Human resource management of corporations is responsible for a successful recruitment procedure which included various processes such as attracting potential applicants, selecting the talented and qualified candidate and appointing them jobs according to their talents. A recruitment procedure’s success is based upon the employee turnover ratio of a company. The retention of workers shows the achievement of a recruitment process. The human resource management of modern organisations faces many new challenges while recruiting the talented employees for their corporations. This report takes the example of ‘Google Incorporation’ to understand the challenges faced by large technology companies while recruiting their employees. Various factors affecting the recruitment procedure of Google such as brand image, employee demands, competitions and demographic issues will be discussed in the report. Further, the report will analyse human resource management strategies to provide solutions for such problems and evaluate various theories provided by market experts.
Google Inc. is a multinational American organisation founded in 1998; the company operates in software, internet, and computer hardware industry. The corporations are known for their web search engine, and they provide various other services to users such as Maps facility, advertisement services, electronic mail services and much more. The organisation currently has more than 72 thousand employees globally, more than 11 thousand of which works at the headquarters of Google in Mountain View, California. Google has implemented a strict corporate social responsibility strategy which assists them in providing various incentives to their employees, Google has won the title of “Best place to work” several times. The company uses various modern methods to attract talented employees in their organisation, Google’s primary requirement for employees include highly talented programmers or coders which are highly in demand in-between technology corporations (Bock 2015).
Being an international technology organisation, Google faces various issues and problems in their recruitment procedure regarding the demand of employees, target demographic and selection procedure. Following are some of the primary problems faced by Google in their recruitment procedure.
The primary challenge faced by Google while recruitment is due to their organisational image. As per Rosett (2015), Google is an international company and a large number of people preferred to work for them due to their employee benefits packages. The corporation has acquired the number one position of the best place to work in the world many times. Google employee’s incentives include 70-20-10 working hours, unlimited sick holidays, scholarships, free teaching classes, more family time, long maternity leave and high pay grade. The organisational environment of Google is positive and diverse; the company promote ideas of their employees and provide them investment. These benefits attract a significantly large number of job applications to Google through various sources such as online website, university and placement agencies.
As per Kim & O’Connor (2009), Google receives around 3 million job application in a year, the human resource management of the company faces difficulty in finding the right talent for the corporation through large applications. Other than specific job placements, Google allows people to send their resumes any time over their website, which increases the number of job applications. The human resource department face various issues such as analysing the application to find potential candidates, telephonic interviews, capability tests and final interviews. Many of the applications come from different countries which makes it difficult for HRM to conduct personal interviews.
Google is one of the world’s number one organisation in terms of profits which is achieved by the company through the talent of their employees. The demand of Google while selecting right employee include talent, expertise, social skills, and humility. There is the significantly high demand for talented and experienced programmers in Google but there is lack of brilliant coders. As per Yakubovich & Lup (2006), the recruitment procedure of Google takes around 8 to 12 weeks of time. The reason for the long procedure is that Google prefers to hire only the best talent which they determine by conducting various tests and several interviews. Many candidates leave the recruitment procedure because it takes too long, in case of candidates from other countries; the selection became impossible due to long recruitment procedure. Google loses many of the talented candidates due to their considerably long recruitment procedure which can affect the company’s development.
The recruitment procedure of Google includes various aspects such as attracting, analysing, interviewing and retaining the talented candidates. As per Tracey & Hinkin (2008), the company incurred high expenses over these procedures to select the best candidates. Google has world’s largest budget for recruitment procedure than compared to any other companies. Google employ internet and external specialised recruiters to spot talented programmers. The company has more than 400 profession recruiters in 2009, and they also provide one HRM member over 14 employees. Google also pay for the traveling and accommodation expenses for the candidates they invite for an interview from different countries. The high expenditure over recruitment procedure can be detrimental for the organisation (Cascio & Aguinis 2005).
The employees’ demographic of Google include mostly young programmers; the age difference makes it difficult for Google in maintaining their employees for a long time. According to Holm (2012), most of the millennial employees (born in the 1980s to 2004) prefer to changes their organisation and opening their own start-ups. In the technology industry, specifically software, there is a primary problem of retention in organisations. In case of other industries, the maximum number of the employees is not millennial, which assist in retention process, but in Google due to the age gap, the HRM find it difficult to retain employees in the organisation. For improving retention, Google has to provide various incentives to their employees which eventually enhance their expenditures (Rehman 2012).
Wenjing (2006) provided that in the software industry, most of the modern organisation hires talented employees from foreign countries, in Google more than 15 percent of employees are Asian. Technology companies establish outreach programs in universities of China, India other countries to hire talented employees from them. These employees are beneficial for organisational growth but without proper diversity policies, these employees face difficulties in adopting a corporate culture of the company. The corporation faces various difficulties in establishing a supportive and positive diversity culture in the organisation which contributes to retention of employees (Armstrong & Taylor 2014).
