HR POLICIES

• Founders Larry Page, Sergey Brin

• Founded 1998

• CEO Eric Schmidt

• Industry Media and Internet Services

• Headquarters Mountain View, California

Google is an American multinational corporation specializing in Internet-related services and products.

These include search cloud computing, software, and online advertising technologies. Most of its profits are derived from AdWords

ABOUT COMPANY

Google Triumvirate

Larry Page

Eric Schmidt

Sergey Brin

•Get to know your followers•Create new ways to promote your followers•Let your followers own the problems you want them to solve•Allow people to function outside the company hierarchy•Review your team's results by someone they respect

ORGANIZATIONAL CULTURE

Google has Type Z Structure.

Google tries to maintain open culture

everyone is a contributor and feels comfortable in sharing ideas and opinions.

Local touches like ski gondolas in Zurich, expressing each office’s unique location and

personality.

Double rooms with three or four team members. There are few single rooms.

Football, darts,lap pools, gyms that include yoga and dance classes.

Social groups of all kinds, such as meditation classes,wine tasting groups.

Healthy food at wide variety of cafes, and outdoor seating for sunshine brainstorming.

Snacks and drinks to keep Googlers going throughout the day.

Bicycles painted in the corporate color scheme are available for

free use by any employee travelling around the Googleplex

COMPENSATION STRUCTURE

Google’s compensation program, also called ‘pay-for-

performance’

focuses on providing reward for strong performance as well as

training for overcoming weaknesses for underperformers.

This philosophy of Google was applied to all Google employees,

and there was an increase in the portion of compensation in

accordance with the levels of leadership and responsibility.

Google typically pays its employees 12% above market

Googlers also fetch good salaries.

While fresh MBAs are offered salaries between $80,000 and $120,000

per annum,

experienced engineers draw an annual package of $130,000 along with

800 options.

According to a research conducted by Glassdoor in 2008, software

engineers at Google draw an enviable compensation package as

compared to their counterparts at Microsoft or Yahoo!

Google became the first company where the Board of Directors

requested for a reduction in salaries and compensation because they

felt they were getting more paid than they needed.

All the employees greed, and in 2008-09, the employees formally

demanded a wage cut. During the same period, the turnover was 1.43%.

PERKS & BENEFITS Up to $8,000/year in tuition reimbursement.

On-site perks include medical and dental facilities, valet parking, free washers and

dryers, and free breakfast, lunch and dinner on a daily basis at 11 gourmet

restaurants.

Unlimited sick leaves

27 days of paid time off after one year of employment.

Global Education Leave Program enables employees to take a leave of absence to

pursue further education for up to 5 years with $1,50,000 in reimbursement.

Free shuttles equipped with Wi-Fi from locations around the Bay Area to

headquarter offices.

Classes on a variety of subjects from estate planning and home purchasing to

foreign language lessons in French, Spanish, Japanese and Mandarin.

70/20/10 RULE

Google came up with a formula for its employee to follow to ensure creativity.

Employees have to divide their time at work into three parts:

70 percent are to be devoted to search and advertising

20 percent (1 day of the working week) on a project of their choice

10 percent to far-out ideas. Google’s competitiveness.

As a result employee Google Talk, Gmail and San Francisco Wi-Fi initiative

In order to create a learning organization, Google put team member within a

few feet of each other.

The result being that everyone shares an office with one or more member of

the team.

Total Quality Management is coordinated within the team.

HR DEPARTMENT HAS A UNIQUE CHALLENGE

it has to ensure that the employees are motivated and committed to the organization with complete integrity and

honesty.

the market dynamics are not adversely affected by the sheer volumes of investment involved in the

process.

HR practices at Google are named ‘People Operations’

Underline the fact that ,”not a more administrative function, but

ensures to build a strong employee-employer relationship.”

Increasing employee productivity.

The HR team is made up of general HR business partners, internal

consultant, line managers, learning and development, and recruitment

teams.

They are also specialists in compensation and benefits, but most of the

team members’ work as general HR business partners and internal

consultants.

HUMAN RESOURCE PLANNING

Google hiring process takes from one to four months

In order to hire new employee management should approve

head count; also staff can only be hired into approved positions

All new positions must pass through the respective budget

approvals for each area.

recruitment at Google is not the sole responsibility of the HR

team

the outlook of every employee, turning Goggle into a ‘recruiting

machine’

RECRUITMENT & SELECTION AT GOOGLE

Google gets more than 2 million applications a year.

Phone interview first

Round of about five meet-and-greets with mangers and other team members.

