HR Policies

 

HR

 

A'O(T CO$)A*+  • •

Founders Founded

•

CEO

•

Industry

Larry Page, Sergey Brin 1998 Eric Schmidt Media and Internet

Services 

•

Headquarters  Montain !ie", Ca#i$ornia Google is an American multinational corporation specializing in Internet-related services and products.



Tese include searc cloud computing! so"t#are! and online advertising tecnologies. $ost o" its pro%ts are derived "rom Ad&or Ad&ords ds

 

Google Triumvira •%et to &no" yor $o##o"ers te

Eric Schmidt

•Create ne" "ays to 'romote

yor $o##o"ers •Let yor $o##o"ers o"n the

'ro(#ems yo "ant them to so#ve •)##o" 'eo'#e to $nction otside

Larry Page

the com'any hierarchy •Revie" yor team*s res#ts (y someone they res'ect

Sergey Brin

 

O,GA*IATIO*A C(T(,E %oog#e

has +y'e  Strctre-

%oog#e

tries to maintain o'en c#tre

everyone

is a contri(tor and $ee#s com$orta(#e in sharing ideas and

o'inionsLoca#

toches #i&e s&i gondo#as in rich, e.'ress e.'ressing ing each o/ce0s

nie #ocation and 'ersona#ity

2o(#e rooms "ith three or $or team mem(ers- +here are $e" sing# rooms3oot( 3oot(a##, a##,

Socia#

gro's-

darts,#a' 'oo#s, gyms that inc#de yoga and dance c#asses-

gro's o$ a## &inds, sch as meditation c#asses,"ine tasting

Hea#thy

$ood at "ide variety o$ ca$es, and otdoor seating $or

 

'icycles painted in te corporate color sceme are availa/le "or "ree use /y any employee travelling around te Googleple0

 

)E*1ATIO* 1T,(CT(,E 

%oog#e0s com'ensation 'rogram, a#so ca##ed ‘payfor-performance00 for-performance



$ocses on 'roviding re"ard $or strong 'er$ormance as "e## as training $or overcoming "ea&nesses $or nder'er$ormers-

 +his

'hi#oso'hy o$ %oog#e "as a''#ied to a## %oog#e

em'#oyees, and there "as an increase in the 'ortion o$ com'ensation in accordance "ith the #eve#s o$ #eadershi' and res'onsi(i#ity

%oog#e ty'ica##y 'ays its em'#oyees 12% above market 

 



Googlers also "etc good salaries.



&ile "res $'As are o2ered salaries /et#een



345!555 and 3675!555 per annum! e0perienced engineers dra# an annual pac8age o" 3695!555 along #it 455 options.



 According to a researc conducted /y Glassdoor in 7554! so"t#are engineers at Google dra# an envia/le compensation pac8age as compared to teir counterparts at $icroso"t or +aoo:



Google /ecame te %rst company #ere te 'oard o" ;irectors requested "or a reduction in salaries and compensation /ecause tey "elt tey #ere getting



more paid tan tey needed. All te employees greed! and in 7554-5<! the

 

,?1 @ 'E*EFIT1 

4' to $8,000/year in tition reim(rs reim(rsementement-



On5site 'er&s inc#de medica# and denta# $aci#ities, va#et 'ar&ing, $ree "ashers and dryers, and $ree (rea&$ast, #nch and dinner on a dai#y (asis at 11 gormet restarants-



4n#imited sic& #eaves



67 days o$ 'aid time o a$ter one year o$ em'#oyment-



%#o(a# Edcation Leave Program ena(#es em'#oyees to ta&e a #eave o$ a(sence to 'rse $rther edcation $or ' to  years "ith :1,;,;;; in reim(rs reim(rsementement-



3ree shuttles equippe !ith "i-#i from locations arond the Bay



)rea to headarter o/cesC#asses on a variety o$ s(<ects $rom estate '#anning and home

 

