Contents

Introduction to GoogleHow has Google treated the Googlers well?

Layoffs in 2009Brain DrainGoogle ended censorship of China site

ConclusionQ&A

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Introduction

Founders Larry Page, Sergey BrinFounded 1998CEO Eric Schmidt Industry Media and Internet ServicesHeadquarters Mountain View, California

Organizational Mission

Organize the world's information and make it universally accessible and useful

Organizational Googles CultureInnovation and Creativity

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Organization structureBoard of Directors

Eric Schmidt, Google Inc.Sergey Brin, Google Inc.Larry Page, Google Inc.John Doerr, Kleiner Perkins Caufield & ByersRam Shriram, SherpaloJohn Hennessy, Stanford UniversityPaul Otellini, IntelShirley M. Tilghman, Princeton UniversityAnn Mather

Operating Committee

Eric Schmidt, Chairman of the Board and Chief Executive OfficerLarry Page, Co-Founder & President, ProductsSergey Brin, Co-Founder & President, Technology

Nikesh Arora, President, Global Sales Operations and Business DevelopmentLaszlo Bock, Vice President, People OperationsShona L. Brown, Senior Vice President, Business Operations, Google Inc.W. M. Coughran, Jr., Senior Vice President, EngineeringDavid C. Drummond, Senior Vice President, Corporate Development and Chief Legal OfficerAlan Eustace, Senior Vice President, Engineering & ResearchUrs Hlzle, Senior Vice President, Operations & Google FellowJeff Huber, Senior Vice President, EngineeringOmid Kordestani, Senior Advisor, Office of the CEO and FoundersPatrick Pichette, Senior Vice President & Chief Financial OfficerJonathan Rosenberg, Senior Vice President, Product ManagementRachel Whetstone, Vice President, Public Policy and CommunicationsSusan Wojcicki, Vice President, Product Management

Laszlo Bock VP, People Operations

David C. Drummond Senior VP, Corporate Development and Chief Legal Officer

Key executives by functionEngineering

Vinton G. Cerf, Vice President & Chief Internet EvangelistStuart Feldman, Vice President, EngineeringBen Fried, Chief Information OfficerVic Gundotra, Vice President, EngineeringUdi Manber, Vice President, EngineeringNelson Mattos, Vice President, Engineering, EMEABrian McClendon, Vice President, EngineeringCosmos Nicolaou, Vice President, EngineeringSridhar Ramaswamy, Vice President, EngineeringAndy Rubin, Vice President, EngineeringShiva Shivakumar, Vice President and Distinguished EntrepreneurAlfred Spector, VP of Research and Special InitiativesBenjamin Sloss Treynor, Vice President, EngineeringLinus Upson, Vice President, EngineeringJeff Dean, Google FellowSanjay Ghemawat, Google FellowAmit Singhal, Google Fellow

Products

John Hanke, Vice President, Product ManagementBradley Horowitz, Vice President, Product ManagementSalar Kamangar, Vice President, Product ManagementMarissa Mayer, Vice President, Search Products & User ExperienceNeal Mohan, Vice President, Product ManagementSundar Pichai, Vice President, Product ManagementMario Queiroz, Vice President, Product ManagementLorraine Twohill, Vice President, Global Marketing

Google.org

Megan Smith, Vice President, New Business Development, and General Manager, Google.org

Sales

Daniel Alegre, Vice President, Asia Pacific Sales & OperationsCarlo d'Asaro Biondo, Vice President, Southern & Eastern Europe, Middle East & Africa (SEEMEA)Francoise Brougher, Vice President, Online Sales and User OperationsHenrique de Castro, Vice President, Global Media & PlatformsDavid Fischer, Vice President, Global Online Sales & OperationsDave Girouard, President, EnterpriseJohn Herlihy, Vice President, Global Ad OperationsClaire Hughes Johnson, Vice President, Global Online SalesSanjay Kapoor, Vice President, Search PartnershipsDr. John Liu, Vice President, Sales, Greater ChinaMichael Lock, Vice President, Enterprise SalesNorio Murakami, Chairman, Google JapanPenry Price, Vice President, Global Agency and Industry DevelopmentPhilipp Schindler, Vice President, Northern and Central EuropeKoichiro Tsujino, President & General Manager, Google JapanDennis Woodside, Vice President, Americas Operations

Legal

David Lawee, Vice President, Corporate DevelopmentMegan Smith, Vice President, New Business Development, and General Manager, Google.orgMatt Sucherman, Vice President and Deputy General CounselKent Walker, Vice President & General CounselNicole Wong, Vice President and Deputy General Counsel

Finance

Brent Callinicos, Vice President & TreasurerMark Fuchs, Vice President of Finance and Chief AccountantDavid Radcliffe, Vice President, Real Estate and Workplace ServicesJason Wheeler, Vice President, Finance

Leadership style of Google triumvirateEric SchmidtGet to know your followersCreate new ways to promote your followersLet your followers own the problems you want them to solveAllow people to function outside the company hierarchyReview your team's results by someone they respect

Larry Page and Sergey Brin Democratic decision-making styles

So, What have the Google Triumvirate provided for Googlers?

