strategies for attraction of new employees, strategies for retention of current employees, best practices, potential improvements, and recommendations for addressing current deficiencies will also be explored further. Industry Background Google is a United States-based International Corporation. Services offered under the company umbrella include Internet search, software, advertising technologies and cloud computing. Two Stanford Ph. D.'s Larry Page and Sergey Brin founded the company in 1998. The company's mission statement since its inception has been "to organize the world's information and make universally accessible and useful" (Google, 2012). Its unofficial mission statement is known to be "don't be...
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...Compensation Pratice: Google Compensation Practice Tiyauna Walden Lezlie Banks Compensation Management February 5, 2013 Abstract Google operates on having competitive pay amongst its competitors. As well as being paying at the highest levels within its markets. With Google making the decision to invest all of this money into its employees a lot of time and research had to be put into the investment. Although, the time and research was thought out there are always pros and cons to the decision. The company can be positively impacted and or negatively impacted. As well, as the employees themselves. Introduction All organizations have a compensation plan, written or unwritten, formal or informal. For some organizations, the purpose of that plan may be merely to meet compliance requirements. For other organizations, the goal of the compensation plan may be to attract qualified employees, to retain those employees, and to motivate employees to direct their efforts towards achieving the goals of the organization. Regardless of the goal, size and complexity of a compensation plan, there are generally many easily-identified elements to any compensation plan. Before an organization actually develops a compensation plan, there are several questions that need to be answered. Taking the time to consider and answer these questions will make the both the process of developing and administering a compensation plan much easier and will result in the development of a compensation...
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...Why When recruiting for a position Google uses several areas to for posting the job description. One is their company website; another is using social media sites like LinkedIn selections (Global Communications and Public Affairs Manager, Google.org – Mountain View, 2011). Google wants to put their job descriptions in places where professional, creative people will be looking. Google’s recruiting and selection method are important and quite a process as their many steps takes time from beginning to end. To make sure Google takes full advantage of many areas there are to find qualified candidates they can use a concept map, to develop the best approach from creating the job description all the way down to rating the employee’s performance. Recruitment and Selection Google has developed innovative recruiting and selection methods. Over the years, Google has grown from a small entity to a massive recruiting organization in the modern technology industry. Google attracts millions of candidates through the following methods. First, employment branding has given Google the ability to develop a culture of employee experiences offering desirability. Second, retention through Google has become a valid selection method. “Because Google can create such a unique experience for every employee and can provide an opportunity for professionals to focus on what they do best, turnover is less than 5%” (Sullivan, 2007). Third, Google targets their search for recruitment allowing...
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...Workplace Flexibility as a Competitive Advantage Matthew R. Wilson GB520-01N: Strategic Human Resources Management Kaplan University February 28, 2012 Abstract Times are changing. Technological advances have launched radically new methods of communicating and working allowing tremendous expansion of business into a globalized marketplace. In turn, the workplace environment has become similarly complex and ever-changing bringing a vast number of challenges to the employee and employer. Workers are experiencing greater demand for their time both on the job and at home; and, this struggle to find work-life balance has quickly become a vital issue in the workforce. Thus, it falls upon the HR professional to bring viable solutions to these work-life issues while strategically working to align employee performance with corporate objectives. Workplace flexibility strategies seem to be the answer. However, developing strategies that produce measurable results and thus solicit the engagement of top-level executives as well as front line employees is not easy. This makes the role of the HR team even more critical to the success of businesses today. Workplace Flexibility as a Competitive Advantage As the business world becomes more diverse and global in nature, the necessity for workplace flexibility also grows. The generational diversity that exists today, as well as the shifting dynamics of industry in the United States, presents a greater importance on work-life balance...
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...1. Background This report is produce to review and analyse the Human Resource Management (HRM) policies with which to ensure employee retention and development. The report will provide an insight into how an organisation’s policies is important and necessary to achieve the objective in securing employees’ retention and how development can be implement to help employees’ growth linking it with organisational performance. More studies will be done on actual companies or organisation, journals and articles to support the report. However, there will be some limitations on the policies discussed that might not work on certain employees. 2. Introduction Human Resource Management (HRM) is the use of policies, practices and systems that influence employees’ behaviour, attitudes and performance (De Cieri et al., 2008) and individuals are being utilised to achieve organisation’s objectives (Mondy and Noe, 2005). By recognising people are a firm’s most valuable asset in running a business, Human Resource (HR) department has the responsibility to manage the wellbeing of all employees in order to retain and develop existing employees in achieving organisation’s business objectives (Stone, 2005). HR division also serve as a middle person between top management and lower level management. Therefore, HR department is an important channel for upward and downward communication between employees and management. It is a channel for employees to voice their grievances and complains thus...
