On inquiring the HR Intern about one of the reason of getting Hired, the answer slashes immediately, "It's clear, one has to be better than at least one of the employees at Google" and further inquiring about Why the Organization hires the Best of Best, "Promotions come many times during the period following the ignition of employment, Hiring over qualified is best under such situations, which ultimately means hiring the BEST"
Google takes into account the very basic Internal & External motivation concepts. Google relies on Internal motivation much more than External motivation. For eg. Google looks in the desire to produce quality soft wares, which depends on the cooperation and participation of thousands of potential employees who donate their time to develop and improve softwares.
Thus for making employees participate in management, Google's approach was to reinvent an approach that 3M company had adopted.
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3M's 15 percent policy encourages its researches to devote 15 percent of their time to projects of their own.
Google's policy splits the work hours of its employees in Two parts: 80 percent of their time is dedicated to assigned projects and remaining 20 percent to personal research which ultimately leads to employee participation in management.
The 20 percent policy is boom for employee who never had a moment to spare at previous jobs and for Google it helped to reduce turnover among employees to negligible.
This policy is one of the main stays of the Google innovation. When an employee visions a new product Managers don't say, "Its not a priority, so don't waste your time on it"
20 percent policy enhances productivity and it has also lead to emergence of new Google products like Google Suggests, Adsense for Content, Orkut, Google Chrome and many others.
This unusual HR policy, requires new administrative practices. At Google employees rather teams are asked to report in only 5 sentences how they contributed to Google and share their projects with Co-workers and if it is promising, it is adopted as an official Company Financed project.
The environment Google provides, gives employees with unusual work habits the means to regain their equilibrium after working long hours and thus leads Google "TOWARDS HIGH ROAD"
The Adjacent Cubicle
A team with a project that is an outgrowth of 20 percent policy presents the project for co-workers from other departments to review.
Traditionally the reviews and appraisals were made by Top Executives or Immediate heads. But at Google, "The Adjacent Cubicle" or the Coworkers/Peers are termed as best judges and thus review takes place within a team.
This team meets frequently to review, monitor and finally undergo appraisals (Occurs mostly on every Friday)
At Google employees submit their work to their peers, high-level engineers whose opinions count and getting their appraisal is important to everyone.
The power of Adjacent Cubicle
The above method focuses communication directly and entirely on the topic at hand. The appraisals are done not on seniority but on brain-power and qualifications.
The Geeks at Google are not rewarded by giving them managerial titles, though monetary reward are important but non-monetary rewards are also important. Peer review, Appraisals and Respect count for adept lot.
The performance appraisal by peers has modified management practices and organization hierarchy simplifies as the work gets divided.
But it is not the perfect model, it consumes a lot of time and political aspect also plays its role.
Then again every company has its corporate culture and like any company Google is not immune to these potential problems.
Google represents the invention of a new management model-and it has to be called revolutionary. Analysis reveals some of the features that have distinguished other great industrial revolutions: the discovery of a mass market, the invention of products, the development of new techniques for marketing and staff management.
Like every great management revolution, this one draws its legitimacy from the way it adapted to an economic, social, and cultural environment very different from that of companies of the past and present.
Google's repeated successes have created genuine enigmas for anyone interested in management strategy. To summarize just a few:
Always on Time
Marked to Standard
â€¢ Google has never spent a cent on advertising.
â€¢ The public is welcome to criticize the company.
â€¢ Google has no qualms about breaking every managerial rule in the book, refusing to observe even the most elementary marketing practices.
â€¢ For a long time, Google paid developers less than the competition yet the company has attracted the best employees and kept them longer.
To manage innovation, human resources, products, and customer relations, Google's leaders looked at the problems all companies encounter from a new angle. They were able to define and simultaneously solve the problems of division of labor and specialization with distinguished results. They have managed to build a rich, complex model that serves not only as an example to emulate but also as a subject of study for anyone interested in corporate management.