5B75B65 ,(E 

%oog#e came ' "ith a $orm#a $or its em'#oyee to $o##o" to ensre creativity-



Em'#oyees have to divide their time at "or& into three 'arts>



7; 'ercent are to (e devoted to search an avertisin



 6; 'ercent ?1 day o$ the "or&ing "ee&@ on a proect of their choice



 1; 'ercent to far-out ieasieas- %oog#e0s com'etitiveness-



  )s a res#t em'#oyee %oog#e +a#&, %mai# and San 3rancisco Ai53i initiative



In order to create a #earning organiation, %oog#e 't team

mem(er "ithin a $e" $e " $eet o$ each other other- +he res#t (eing that everyone shares an o&ce !ith one or

 

H, ;E)A,T$E*T HA1 A (*I(E CHAE*GE it has to ensre that the em'#oyees are motivate an committe to the orani+ation "ith com'#ete integrity and honestythe mar&et dynamics are not aversely aecte by the sheer volumes of investment involve in involve in the 'rocess-

 

HR 'ractices at %oog#e are named Peo'#e O'erations0  4nder#ine

the $act that ,Dnot a more administrativ administrative e

$nction, (t ensres to (i#d a strong employee-employer relationship-D relationship -D ncreasin  +he

employee prouctivity -

HR team is made ' ' o$ genera# HR (s (siness iness 'artners,

interna# cons#tant, #ine managers, #earning and deve#o'ment, and recritment teams +hey

are a#so a#so s'ecia#ists in com'ensation and ( (enets, enets,

(t most o$ the team mem(ers0 "or& as genera# HR (siness 'artners and interna# cons#tants-

 

A* ,E1O(,CE )A**I*G %oog#e

hiring 'rocess ta&es $rom one to four

months In

order to hire ne" em'#oyee management sho#d

a''rove head contF a#so sta can on#y (e hired into a''roved 'ositions )##

ne" 'ositions must pass throuh the respective

buet approvals for each area' recritment

at %oog#e is not the so#e res'onsi(i#ity

o$ the HR team the

ot#oo& o$ every em'#oyee, trning %ogg#e into

a recriting machine0

 

(IT$E*T @ 1EECTIO* AT GOOGE %oog#e

gets more than 2 million applications a year -

.hone

intervie! rst 

Rond

o$ a(ot ve meet-an-reets "ith meet-an-reets "ith mangers and other

team mem(ersHiring the riht people is people is a &ey HR 'hi#oso'hy at %oog#e  +he

median age o$ em'#oyment em'#oyment at %oog#e iis s 2 years, years, the

yongest "or&$orce +hey

$o##o" a riorous an quality assure process $or process $or its

interna# vacancies%oog#e -12

is &no"n $or its rigoros se#ection 'r 'rocess ocess

roun of intervie!s an apart from initial 2 rouns of 3

intervie!s, rest all are technical base'  

ervie"ee is #oo&ing $or

dersipD n individa# (ehaves in dierent sitation #'ing a team to scceed "ithot o/cia##y (eing a''ointed as a team #

ole  ,elated ?no#ledgeD variety o$ strenths an passions the e4perience e4perience and  and a nice backroun the technical skills are skills are a#so ta&en into consideration Ho# +ou Tin8D Here they are least intereste a(ot intereste a(ot grades ho! the caniates think "hat he approaches the problem and problem and so#ve it

 

# Tey ;ecide Candidates

are assine ierent teams and teams and

made to "or& on dierent 'ro<ects +hey )n

collect feeback  $rom  $rom m#ti'#e %oog#ers

inde'endent committee o$ %oog#ers revie!

feeback  $rom  $rom a## o$ the intervie"ers  +hese

committees ensure they are hirin for

lon term

 

nternsips technical technical as  as

"e## as 5ales, 6eneral an

 7ministrative  7ministrativ e +he

stdents "i## (e (e se#ected on the basis of the intervie!s ta&e

care o$ the learnin as !ell as their stay 

accommodation accommodation facilities  facilities

stipen

an a competitive

 

