Qa). Google as the video also showed gets over a million applications to get into it from candidates, globally but only a few thousands make it. Making the entry into Google tougher than getting entry in to any of the world’s best institutes.
Google HR, known as, “People Operations,” plans and excur=tes the entry of the new people and guides their compensation and the working and adapting Google for them.
Lot of thought, interviews, experiments, efforts and work has gone into totally revolutionizing Google’s HR process and further helping Google in remaining at top ensuring best people enter Google and they get the best of the environment to remain communicated, motivated, facilitated, acquire more and more role related knowledge and in turn contribute to the progress and leadership positioning of Google.
Google’s approach not only is contrary to the normal HR policies that most of the companies follow but is literally mind boggling in some of the concepts like the boss is there to help his team, he is not enjoying powers to hire, fire, promote or even rate his team members. Such contrary concepts sound good to hear but it is extremely difficult to apply and follow these in the organizations.
Qb). Of the four I find compensating the best of the talent and brains available in the organization is one of the toughest challenge for the company.
The challenge gains more significance with the fact that the bosses are not evaluating and recommending on individual performances.
This might lead to conflicts and demotivation also.
The system completely is taking a contrary position to the contemporary system of following a bell curve for averaging and compensating the people.
The evaluation is basically related to the cognitive ability and relating the purpose of the employee to the purpose of the organization.
I am not very sure what all parameters of measurements they must have been applying to measure and fix the compensation to the employees based on their suitability to the vision of the company. But I am sure the compensation must also not be smooth and evenly distributed among the employees but a good amount of reasoning and arguments must have been backing up the compensation.