Hiring the right people is a key HR philosophy at Google

The median age of employment at Google is 27 years, the youngest workforce.

They follow a rigorous and quality assured process for its internal vacancies.

Google is known for its rigorous selection process

4-12 round of interviews and apart from initial 2 rounds of HR interviews, rest all

are technical based.

Interviewee is looking for

Leadership:an individual behaves in different situationhelping a team to succeed without officially being appointed as a team leader

Role – Related Knowledge:variety of strengths and passionsthe experience and a nice backgroundthe technical skills are also taken into consideration

How You Think:Here they are least interested about grades how the candidates think what he approaches the problem and solve it

How They Decide?

Candidates are assigned different teams and made to

work on different projects.

They collect feedback from multiple Googlers

An independent committee of Googlers review feedback

from all of the interviewers

These committees ensure they are hiring for long term

Internships

technical as well as Sales, General and Administrative.

The students will be selected on the basis of the interviews

take care of the learning as well as their stay

accommodation facilities and a competitive stipend

PERFORMANCE APPRAISAL

Google schedules their performance reviews twice a year

major one at the end of the year and a smaller one mid – year

3600 Performance: At Google review consists of a self-assessment,

a set of peer reviews, subordinate reviews as well as supervisors.

Even the subordinate reviews are done which helps in knowing

how an employee treats their subordinates and are they helpful.

A supervisor review is done to know are they able to handle the

job responsibility assign to them.

PERFORMANCE MANAGEMENT They follow more of Performance Management than Performance

Appraisal.

Instead of setting goals for them, Google’s management helps

their employees meet the objectives that the employees set for

themselves.

suggestions, employees use metrics that they choose themselves

to measure their progress toward their goals.

employees see them as leaders because the employees

themselves set the benchmarks.

If any employee is applying for promotion, reasons should be

mentioned why should you be promoted

reviews are submitted via an online tool.

TRAINING & DEVELOPMENT

Tremendous opportunities to learn and grow

classes on individual and team presentation skills, content development,

business writing, executive speaking, delivering feedback, and

management/leadership.

It is mandatory for all employees to undergo T&D sessions for a minimum

of 120 hours/year,

This shows the amount of effort, time and money that Google invests in

its employees to keep them abreast of the professional and technological

advancements.

one of the most popular is called “S.I.Y” or “Search Inside Yourself”

HR POLICIES OF COCA COLA

Coca cola company HR department has its own job description and job

analysis in which they get the information about,

employees work activities,

human behavior,

performance standard,

Job context and

human requirements and

also other information related to his conduct.

JOB ANALYSIS AND DESIGNING

Coca cola HR department involves in company strategic

planning and they also make sufficient planning for hiring new

employees in the future.

They forecast for the expected employees needs in the

organization.

They forecast their employees on the basis of change in

technology and increasing in productivity

PLANNING AND FORECASTING

Coca Cola’s recruitment process is well established .

First of all HR Department give ads in news papers, company website,

institutions etc.

Then application form, from candidates with required documents and CV

is asked for and then analyzed.

Recruitment is both-Internal recruitment ,External recruitment

RECRUITMENT POLICY

After recruiting the fresh employee ,they are trained for

three months and also paid salaries, after three months they

become part of the firm.

Coca Cola also give training to existing employee, depending

upon the condition for example if new technology is

introduced first of all ,full training is given about new

technology then they are allowed to start their job .

TRAINING POLICY

Coca-cola is providing smart wages to its employees , which

are competitive and really satisfactory .

With wages lot of facilities andamenities are provided

according to the policy.

Structure of wages can be described as:

Blue collar workers are offered wages along with commission

salesman are offered wages plus commission pursuing certain

criteria.

White collar workers who are the officers and the executives

draw a handsome amount salary with incentives.

WAGES POLICY

Coca- Cola international had different leaves structures in

different regions and countries of the world where they have their

companies.

DESIGNATION LEAVES PER ANNUM

SUPERVISIOR 26

ABOVE THE SUPERVISIOR 26

BELOW THESUPERVISIOR 24

ANNUAL LEAVE POLICY

The Coca-Cola Company had always believed that education

is a powerful force in improving the quality of life and creating

opportunities for people and their families around the world.

It is committed to helping people make their dreams come

true.

All over the world they are involved in innovative programs

that give hardworking employees interested in studying

books, supplies , places to study and scholarships.

EDUCATION POLICY

They are managing the working time in two shifts..