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...implementation of it allowed two top companies achieve success. Total rewards management as we know it “encompasses not only compensation and benefits but also personal and professional growth opportunities and a motivating work environment” (Heneman 3). Hoovers.com states that internet search engine giant, Google, historically reports year-after-year revenue and net income growth. The total rewards management system is world renowned and the successful implementation of it is reflected in Google’s financial reports and consistent awards and recognition. The second company under the scope is US based retailer Costco which sells a variety of products from household appliances to bedding and groceries (Datamonitor.com). Costco Wholesale Corporation is often held up as a retailer that does it right, paying well and offering generous benefits according to Ann Zimmerman in her article Costco’s Dilemma: Is Treating Employees Well Unacceptable for a Public-Traded Corporation (Wall Street Journal). The conclusion will be drawn that both Google and Costco’s are leaders in both of their total reward management strategies and the implementation of it. But how? How did Google and Costco get to that point? People in the field of Human Resources recognize the many challenges associated with creating and implementing successful total rewards management strategies. In Implementing Total Rewards Strategies by total rewards management expert, Robert Heneman, Heneman says that “implementing...
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...Employee Compliance and Benefits Employee benefits and regulatory compliance has evolved over time with the discovery and growth of the United States. Prior to the industrial revolution, most people lived and worked on farms or as craftsmen and “retirement” was something that usually occurred when you could no longer do manual labor. Many were struck down by illness, disease or accident and never made it to retirement age. Without the life-saving drugs and medical care we have today the average life expectancy was barely thirty years. With the advent of the industrial revolution, however, many farm dwellers traded their independence for membership in the ranks of a growing urbanized workforce searching for adequate wages and job security. Employers had a dilemma – they wanted to attract and retain workers while still paying no more than necessary, but also needed workers to leave employment when they became too old or costly. The evolving field of actuarial science was being applied to the fledgling life insurance industry and in turn used to develop pension plans to meet this employer objective. The Revenue Act of 1942 established minimum coverage rules in the tax code that prohibited employers from providing richer pension benefits to only higher paid employees. Employers also were now able to “integrate” and offset their contribution to Social Security benefits against the employer-provided pension benefit. This offset could result in a smaller or no pension benefit...
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...each other with respect. The Google Code of Conduct is one of the ways we put “Don’t be evil” into practice. It’s built around the recognition that everything we do in connection with our work at Google will be, and should be, measured against the highest possible standards of ethical business conduct. We set the bar that high for practical as well as aspirational reasons: Our commitment to the highest standards helps us hire great people, build great products, and attract loyal users. Trust and mutual respect among employees and users are the foundation of our success, and they are something we need to earn every day. So please do read the Code, and follow both its spirit and letter, always bearing in mind that each of us has a personal responsibility to incorporate, and to encourage other Googlers to incorporate, the principles of the Code into our work. And if you have a question or ever think that one of your fellow Googlers or the company as a whole may be falling short of our commitment, don’t be silent. We want – and need – to hear from you. Who Must Follow Our Code? We expect all of our employees and Board members to know and follow the Code. Failure to do so can result in disciplinary action, including termination of employment. Moreover, while the Code is specifically written for Google employees and Board members, we expect Google contractors, consultants and others who may be temporarily assigned to perform work or services for Google to follow the...
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...A loyal workforce, however, doesn’t necessarily translate into high job satisfaction. For example, Eastman Kodak has a retention rate of some 20 years, but only 45 percent of its employees report high job satisfaction. Quite a disconnect. Kodak’s median pay isn’t in the six-figure range as you’d find at a Google or Sandisk, and its fair to assume the old-line company doesn’t offer perks like free food. Maybe there is something to be said about locating your company in an outlying city like Kodak’s home of Rochester, NY, where you’re among the largest employers and may not face much competition for workers. However on the other side Amazon’s retention rate as the second-lowest of the companies identified as having difficulty keeping employees. Workers at the online retailer had a median tenure of just one year. This suggests that their employee retention is very low and this could be due to many reasons. A reason could suggest their job enrichment isn't very strong and maybe their pay is also the bare minimum. As Herzberg suggests pay as motivator as well as the job being entertaining and allowing for some personal autonomy. This could be Amazon’s downfall in terms of employee retention. Their jobs maybe very labour intensive and therefore mean that employees hardly can use their own initiative and so have to be told what to do constantly. This could de-motivate them and cause them to want to leave the company and possibly join a competitor. This differs form Kodak as they...
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...Designing Happiness: Emotional Equations to Connect with Customers Mrs. Johanna Espinosa Human Resources Practices at Google in terms of some management perspectives: Exploring the Entrepreneurial Spirit. February 17, 2016 Daniela Dieguez Google has being named one of the best companies worldwide for the last couple of years. The success of Google products and services is mainly because of innovation expected from every employee and 20% time given by the company for this purpose. The company is known for its unique culture and Human Resource policies and is acknowledged as an innovator and best employer. They have developed practices and policies that are ideal for the working environment but without being critic. “Google is organized around the ability to attract and leverage the talent of exceptional technologists and business people. They have been fortunate to recruit many creative, principled and hard-working stars.” With no doubt, Google is the best place to work in. Google’s ability to leverage itself from competitors offers attractive packages, which serves as a pull factor for Google. Some of the benefits include: flexible hours, promote the human talent by providing creative, nurturing environments, free meals and implement more activities concerning the employee’s health yet at the expenses of high returns in investment. Google’s compensation programme rewards strong performance and its training programmes help overcome weaknesses and underperformance of its...
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