Main HRM procedures that have contributed to the success of a company Essay

Google has implemented HRM procedures that have contributed to the success of the company. Google is a website company that allows visitors to search for whatever information they need at the click of a mouse. Google was able to attract the best talents. Most of its employees were Intelligent people The founders, Larry Page an Sergei Brin were both computer science graduates. They bought large terabyte memory disk to hide their data. The following paragraphs explain in detail how Google’s HRM policies were instrumental in having a zero percent employee turnover for. Also, the next part explains the nuances of change to the organization and its employees. Both Larry and Sergei established a company where employees would have a fun place to work in. The offices were decorated with lava lamps and painted with bright colors of the Google Logo, In fact, the employees were allowed to bring their pets to their workplace. The employees were given free snacks, lunch an dinner made by chef Charlie Ayers. In addition, they Google office snack rooms included a variety of cereals, gumi bears, cashew nuts. These were complemented with a variety of fruit juices, soda and cappuccino. Likewise, there were sports facilities like table tennis, a pool table and a roller skating hockey. The company had regular roller skater hockeys with its employees. Further, there were other physical activity facilities like the work -out gym, a variety of video games. Both Larry and Sergei implemented the open communication method within the organization. All its employees could freely talk directly with their managers or top level officers anytime. The employees were encouraged to eat at the company cafeteria so that they could mingle and make friends with other employees of the company. Larry and Sergei believes that allowing the employees around 20% of their time doing projects that they chose make the employees feel important and independent –minded. In addition, the employees would discuss any and all topics whether relating to their work in Google or just simply trivial things during their lunch breaks in the Google cafeteria. The serious topics discussed in the Google canteen during their lunch breaks included topics on how to topple the competitors, the employees were grouped into teams where the leadership rotates among its members. The employees had every right to fix things if anything goes wrong without having to pass through the red tape that other companies’ The motto that Larry and Sergei instituted to the employees is that you are the boss, Don’t wait to take the hill. Don’t wait to be managed. Both Larry and Sergei offered big mouth –watering incentives for people who want to work in Google that included Hot award winning technology, intelligent, fun, high energy teammates, Great culture and amazing perks that include massage therapy and free all you can eat snacks. Employees were also backed by two VCs and they had free gourmet lunches served daily, start up environment with excellent benefits, stock options where the employees could buy stocks and become one of the many owners of Google. The employees were also given ample work above average work stations. The company is strategically located in Silicon Valley in the United States. One enticing message that google says when it invites smart students from top universities to work for them is that their ideas will help make a difference in this world. Google hires employees with diverse skills and qualities. The company sought employees that had broad knowledge and expertise in computer science and mathematics. Also, employees that were hired had to be world class programmers. In addition, its employees had to be excellent in terms of communication as well as organizational skills. The employees had to be passionate with their work and are great colleagues. Also, the employees chosen to work in Google had to be at ease working in a high –energy, unstructured environment on a very small project team to create amazing products for people using Google every day. Also, the employees had to have diverse interests and skills. In addition, hiring an estimated thirty percent of the entire Google work force on a contractual basis thereby is saving the company in terms of fringe benefits expenses. Google placed their wanted employees ads in theatres only. In addition, Google asks their employees to recommend their relatives and friends to work in Google. Fifty percent of the new employees were recommended by Google employees. For, each employee will be given $2,000 for each employee admitted into the company that were recommended by them. In addition, the Human Resource Department contacted the University Professors to give them the names of their best and brightest students for possible hiring in Google. Likewise, Google organized programming contests with prizes that reach $15,000 in order to tap the best minds in the programming industry. This included the Code Jam programming contests. The above are only some of the reasons why there is a zero turnover of employees in Google. Need theories. The human resource department must place emphasis on developing a learning culture in its employees. It means that the employees would attend human resource department sponsored seminars on learning how best to accomplish one’s job tasks. For, there is an increasing need for employees to learn new process of doing their jobs. In short, there is an increasing need for good mental functioning that includes both intellect achievement and emotional stability in terms of job performance. For, as members of the workforce become more educated and more mature, there is a need for more information to be used in decision making in terms of passing the company benchmarks. For Human resource theory here shows that the learning culture of the employees will promote the concept that the employees can expect to work in a small problem –solving team that will produce high quality products in less time possible. Meaning, the company that rewards its employees for their innovations and creativity is the organization that will stand whereas all their competitors have dissolved( Gayle, 1990) . Many Human Resource specialists today will value the well –trained middle –aged worker but will view the employee’s ability to perform more. For, terminations are costly alternatives because the human resource department has to spend time and money