FO,$A*CE A)),AI1A 

%oog#e sched#es their 'er$ormance revie"s t!ice a  year 



ma<or one at the en of the year  and  and a smaller one



mi  year  955 )er"ormance> )t %oog#e revie" consists o$ a self-assessment , a set o$ peer o$ peer revie!s, revie!s, suborinate



revie!s as "e## as supervisors revie!s as as supervisors-Even the s(ordinate revie"s are done "hich he#'s in &no"ing ho" an em'#oyee e m'#oyee treats their s(ordinates s(ordin ates and are they he#'$#-



) s'ervisor revie" is done to &no" are they a(#e to

hand#e the <o( res'onsi(i#ity assign to them 

FO,$A*CE $A*AGE$E*T 



 +hey $o##o" more more o$ .erformance *anaement  than  than Per$ormance )''raisa#Instead o$ setting goa#s $or them, %oog#e0s management he#'s their em'#oyees meet the obectives that the employees set for themselves'



sggestions, em'#oyees se metrics that they choose themse#ves to measre their 'rogress to"ard their goa#s-



em'#oyees see them as #eaders (ecase the em'#oyees themselves set the benchmarks'



I$ any em'#oyee is a''#ying $or 'romotion, reasons sho#d (e mentioned "hy sho#d yo (e 'romoted

 

I*I*G @ ;EEO)$E*T  +  +remendos remendos 

o''ortnities to learn an ro!

c#asses on individa# and team presentation skills, content evelopment, business !ritin, e4ecutive speakin,



eliverin feeback, an manaement/leaershi manaement/leaership' p' It is mandatory $or a## em'#oyees to ndergo (9: sessions for a minimum of 120 hours/year,

 +his

sho"s the the amont o$ eort, time and money that

%oog#e invests in its em'#oyees to &ee' them a(reast o$ the professional the  professional an technoloical technoloical avancemen avancements' ts' 

one o$ the most 'o'#ar is ca##ed ;5''<= ca##ed  ;5''<= or ;5earch nsie <ourself D

 

H, )OICIE1 OF COCA COA

 

JO' A*A A*A +1I +1I1 1 A*; Coca cola company H, department as its o#n o/ description and o/ analysis in #ic tey get te ;E1IG*I*G in"ormation a/out!  employees  uman

#or8 activities!

/eavior!

 per"ormance  Jo/ 

standard!

conte0t and

 uman requirements and  also oter in"ormation related to is conduct.

 

**I*G A*; FO,ECA1TI*G 

Coca cola H, department involves in company strategic planning and tey also ma8e suKcient planning "or iring ne# employees in te "uture.  Tey

"orecast "or te e0pected employees

needs in te organization. Tey

"orecast teir employees on te /asis o"

cange in tecnology and increasing in productivity

 

C,(IT$E*T )OIC+  Coca

ColaLs recruitment process is #ell esta/lised .

First

o" all H, ;epartment give ads in ne#s papers!

company #e/site! institutions etc. 

Ten application "orm! "rom candidates #it required documents and C is as8ed "or and ten analyzed. ,ecruitment

recruitment

is /ot-Internal recruitment !E0ternal

 

T,AI*I*G  A"ter

recruiting te "res employee !tey

are trained "or tree monts and also paid )OIC+  salaries! a"ter tree monts tey /ecome part o" te %rm. Coca

Cola also give training to e0isting

employee! depending upon te condition "or e0ample i" ne# tecnology is introduced %rst o" all all !"ull !"ull training training is given a/out ne# tecnology ten tey are allo#ed to start teir o/ .

 

AGE1 )OIC+   Coca-cola is providing smart #ages to its employees ! #ic are competitive and really satis"actory .  &it

#ages lot o" "acilities andamenities are

provided according to te policy.  1tructure  'lue

o" #ages can /e descri/ed asD

collar #or8ers are o2ered #ages along

#it commission  salesman

are o2ered #ages plus commission pursuing certain criteria.  &ite

collar #or8ers #o are te oKcers and

te e0ecutives dra# a andsome amount salary #it incentives.