Benefits of working at GoogleThe goal is to strip away everything that gets in our employees way.

We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses

just about anything a hardworking employee might want.

Eric Schmidt, CEO Google

So, What does it exactly Look like @ Workplace?

At the workplaceHealthy work-life balanceFlexible work hours, part timework options, and telecommuting if the specific job allows

Workout room with weights Locker rooms Washers and dryers Massage room Assorted video games Foosball Baby grand piano Pool table Roller hockey twice a week in the company parking lot Snack Rooms with free snacks foods, fruit, and beverages Free breakfast, lunch, dinner at the employee cafe

Also, Perks and Benefits

Monetary

27 days of paid time off after one year of employment18 weeks of additional paid time off post maternity leave; new fathers can take 7 weeks offFuel Efficiency Vehicle Incentive Program provides a $5,000 rebate to employees purchasing hybrid cars

Non-Monetary

Unlimited Sick LeaveOnsite Medical and dental facilities, oil change and car wash, courier, fitness center, banking center, free breakfast, lunch and dinner on a daily basisAnnual onsite Health Fair offering free testing services, including eye exams and cholesterol testingFree flu shots

ETC

, in shortHR functions and policies align with business model and vision makes Google the most exciting young technology company to work for

Healthy work-life balance is motivating people

"I trust the people I work for, have pride in what I do, and enjoy the people I work withTrust is written on the psychological contract

Good employment relations, employee relationsHigh Employee involvementMore likely engage in discretionary behaviorPositive Organizational citizenship behavior

High job satisfaction and commitment, even self-motivated

When Making the most of People in times of recession

However

26 November 2008

Google Layoffs: 10000 contractual part time Jobs Being Cut, Report Claims

4 January 2009Google to lay off 100 recruiters, close engineering offices

26 March 2009Google cuts 'just under' 200 positions

1 April 2008

Google to lay off around 25% of Double Click employees

Close to the Credit Crunch ? ?

Why? AssumptionsEconomic crisis poses the unique challenge to the HR department.Save costsBusiness effectiveness and efficiency

Corporate/Business strategy change functional (HRM) strategy change

Internal supply>demand Redundancy Layoff

Impacts on The Googlers?

An analysis from Google Official Blog

4 January 2009, 100 Layoffs

Given the state of the economy, we recognized that we needed fewer people focused on hiring...

we need to go further and reduce the overall size of our recruiting organization by approximately 100 positions. We know this change will be very difficult for the people concerned, and we hope that many of them will be able to find new roles at Google. They helped build this company, new hire by new hire, and we are enormously grateful for everything they have done.

Laszlo Bock, Vice President, People Operations (2009)

26 March 2009, 200 Layoffs

So today we have informed Googlers that we plan to reduce the number of roles within our sales and marketing organizations by just under 200 globally.

The recession makes the timing even more difficult for the Googlers concerned.

We had to restructure our organizations in order to improve our effectiveness and efficiency as a business.

We will give each person time to try and find another position at Google, as well as outplacement support, and provide severance packages for those who leave the company.

Finally, I would like to take this opportunity to thank everyone affected for all they have contributed to Google.

Omid Kordestani, Senior VP, Global Sales and Business Development (2009)

So, What can we learn from that?

In shortNo company is obligated to publicly address a round of layoffs or praise their axed employees or express sympathy for the resulting change or provide a high-level explanation for the layoffs

Go a long way toward honoring cut employees and improving themorale of those that remain

Leadership style: Humanistic, Theory Y leadershipMotivation: Employee involvementHow the psychological contract work in reality

SuggestionsDeal with redundancy and dismissal Compensation to retrenched employees

Job reapply

Strengthen management, career designing and planning

Ability and Skills: Training, development and learningMotivation: Morale and Productivity Opportunity to participate

Attitude and feelings of job satisfaction and commitment

Line managers

End...?

Brain drain at GoogleSpotlight

The departure of Googles communication bossElliot Schrage to Facebook on May 2009

Why?

The changing enterprising spirit Limited senior positions Numerous companies provide Googles knowledge workers with large salary and attractive terms and conditions

Assumptions

Work life balance?Irregular career planningImpersonal companys HR policies

Point of views from the GooglersLink to people performance management model (AMO)

Those knowledge workers with ability and skills feel that they cant be recognized and valued as the company matures

Googles continuous hiring new knowledge workers make current knowledge workers feel less motivation and bigger stage to perform well

Those ambitious talents think that Google cant delivery job satisfaction and give enough opportunities

Stock option package

Implications for Google and HRMAssumptions

Business efficiency and productivity: AMO didnt fully happenAffect organizational citizenship behaviorMorale of effective team

Potential human capital advantage lossesAffect competitive advantage: Long-term ability to compete

Necessary training or recruitment

An analysis from the News

Elliot was a valued member of the Google team we wish him well. " We have a deep management pool at Google."

Google spokesman Matt Furman (2008) Google has denied the a brain drain of talent following the departure of its communications boss Elliot went to Facebook (BBC News, 2008).

Brain Drain in the news

So, Why?