8 a.m. to 4 p.m. (all departments other then technical departments),

4 p.m. to 12 p.m. (Technical department)

TIME MANAGEMENT POLICY

Basic salary

Bonus

Medical facility

Pick and drop

Gratuity fund

Social security

COMPENSATION AND BENEFITS

Coca-Cola Company is creating a system of mentoring programs that

include

one-on-one mentoring,

Group mentoring and

mentoring self-study tools.

Currently, Coca-Cola North America and The Minute Maid Company

have one-on-one mentoring programs designed to foster professional

growth and development.

These programs promote trusting relationships for networking,

coaching, career counseling and life lessons.

MENTORING PROGRAMS

Coca cola performance appraisal is on the annual basis.

Hr manger says

We appraise our employee on their performance.

We set the goals in the beginning of year and tell the employees about

the goal if the employees achieve these goals we appraise the

employees.

PERFORMANCE APPRAISAL

Coca Cola has set safety standard at a level that ensures compliance

with governmental and company requirements.

Protect the employees and ensure public safety extending throughout the

organization.

Integrated approach of innovation for the safety of employees at all

operation levels.

Establish mechanisms to communicate effectively with the employee's

consumers and government on the safety performance.

SAFETY POLICY

HR POLICIES

TATA STEEL• Tata Steel formerly known as TISCO and Tata Iron and Steel

Company Limited is the world's seventh largest steel company, Tata Steel is headquartered in Mumbai, Maharashtra, India and has its marketing headquarters at the Tata Centre in Mumbai Maharashtra.

• 80,391 employeesIndustrial Locations in India• Jagdalpur (Bastar) Project, Chhattisgarh • Kalinganagar Greenfield Project, Odisha • Port Project at Dhamra, Odisha • Haldia Plant, West Bengal• Tuticorin Mines, Tamil Nadu

HRM POLICIES• Tata Steel is an Equal opportunity employer• Tata Steel recognizes that its people are the primary source of

its competitiveness• It will pursue management practices designed to enrich the

quality of life of its employees, develop their potential and maximize their productivity.

• It will aim at ensuring transparency, fairness and equality in all its dealings with employees

• Tata Steel shall strive continuously to foster a climate of openness, mutual trust and teamwork.

• In the process TATA Steel shall strive to be the employer of choice by attracting the best available talent and ensuring a cosmopolitan workforce.

Recruitment

• Opportunities for employee wards - domain wise written test, assessment

centre, personal interview.

• We also select talent through Lateral Recruitment process which involves

interview by HR, subject matter expert and personal interviews.

• Campus Selection - B schools, T Schools - written test, psychometric test,

personal interview.

• Shadow recruitment for niche senior talent

• Group Migration Policy for our employees, which enables the group employees

to explore opportunities to work at Tata Steel from other group companies.

Learning and Development Programme

• The 70:20:10 concept of Learning and Development of officers has been

launched with an objective of creating a culture where every manager

takes ownership for the development of his/her subordinates. This also

helps in instituting systems so that employees are trained, coached and

mentored in a systematic manner such that they acquire appropriate

knowledge, skill and attitude required by the organization and are

prepared in advance to take up higher responsibilities.

• 70% of Learning and Development takes place from real life and on-the

job experiences, tasks and problem solving.

• 20% of Learning and Development takes place through coaching,

mentoring, discussions, guidance by superiors/experts.

• 10% of the learning comes from formal Class Room Training.

Ensuring Development and Growth of Employees (EDGE)

• The Performance Management System called ‘Ensuring Development & Growth of

Employees’ (EDGE) is one of the most important people process for executives in the

organisation which cuts across all levels and sections.

• Objectives of EDGE

• Align the activities and behaviours of individuals with company's corporate

objectives and values

• Develop the capabilities of employees to enhance performance of individuals or

organisation

• Culture enabling process - empowerment, creditability, values

• Supporting a culture of excellent superior-subordinate relationship

HR POLICIES

DABUR

Our people are our most valuable assets and investing in our people has

helped us to become a leading employer brand in the country and across

the globe.

Company profile

• Dabur India Limited is India's leading FMCG company with interests in

health care, personal care and foods.

• Dabur has a history of more than 100 years . The products of Dabur are

marketed in more than 50 countries worldwide.

• The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman

started a health care products manufacturing facility in a small Calcutta

pharmacy.As a result of growing popularity of Dabur products, in early

1900s, Dabur entered the specialized area of nature based Ayurvedic

medicines.

