HR-Lessons-Learnt-From-Google

Khushboo Kaushik is Content Manager at CareerBuilder India. Her expertise of writing can be uncovered in areas- Employer Branding, Recruitment Trends, Employee Engagement, Tech in HR. Also, a lover of poetry & art. Reach out to her at n.linkedin.com/in/khushboo-kaushik-4b525a102

Years ago, Sergey Brin and Larry Page, both master-degree students from Stanford co-founded Google. Today, Brin, is the President of Google’s parent firm Alphabet Inc’. Initially, they both started hiring candidates like them- people from top schools and high GPAs. This is no longer the case today with Google hiring managers soon after the organization decided to hire candidates (14%),  those who do not own a college degree as well. Google consistently believed in reviving its hiring practices with an aim to bring people on board who are willing to learn & create something new, basis on which they were assessed and progressed.

Google perceived an interview-centric model and determined the one that fits rightly into Google’s organizational culture. The interview process turned vital mainly for managerial positions. The company believed in training leaders who are good for Google, not just in current time but, for long-term.

HR-Lessons-Learnt-From-Google

Hiring Practices – What does Google do differently?

1. Focus on Quality Hire

  • Google sets a high bar for quality candidates. It prioritizes the requisite attributes from prospects and assesses candidates objectively.
  • The company utilizes an unbiased group of people to conduct interviews giving candidates a reason to join.
  • Conducts committee reviews ensuring that no manager/HR hires with a biased mindset to fill a vacant position.
Also Read:  Role of Technology In Talent Acquisition & What Lies In future - HR Talk With Harjeet Khanduja

2. Work Samples Are a Must at ‘Google’

  • Conducts a work sample test for review to ensure the best candidates are assessed and brought to work with the brand.
  • Candidates are given a case study or situation that works on evaluating their capability, enthusiasm, and attitude to work as a flexible resource.
  • Rolls out surveys to all candidates (hired or not) and ask them to rate their hiring process as a means to identify the consistency in their hiring practices.

3. Treats Employees as Future Innovators

Google treats its workforce as intellectual people on board owing to which the employees perform in a similar way. Google does it all to create the sense of trust, transparency, pays people adequately based on their performance and the benefits are by default added to the Googlers list.

Examples include:

  • International food
  • Wonderful campus
  • Shuttle support for long commuters
  • Child care options for parents
  • Leverage of 10% creative time for engineers to experiment something of their interest.

A small step can make a big difference tomorrow, is clearly witnessed in the way Google hires and retains talent on board. Employers aspiring to become great brands have all the freedom to implement these practices as a means to visualize that desired change in the outcome in terms of quality hire, engaged employees and cost of hire.

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