training the neophyte employees that have will replace the terminated old employees. Companies spend lots of money on the training of new employees or the retraining of old employees on new company processes. For, human resource specialists are facing personal demands that could impede the employee’s work performance or impair the organization’s progress. Thus, human resource specialists will need skills to provide rehabilitation of employees who need them. This can be accomplished through the teamwork of all departments in the entire organization. For, as the world’s economy evolves, the organization must keep up with the competition. This can be done by continuously changing how products are produced in the company. Basically, the company must feed what the customer wants. Meaning, as the customer’s wants changes, the company must change its products to fill the new needs of the customers. In this regard, the middle aged employee is continually bombarded with new ways of producing finished goods. The old employees must either keep in step or be retrenched. For the current economy is world based and borderless. The human resource department must train the old employees how to be cope with the information overload that affects his work. For efficient productivity and sound decision will be needed to compete in the international economy. Thus, the Human resource department must address such issues as training, rewarding, economic security, task design, job responsibility, employee benefits, retirements and others. This is brought about by the new automation and new technology of the twenty –first century (Waskel 1991, 16) The human resource department must be more serious today in their recruitment and retaining of key employees. Mortorola used the production data of each employee as a basis for the retaining or retrenchment of employees. For, Motorola’s theory is to spend as little as possible on its employees ( Henkoff 1991, 76). In hiring a new employee, an applicant could be given an on the job simulation and asks what he or she could do to improve the current workplace situation. Also, many managers select a prospective employee based on predetermined by Work descriptions. Further, the companies must recruit the best from many applicants for a job. This is the process used by Merck and Hewlett –Packard (Denton 1992, 14) Job design theories. Many Human Resource people despite the definitions of the functions to represent the ordinality, the ordinality of this scale does not work well as the things and the data scales. For there are two qualitatively different types of interpersonal relationships represented in the scale of subjective and objective. There are self –serving helping, coaching, treating and mentoring functions that express an emphatic, caring dimension in an informal and formal work environment (Fine, and Cronshaw 1999, 48). Goal setting, The employees are currently graded based on a benchmark commonly termed as goal setting. And, all employees work towards a common goal which is the reaching of the organization benchmark. This benchmark boils down to generating profits. In this regard, employees may be enticed to buy shares of stocks in the company so that they will feel that they are employees as well as owners. Also, many employees work better at achieving goals if they are educated or trained on how best to accomplish their jobs. Also, better goal setting will result to goal achievement if communication and feedback freely flows from subordinate to human resource department as well as the employee’s head (Thomas, and Maxwell 2001, 47). Leadership theories Employees who are loyal to their company usually lead the other employees to be more loyal to the company through example (hard work, overtime, achieving of production benchmarks) These leaders believe in the philosophy and benchmark of the organization. These leaders believe that they see performance as an obligation in order for the entire organization to succeed. Employee attachment to such leaders will translate to commitment to the organization. (Grant 1990, 57). Organizational change comes in terms of cultural, structural, redesign of jobs, introduction of new working practices, changes to grading and remuneration systems and changes to the modes of control. Also, different organizations have different intensities and time lines for these changes (Preece, Steven, and Steven 1999, 67) . Change occurs when the way things are done have been replaced by a new company process. Change should be done if the change will give added advantage to the company. A very strong reason to change to a new process is when the new machine bought produces more goods than the current machines used. Likewise, change should immediately be implemented if the company feels that the new machine or process produces better quality goods than the current machine used. Change can be done by first making a feasibility study as to whether the new process or machine will be more advantageous to the company than the current machines or processes are doing. Normally, many of the old employees would fight any changes to be implemented by the company. For change brings with it the learning of new ways of doing things. On the other hand, the younger employees would love the new process or machine because it brings with it a new working environment. The young employees can easily learn new tricks and processes. Naturally, the new machine will cause lost of jobs because the people used to working to the replaced machines will have the same job. To deal with this, the company could retrench these old employees and pay them a separation pay. However, a better way would be to transfer these ‘jobless’ employees to another department in the company to do another job type. This is good if the employee can easily learn the new job. In addition change can be smoothly implemented with the use of Total Quality Management and re –engineering introduction (Olson, and Eoyang 2001, 19). The conclusion is very positive. Google’s, founders Larry and Sergei were very instrumental in creating a zero percent employee turnover. Some of the reasons for this remarkable feat is the company’s free gourmet lunches and snacks, a free time for recreation activities and other fringe benefits. Also, The HRM must guide the old employees as they choose between retrenchment or reassignment to another job. For, nothing is constant but change. For, a company must innovate in order to keep up with the competition.