HR POLICIES FOLLOWED BY DABUR

• PERFORMANCE APPRAISAL

• REWARD AND RECOGNITION

• HEALTH AND SAFETY SCHEME

• TALENT MANAGEMENT

• TRAINING AND DEVELOPMENT

• GENDER DIVERSITY

• WORK LIFE BALANCE

• RECRUITMENT & SELECTION

PERFORMANCE APPRAISAL

Annual evaluation based on the goals set by the organisation. The

reasons for failures, if any are also discussed with the employees. a

standard value system is provided to the appraiser, based on which

assessments are done in four categories, namely:

• Outstanding.

• Excellent.

• Good.

• Below average

Also, there is only annual Feedback and discussion on reasons

of failures.

REWARD AND RECOGNITION

At Dabur, the Human Resources department supports the business

operations and helps enhance performance parameters for each employee.

Special care is taken in nurturing talent, promoting entrepreneurship among

employees and motivating employees to innovate and improve their

performance through an innovative reward and recognition programme

called ‘Applause’. The objectives of this scheme are:

• To reward contribution of employees beyond normal monetary rewards

• To recognize and applaud for immediate recognition

• To promote positive behaviors in the organization

Under this scheme, rewards are presented in five categories, namely:

• Rising Star: Most promising new comer award.

• Trailblazers: Employee of the half-year.

• Honors Club: Employee of the year.

• SPOT Recognition: On the spot recognition for wonderful job done.

• Eureka: An Idea Generation Award.

HEALTH AND SAFETY SCHEME

Dabur has also institutionalized Health, Safety & Environment policy (HSE),

which describe an occupational health and safety management system

based on seventeen elements (OHSAS-18001:2007) that include:

• A clear statement of overall health and safety objects.

• A commitment to the prevention of occupational injuries and illnesses.

• A commitment to continual improvement.

• A commitment to compliance with all applicable Act/Rules & legislation.

• A commitment to training, communication and make it available to all

interested parties.

TALENT MANAGEMENT

• Dabur’s Talent Management strategy is focused on building future leaders

and creating a talent pool within the organization to ensure a pipeline of

high quality business leaders to steer the company forward on its growth

trajectory.

• Career Development Centre (CDC) is an innovative HR initiative undertaken

by Dabur in a bid to provide career development and advancement

opportunities for employees who have been part of the Dabur India family.

GENDER DIVERSITY

• Dabur is consciously working towards enhancing gender diversity at the

workplace and 2.75% of the employees women.

• Today, 43% of brand managers across categories are women. Around 25%

of the management trainees recruited during the last two years are

women. Keeping this in mind, they have been celebrating International

Women’s Day (IWD) at Dabur as a gesture to women employees.

WORK LIFE BALANCE

Dabur’s HR department, along with line managers, ensures that

workplace environment is safe, hygienic, humane, and upholds the

dignity of the employees. The following work rules have been put in

place to ensure that employees maintain a healthy Work-Life balance:

• 5-day working week at the Corporate office.

• 2nd & 3rd Saturday off in Zonal offices.

• Employees are also entitled to take special occasion leave on account

for marriage anniversary/Birthday

Alok Dhir is the manager of the Men'sWear store of Fortune Group well

known for their world class retail store chains.

Prakash a commerce graduate is 5 years older than Alok with more experience

than Alok in retail trade. Prakash was rewarded for his excellent people skills

and promoted as the supervisor of Leisure wear unit a year ago.

Case Study On Learning, Training And Development

Six months ago Fortune began a systems migration program to replace the

existing decentralized store based computer and information software

with MATRIX, an enterprise wide integrated system.

They had to learn operating the new system and complete all transactions

at point of sale while the customer waited across the counter.

3 days training program was organized; first for managers and supervisors

and then for the other sales representatives. Alok and Prakash attended

the training together. The trainers demonstrated and explained every

process and transaction in detail, each participant was given time to

practice and a basic user manual provided to each participant.

Alok is disappointed because in spite of the training and time spent on demo

terminals, Prakash has not mastered the new system and it is affecting his

performance as well as the store's customer service.

Alok is now sensing that Prakash is feeling uncomfortable and stressed. He is

not seeking Alok's help anymore.

Prakash's discomfort with the system has added additional burden on other

employees besides affecting customer service.

Alok knows he has to take action quickly.

He wants to help but thinks that Prakash also has to take some initiative and

show progress or he may be forced to take some drastic action.

•Is this a training or learning problem? What do you think?

•What can Alok do to help Prakash?

•What should be Alok's line of action for the next few weeks?

Questions