The presentation compares various HR practices followed by Google, Apple and TCS India.

1. HR Policies of Google,
Apple and TCS

2. HR Practices at

3. Introduction
• Creating innovative workspaces is only scratching the surface when it comes to
Google’s revolution of Human Resources, or People Operations, as it now known.
• Based in Mountain View, California, Google is the largest and most popular
search engine in the world. Google was founded in 1998 by Larry Page and
Sergey Brin with the singular aim to “organise the world’s information and to
make it universally accessible and useful”. In the (almost) 20 years since it was
founded the tech giant has become synonymous with innovation, and has
become known for its unique work culture and human resource policies. It has
been named the No.1 “Best Company to Work for” by both Fortune magazine and
the Great Place to Work Institute a total of 7 times. Google once again received
this accolade for 2017. This is no accident; Google is deliberate in its actions and
does not do things by chance. As a data driven company, Google makes
calculated decisions for everything it does; including its HR policies.

5. I. Google’s Human Resource Planning
• Forecasting. Human resource managers at Google use trend
analysis and scenario analysis for forecasting. Trend analysis is a
quantitative technique that allows the company to predict possible
HR demand based on current conditions and changes in the
business. Scenario analysis is Google’s qualitative technique for
forecasting HR demand. Scenario analysis involves analyzing
different combinations of variables to predict HR demand for each
resulting scenario. In this way, Google uses a combination of
quantitative and qualitative techniques for forecasting HR demand.

6. • Surplus & Shortage of Employees. Concerns about surplus or
shortage of employees at Google are mostly in the production
processes, such as the manufacture of Chromecast and the
provision of the Google Fiber Internet and cable television service.
In developing and providing web-based and software products,
human resource surplus and shortage are not a significant concern.
For production processes, Google’s human resource management
identifies possible surpluses and shortages through forecasting
techniques. Thus, the company’s human resource planning includes
forecasted surpluses and shortages of human resources. Such
information is used for recruitment and scheduling.

7. • Balancing Supply and Demand. Google’s human resource
management faces minimal problems when it comes to balancing
HR supply and demand. Even if demand for web-based/software
products and online advertising services increase, Google does not
need to commensurately increase its human resources in these
business areas because of the digital nature of these products. Still,
the company needs to address HR supply and demand in other
areas, such as the production and distribution of consumer
electronics like Nexus and Chromecast. For these areas, Google
uses a flexible strategy where new employees are hired based on
forecasts of human resource needs.

8. The combination of Google’s HR management approaches for
forecasting, identifying issues with surplus and shortage of
employees, and balancing of human resource supply and demand
effectively supports the human resource needs of the firm.
Google uses conventional methods and techniques together with
advanced information systems to analyze human resource data to
support human resource management decisions.

9. II. Google’s Recruitment Practices
Sources:
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.

10. Methods.
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.

11. Success keys behind Google’s
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. Google’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 thet came to the conclusion that an outstanding employee
generated them 300 times more value than a mediocre one!

12. • 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.

14. III. Selection Process at Google
• 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.

15. • 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.
• 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.

16. IV. Employee Training at Google
• 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.

17. • Program Design. Google’s HR management uses a combination of
the relational model and the results-oriented approach for training
program design. The relational model focuses on the relationship
of the company with employees. Google maintains positive internal
relations to foster employee participation in creative and
innovative processes. The results-oriented approach focuses on
training outcomes. For example, in implementing a training
program, Google uses this approach to facilitate employees’
learning. Thus, the relational model optimizes relations among
employees, while the results-oriented approach ensures that
Google’s human resources are effective.

18. • 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.

19. • 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.

20. V. Career Development at Google
• Individual-Organization Matching. Google matches individual and
organizational needs by filling positions based on a combination of
performance appraisals and interviews. These appraisals and
interviews provide information for human resource managers to
ensure proper fit between employees and the job, organization,
and team. In this regard, Google’s human resource management’s
approaches for matching individual and organizational needs
address person-job fit, person-organization fit, and person-group
fit. These different kinds of fit support maximum human resource
performance at the job level, team level, and organizational level,
respectively.

21. • Career Opportunities and Requirements Identification. 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 requirements for career paths, and
how these paths present opportunities for Google’s employees.

22. • Employee Potential Assessment. 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.

23. • Instituting Career Development Initiatives. 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.

24. VI. Work Life Balance at Google
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.”

25. • 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.
• The new Mountain View, California, base includes an outdoor
amphitheatre, giant solar-powered tent work space, and native
woods surrounding cutting edge technology.

26. • 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.

27. • But the company seems to understand the addiction to technology their
products have created and even introduced a "going dark" program to
its Dublin office where employees can leave their devices at work to
stop stressful email-checking at home.

28. • Google has everything that an employee would expect from the second-
largest 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.
• Google offers on-site physicians, nurses, medical services and health care
coverage to keep its employees happy and healthy. Googlers can travel
without worries; employees are covered with travel insurance and emergency
assistance on both personal and work-related vacations.

29. • Google also offers some of the best paid parental leave for new parents. Its
employees have paid leave for 12 weeks, or up to 18 weeks if the father is the primary
caregiver. Mothers are still entitled to 22 weeks of maternity leave. Google cares so
much about new parents that it offers parents one-on-one consultations to figure out
their scheduling for day care options, $500 to spend on baby bonding time and well as
four child care centers on one of its campuses.
• 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.

30. Google offers its employees one of the most innovative work environment
cultures. Google cares so much about innovation that it has set forth nine
principles of innovation. One of the principles encourages Google employees to
spend 20% of their time pursuing innovative ideas that they are passionate
about. Products and applications, such as Google News, Google Alerts and
Google Maps Street View, have been born from this principle.

31. To help with morale, employees are free to bring their pets to work.
Some Googlers describe that being able to bring their pets to work
keeps their energy levels up, as well as bringing joy to other
employees.