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In reading the article regarding all the benefits that Google offers to the I believe that Human Resources was instrumental in the design of the majority of the benefits offered. In an article in the Huffing Post, dated 01/21/2013 “Here is How Google Became a Great Place to Work”, it discusses how Google was noticing a trend that many of their female employees were leaving the company and it was affecting their profitability. The director of what they term “People Operations” took a hard look at the reasoning behind the trend of women leaving the company. What they found was that these women were starting families and the maturnity leave benefits were not as great as they should be. Google decided to change the policy and it caused the attrition for new mothers and women employees to drop 50%.
What the Humanresource or People operations department at Google does that earns them these accolades is pours over details of the response to different benefits that they offer their employees. They survey their employees yearly to gain insight into their lifestyles and they then make implementations to their company.
This is a big responsibility and undertaking for Google as a company. The positive effects of this dedication to the employees is exponential, their employees are more productive because of the care Google takes of their needs. They have also discovered data of characteristics of successful managers with low attrition. They circulated these findings along with the “secrets to their success” they found the managers took the suggestions and their productivity along with their subordnates improved as well. It goes without saying that with this type of culture the overall “happiness” of their employees is on a high level and that is how Google ranks its success as a company.
The article states that some of the problems that Google has are atypical to other like companies. Such things as worrying about the best way to give someone a raise or promotion rather than how to lay someone off. It also states that because of the sheer size of the company and its large work force of data driven engineers the People Operations department had to change the way it handles its protocol. Their workforce demanded data to make data decisions that would support people decisions.
Another drawback was the lengthy interview and hiring processes which over time has been streamlined because it was actually hurting the recruiting of great employees.