 

*(A EAE )OIC+  

 Coca- Cola international ad di2erent leaves structures in di2erent regions and countries o" te #orld #ere tey ave teir companies.

;E1IG*ATIO* ;E1IG*A TIO*

EAE1 EA E1 )E, A**($

1()E,I1IO,

7

A'OE THE 1()E,I1IO,

7

'EO& THE1()E, THE1()E,I1IO, I1IO,

7=

 

(CA (CATIO* TIO* )OIC+  Te

Coca-Cola Company ad al#ays

/elieved tat education is a po#er"ul "orce in improving te quality o" li"e and creating opportunities "or people and teir "amilies around te #orld. It is committed to elping people ma8e teir dreams come true. All

over te #orld tey are involved in

innovative programs tat give ard#or8ing employees interested in studying /oo8s! supplies ! places to study and scolarsips scolarsips..

 

E $A*AGE$E*T )OIC+  Tey

4

are managing te #or8ing time in t#o si"ts..

a.m. to = p.m. Nall departments oter ten

tecnical departments! =

p.m. to 67 p.m. NTecnical department

 

)E*1ATIO* A*; 'E*EFIT1 Basic

salary

Bonus Medical Pick

facility

and drop

Gratuity Social

fund

security

 

*TO,I*G ),OG,A$1 Coca-Cola

Company is creating a system o"

mentoring programs tat include   one-on-one  Group

mentoring!

mentoring and



mentoring sel"-study tools. Currently! Coca-Cola *ort America and Te $inute $aid Company ave one-on-one mentoring programs designed to "oster pro"essional gro#t and development.  Tese

programs promote trusting relationsips

"or net#or8ing! coacing! career counseling and li"e lessons.

 

FO,$A*CE A)),AI1A Coca  Hr

cola per"ormance appraisal is on te annual /asis.

manger says   &e

appraise our employee on teir per"ormance.

  &e

set te goals in te /eginning o" year and tell

te employees a/out te goal i" te employees acieve tese goals #e appraise te employees.

 

FET+ )OIC+  Coca

Cola has set safety standard at a level that ensures compliance

with governmental and company requirements. Protect

the employees and ensure pulic safety e!tending throughout the

organi"ation.  #ntegrated

approach of innovation for the safety of employees at all

operation levels. 

$stalish mechanisms to communicate effectively with the employee%s consumers and government on the safety performance.

 

HR POLICIES

 

TATA 1TEE •  +ata  +ata Stee# $ormer#y $ormer#y &no"n as +ISCO and +ata +ata Iron and Stee# Com'any Limited is the "or#d*s seventh #argest stee# com'any, +ata Stee# S tee# is headartered headarter ed in Mm(ai, Maha Maharashtra, rashtra, India and has its mar&eting headarters at the +ata Centre Centr e in Mm(ai Maharashtra• 8;,91 em'#oyees Indstria# Locations in India •  =agda#'r ?Bastar@ Pro<e Pro<ect, ct, Chhattisgarh Chhattisgarh • a#inganagar %reene#d Pro<ect, Odisha • Port Pro<ect at 2hamra, Odisha • Ha#dia P#ant, Aest Benga#

 +ticorin  + ticorin Mines, +ami# Jad  

H,$ )OICIE1 •  +ata  +ata Stee# is an Ea# o''ortnity o''ortnity em'#oyer em'#oyer •  +  +ata ata Stee# recognies recognies that that its 'eo'#e are are the 'rimary sorce o$ its com'etitiveness • It "i## 'rse management 'ractices designed to enrich the a#ity o$ #i$e # i$e o$ its em'#oyees, deve#o' their 'otentia# and ma.imie their 'rodctivity• It "i## aim at ensring trans'arency, trans'arency, $airness and

ea#ity in a## its dea#ings "ith em'#oyees •  +ata  +ata Stee# sha## strive strive continos#y to $oster a c#imate o$ o'enness, mta# trst and team"or&• In the 'rocess +)+) Stee# sha## strive to (e the em'#oyer o$ choice (y attracting the (est avai#a(#e ta#ent and ensring a cosmo'o#itan

"or&$orce 

,ecruitment •

Opportunities "or employee #ards - domain #ise #ritten test! assessment centre! personal intervie#.