As per Gore (2005), the competition in the technology industry is considerably high where companies fight to attract and retain talented employees. The primary competitor of Google includes Amazon, Apple, Microsoft, and Facebook. These corporations pay handsome benefits to the employees who leave other organisation and join their company. To achieve success and sustain future development, Google is required to retain brilliant employees in the corporation.
To overcome the drawbacks of the recruitment procedure, Google can apply various HRM strategies. These policies will assist Google in improving their recruitment process.
One of the primary problems of Google’s recruitment process is a large number of job applications received by them. HRM finds it difficult to analyse every applicant and conduct interviews with them. As per Rosa (2008), to avoid this issue, Google should establish criteria for candidates while they apply for a certain job, for example, if there is a certain requirement for a job then only the person with such qualification will be able to apply. The applications submitted over online portals must be divided according to experience and qualification of candidates, which makes it easier for HRM member to analyse the applicant. In case of university placements or outreach programs, the criteria for students should be selected by HRM to speed up the process of recruitment.
By reducing the time of recruitment procedure, Google can increase the effectiveness of their recruitment procedure since it provides them more time to analyse more candidates. As per Sangeetha (2010), Google can reduce their recruitment process by conducting group interviews in the first stage, which speed up the process and provide information regarding the social behaviour of candidates to HRM. Google can also narrow their requirements for a particular job, by narrowing requirement; the HRM staff will only focus on certain qualifications which reduce the number of applicants. The organisation can also save time in tests conducted by them, by conducting an online test or group tests. Finally, the company can outsource their recruitment procedure to reduce the burden of HRM staff and improve its quality. Outsourcing the work will also assist the company in conducting interviews in other countries (Yamamoto 2011).
Google can adopt several HRM strategies to reduce their cost of recruitment. The company can reduce the number of a professional recruiter for their recruitment procedure. The number of HRM staff over one employee is also high at Google which can be reduced by the organisation. Outsourcing the services will benefit the company in reducing their costs significantly (Jain 2013).
As per Mandhanya (2015), by establishing positive corporate culture Google can prove retention, competition and diversity issues. The maximum number of modern employees, which include millennial, prefer positive environment over high pay. The challenges of retention and competition can be overcome by establishing a cooperative and positive environment in the workplace. Proper diversity strategy includes provision regarding discriminations and proper opportunities should be given to women and employees with different backgrounds.
Conclusion
From the above report, it can be concluded that software and internet industry faces various challenges in recruitment procedure. These corporations are different from traditional organisations because they adopt an employee-centric approach in the company. Google faces various issues regarding their recruitment procedure such as retention issues, high costs, competition from other organisations, long recruitment procedure, a large number of application and diversity issues. Google can adopt various HRM strategies to avoid these issues such as reducing interview process, stabling criteria for receiving applications, outsourcing the recruitment process and establishing a positive corporate culture. These strategies will assist Google in improving their recruitment procedure and sustain their future development.
References
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Bock, L. (2015). HERE’S GOOGLE’S SECRET TO HIRING THE BEST PEOPLE. Wired. Retrieved from < https://www.wired.com/2015/04/hire-like-google/ >
Cascio, W. F., & Aguinis, H. (2005). Applied psychology in human resource management.
Gore, T. (2005). Extending employability or solving employers’ recruitment problems? Demand-led approaches as an instrument of labour market policy. Urban Studies, 42(2), 341-353.
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Jain, M. (2013). Employee attrition-causes and remedies. Journal of Social Welfare and Management, 5(2), 69.
Kim, S., & O’Connor, J. G. (2009). Assessing electronic recruitment implementation in state governments: Issues and challenges. Public Personnel Management, 38(1), 47-66.
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Rosett, M. (2015). Google Has a Secret Interview Process… And It Landed Me a Job. The Hustle. Retrieved from < https://thehustle.co/the-secret-google-interview-that-landed-me-a-job >
Sangeetha, K. (2010). Effective recruitment: A framework. IUP Journal of Business Strategy, 7(1/2), 93.
Tracey, J. B., & Hinkin, T. R. (2008). Contextual factors and cost profiles associated with employee turnover. Cornell Hospitality Quarterly, 49(1), 12-27.
Wenjing, S. (2006). Research on the Problem in the Recruitment of Employee. Journal of Anhui Agricultural Sciences, 34(16), 4181.
Yakubovich, V., & Lup, D. (2006). Stages of the recruitment process and the referrer’s performance effect. Organization science, 17(6), 710-723.
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