HR

ABOUT
COMPANY
Founders
Founded
CEO
Industry

Larry Page, Sergey Brin

1998
Eric Schmidt
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

Google
Triumvira
Get to know your followers
te

Eric Schmidt

Create new ways to promote

your followers
Let your followers own the
problems you want them to solve
Allow people to function outside

Larry Page

the company hierarchy

Review your team's results by
someone they respect

Sergey Brin

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 offices
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

Bicycles painted in the corporate color scheme

are available for free use by any employee
travelling around the Googleplex

MPENSATION STRUCTURE
Googles compensation program, also called payfor-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

ERKS & 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

0/20/10 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. Googles 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

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.

MAN 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

RUITMENT & 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.

terviewee is looking for

adership:
n individual behaves in different situation
elping a team to succeed without officially being appointed as a team le

Role Related Knowledge:

variety of strengths and passions
the experience and a nice background
the 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

ow 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

nternships
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

RFORMANCE 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.

RFORMANCE MANAGEMENT
They follow more of Performance Management than
Performance Appraisal.
Instead of setting goals for them, Googles
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

AINING & 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

JOB ANALYSIS AND

Coca cola company HR department has its own job
DESIGNING
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.

ANNING AND FORECASTING

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

ECRUITMENT POLICY
Coca Colas 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

TRAINING
After recruiting the fresh employee ,they
POLICY
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 aboutnew
technology then they are allowed to start
their job .

WAGES
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.

NNUAL LEAVE 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

DUCATION
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
aroundthe 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.

ME MANAGEMENT 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)

MPENSATION AND BENEFITS

Basic salary
Bonus
Medical facility
Pick and drop
Gratuity fund
Social security

ENTORING PROGRAMS

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.

RFORMANCE APPRAISAL
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.

AFETY POLICY
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.

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 theTata
CentreinMumbai Maharashtra.
80,391 employees
Industrial 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.

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

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

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

TALENT MANAGEMENT

Daburs 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 Womens Day
(IWD) at Dabur as a gesture to women employees.

WORK LIFE BALANCE

Daburs 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

Case Study On Learning, Training

And Development

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.

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

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

Questions
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?