Case Study - Google T& D PDF

BUSINESS, MANAGEMENT
Google’s HRM: Training, Performance

Management
UPDATED ONUPDATED ON JANUARY 28, 2017 BY JESSICA LOMBARDO
Google Street View camera cars. Google’s human resource management practices holistically address
employee training needs and performance management. (Image: Public Domain)
Google’s human resource management practices cover effective employee training programs, as
well as performance management to maximize human resource capabilities. The company uses
appropriate needs analysis to design training programs aimed at supporting an innovative
workforce. The training programs and their results are regularly evaluated to ensure that they meet
Google’s human resource needs. The company also has finely tuned performance management
practices, inclusive of performance planning that directly address corporate objectives for HRM.
However, the company also experiences performance problems in its human resources. To address
this condition, Google’s human resource management uses information about performance
problems as basis for improving performance management practices along with employee training
programs.
Employee Training at Google
Needs Analysis. Google’s HR management uses different types of needs analysis, such as
organizational analysis, work analysis, and cost-benefit analysis. Organizational analysis identifies
new human resource needs based on the firm’s current situation. For example, in developing new
products and investing in new businesses, Google conducts organizational analysis to determine
the corresponding human resource requirements. Work analysis determines the specific
requirements to fulfill work tasks. Google applies work analysis on new jobs, or when an
organizational restructuring has just occurred. Cost-benefit analysis determines the practicality of
training programs and activities. Google’s HRM objective in using this type of analysis is to
maximize the benefits achieved through training programs.
Program Design. Google’s HR management uses a combination of the relational model and the
results-oriented approach for training program design. The relational model focuses on the
relationship of the company with employees. Google maintains positive internal relations to foster
employee participation in creative and innovative processes. The results-oriented approach focuses
on training outcomes. For example, in implementing a training program, Google uses this approach
to facilitate employees’ learning. Thus, the relational model optimizes relations among employees,
while the results-oriented approach ensures that Google’s human resources are effective.
Delivery. Google’s human resource management delivers training programs in various ways, such
as discussions, simulations and on-the-job training. Discussions enable Google to maintain rich
communications involving employees. With rich communications, training programs also benefit
through maximum feedback from the trainees. The company uses simulations to facilitate creative
responses. Simulations empower Google’s employees to understand the details of work tasks,
projects, and products. The company’s HRM uses on-the-job training to maximize the transfer of
knowledge to new hires or interns. Many of these interns are absorbed into Google’s organization.
Evaluation. Google has summative and descriptive purposes in evaluating training programs. The
summative purpose is to determine the effectiveness of the program in developing human
resources. The descriptive purpose of evaluation is to understand the effects of the training on
employees. Google’s human resource management uses evaluation variables like trainees’ learning
and reactions, and the results of training programs in terms of changes in human resource
knowledge, skills, and abilities.
Google’s Performance Management Practices
Performance Planning. Google’s performance planning efforts address different dimensions of

its human resource management, including customer service, communication, support for
diversity, and problem solving abilities. Google’s performance appraisal programs also use
variables corresponding to these dimensions. For example, the company’s HRM evaluates
employees’ performance in internal communications and problem-solving activities to decide on
performance management approaches.
Link to Corporate Objectives. Google’s performance management practices are directly linked
to corporate objectives for human resource management because they ensure that employees
remain capable of supporting the firm’s business activities. For instance, the emphasis on diversity
supports diverse ideas, which lead to higher rates of innovation. Innovation is part of Google’s
corporate objectives. Also, the emphasis on problem-solving abilities ensures that the human
resources are satisfactory in developing Google’s organizational resilience.
Measurements and Standards. Google’s HR management uses different sets of measurements
and standards for its performance management practices in different areas of human resources.
The firm uses individual measurements of ethical conduct and contributions to innovation and
quality of output. Google’s human resource management also uses team variables like
collaboration level. Creativity is also an important measure of the performance of the firm’s human
resources because creative employees contribute more to Google’s innovative culture. The
company maintains high standards for all of these measures and always emphasizes excellence in
employees.
Performance Interviews. Google’s human resource management conducts performance

interviews that address concerns about individual performance and team performance. The
individual performance interviews cover knowledge, skills, abilities and other attributes of
employees. The team performance interviews cover how employees perform as part of project
teams in Google. Note that the company forms and disbands teams for different purposes and
projects. The interviews are also structured and unstructured, formal and informal. Google’s HRM
uses unstructured and informal interviews in the fun meeting places, such as the coffee and snack
areas of its offices.
Performance Problems. Google’s human resource management is usually concerned about

performance problems in the areas of quality of work and work behaviors. In terms of quality of
work, some red flags for HR managers are errors and ineffective work techniques. In terms of
work behaviors, Google’s HR managers are concerned about negativism, power struggles, and
tardiness or delays.
Discussion
Q1. Analyze the Google’s training need analysis methods with respect to its organizational
strategies.
Q2. How the relational models and result oriented models are different in their approaches while
designing the training programs? Do you think these approaches have different outcomes in terms
of their effectiveness? Provide your opinion with justifications.
Q3. Critically analyze the effectiveness of the training programs and it evaluation strategies in
Google.
Q4. Based on the google performance standards, training strategies, can you come up with the
relationship diagram of these two variables and overall organizational objectives and strategies
of Google?
Q5. The recent issues in Google’s performance standards discussed in this case, please suggest
what type of training Google should have to overcome these issues.

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BUSINESS, MANAGEMENT

Google’s HRM: Training, Performance

Employee Training at Google

Google’s Performance Management Practices

Performance Planning. Google’s performance planning efforts address different dimensions of

Performance Interviews. Google’s human resource management conducts performance

Performance Problems. Google’s human resource management is usually concerned about

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