SuggestionsIncrease job satisfaction and commitment Lower LTR

Ability: make best use of talents skills or abilitiesMotivation: pay and rewards, welfare, terms and conditionsOpportunities : Career development, challenging enough jobs

Communication for employment relationsTraining new knowledge workersImprove work-life balanceShow respect

Function of line managers

Human resource retentionGain sustainable competitive advantage as a new media company

Spotlight In 2010

A new approach to ChinaThese attacks and the surveillance they have uncovered combined with the attempts over the past year to further limit free speech on the web have led us to conclude that

We should review the feasibility of our business operations in China, and potentially our offices in China.

12 January 2010David Drummond, Chief legal officer

Why ? Dont be evilSince services and information are our most successful exports, if regulations in China effectively prevent us from being competitive, then they are a trade barrier" Co-Founder Sergey Brin 24 March 2010

Why ?Corporate/Business strategy

Adapted from: WSJ Research. Analysis International (Data) (2010)

Implications for Google and HRM The decision to review our business operations in China has been incredibly hard, and we know that it will have potentially far-reaching consequences. We want to make clear that this move was driven by our executives in the United States, without the knowledge or involvement of our employees in China who have worked incredibly hard to make Google.cn the success it is today.

We are committed to working responsibly to resolve the very difficult issues raised.12 January 2010David Drummond, Chief legal officer

Google in the News

Google China Employees in Limbo 13/1/2010, WSJGoogle China Employees Given Holiday Leave, Networks BeingScrutinized14/1/2010 BBC China 600 employees in Google China may lose their jobs, some have been transferred to Hong Kong15/1/2010, SinaGoogle China Is Hiring as Withdrawal Concerns Ease23/2/2010, Business WeekGoogle starts hiring again in China2/3/2010, Business Insider

Implications for employees ChinaUncertainty and difficulties

Changes in

Psychological contract in realityJob securityEmployee InvolvementPsychological will Discretionary behavior

Discretionary behaviors of those employees in times of limbo?

From google.cn to google.com.hkIn terms of Google's wider business operations, we intend to continue R&D work in China and also to maintain a sales presence there, though the size of the sales team will obviously be partially dependent on the ability of mainland Chinese users to access Google.com.hk.

Finally, we would like to make clear that all these decisions have been driven and implemented by our executives in the United States, and that none of our employees in China can, or should, be held responsible for them.

Despite all the uncertainty and difficulties they have faced since we made our announcement in January, they have continued to focus on serving our Chinese users and customers. We are immensely proud of them.22 March 2010David Drummond, Chief legal officer

However, in the mean timeStay and serve the usersTransferred to the office in Hong KongTransferred to the office in HQ (Assumption)

Go to other Internet or media companies in China

2008~2009, Layoffs Job losses in Google ChinaBut Wait

What about the Union?

ReferencesAnthony, S. (2010). China VS. Google: Did a Google employee provide inside help?. [Online] Available at: http://www.downloadsquad.com/2010/01/19/china-vs-google-did-a-google-employee-in-china-provide-inside/ (Accessed on 10 March 2010)Beardwell, J. and Claydon, T (2007). Human resource management : a contemporary approach. Financial Times Prentice Hall. HarlowBBC (2010). Google stops censoring search results in China [Online] Available at: http://news.bbc.co.uk/1/hi/business/8581393.stm (Accessed on 10 March 2010)Back, A. (2010). Google China Employees in Limbo. [Online] Available at: http://blogs.wsj.com/chinarealtime/2010/01/13/google-china-employees-in-limbo/tab/article/ (Accessed on 10 March 2010)Bock, L. (2009). Changes to recruiting. [Online] Available at: http://googleblog.blogspot.com/2009/01/changes-to-recruiting.html (Accessed on 11 March 2010)Bratton, J. and Gold, J. (2007). Human resource management: Theory and practice (4th Ed.). Palgrave Macmillan, Basingstoke.Brewster, C. et al. (2008). Contemporary issues in human resources management: gaining a competitive advantage. Oxford University Press, Oxford.Eustace, A. (2009). Changes to engineering. [Online] Available at: http://googleblog.blogspot.com/2009/01/changes-to-engineering.html (Accessed on 11 March 2010)Foot, M. and Hook, C. (2008). Introducing human resource management (5th Ed.). Financial Times Prentice Hall, HarlowHelft, M. (2009). Google plans to lay off 200 workers. [Online] Available at: http://bits.blogs.nytimes.com/2009/03/26/google-plans-to-lay-off-200-workers/ (Accessed on 11 March 2010)Kordestani, O. (2009). Changes to our sales and marketing organizations. [Online] Available at: http://googleblog.blogspot.com/2009/03/changes-to-our-sales-and-marketing.html (Accessed on 11 March 2010)Shiels, M. (2008). Google denies staff brain drain. [Online] Available at: http://news.bbc.co.uk/1/hi/7389179.stm (Accessed on 12 March 2010)Wauters, R. (2010). Google China employees given holiday leave, networks being scrutinized. [Online] Available at: http://techcrunch.com/2010/01/14/google-china-holiday-leave/ (Accessed on 10 March 2010)

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