•

&e also select talent troug ateral ,ecruitment process #ic involves intervie# /y H,! su/ect matter e0pert and personal intervie#s.

•

Campus 1election - ' scools! T 1cools - #ritten test! psycometric test! personal intervie#.

•

1ado# recruitment "or nice senior talent

•

Group $igration )olicy "or our employees! #ic ena/les te group employees to e0plore opportunities to #or8 at Tata 1teel "rom oter group companies.

 

earning and ;evelopment )rogramme •

Te 5D75D65 concept o" earning and ;evelopment o" oKcers as /een launced #it an o/ective o" creating a culture #ere every manager ta8es o#nersip "or te development o" isBer su/ordinates. Tis also elps in instituting systems so tat employees are trained! coaced and mentored in a systematic manner suc tat tey acquire appropriate 8no#ledge! s8ill and attitude required /y te organization and are prepared in advance to ta8e up iger responsi/ilities.

•

5> o" earning and ;evelopment ta8es place "rom real li"e and on-te o/ e0periences! tas8s and

pro/lem solving.  

Ensuring ;evelopment and Gro#t o" Employees NE;GE •

Te )er"ormance $anagement 1ystem called PEnsuring ;evelopment @ Gro#t o" EmployeesL NE;GE is one o" te most important people process "or e0ecutives in te organisation #ic cuts across all levels and sections.

•

O/ectives o" E;GE

•

Align te activities and /eaviours o" individuals #it companyQs corporate o/ectives and values

•

;evelop te capa/ilities o" employees to enance per"ormance o" individuals or organisation

•

Culture ena/ling process - empo#erment! credita/ility! values

•

1upporting a culture o" e0cellent superior-su/ordinate relationsip

 

H, )OICIE1

 

 ;A'(,

Our people are our most valua/le assets and investing in our people as elped us to /ecome a leading employer /rand in te country and across te glo/e.

 

Company pro%le •

 ;a/ur India imited is IndiaQs leading F$CG company #it interests in ealt care! personal care and "oods.

•

;a/ur as a istory o" more tan 655 years . Te products o" ;a/ur are mar8eted in more tan R5 countries #orld#ide.

•

 Te origin o" ;a/ur can /e traced /ac8 to 644= #en ;r. 1.?. 'urman started a ealt care products manu"acturing "acility in a small Calcutta

armac .As a result o"

 

ro#in

o ularit

o" ;a/ur

H, )OICIE1 FOO&E; '+ ;A'(, •

)E,FO,$A*CE A)),AI1A

•

,E&A,; A*; ,ECOG*ITIO*

•

HEATH HEA TH A*; 1AF 1AFET+ ET+ 1C 1CHE$E HE$E

•

TAE*T $A*AGE$E*T

•

T,AI*I*G A*; ;EEO)$E*T

• •

GE*;E, ;IE,1IT+  &O,? IFE 'AA*CE

•

,EC,(IT$E*T @ 1EECTIO*

 

)E,FO,$A*CE )E,FO,$A*C E A)),AI1A  Annual evaluation /ased on te goals set /y te organisation. Te reasons "or "ailures! i" any are also discussed #it te employees. a standard value system is provided to te appraiser! /ased on #ic assessments are done in "our categories! namelyD •

Outstanding.

•

E0cellent.

•

Good.

•

'elo# average

 

Also! tere is only annual Feed/ac8 and

discussion on reasons o" "ailures.  

,E&A,; A*; ,ECOG*ITIO* At ;a/ur! te Human ,esources department supports te /usiness operations and elps enance per"ormance parameters "or eac employee. 1pecial care is ta8en in nurturing talent! promoting entrepreneursip among employees and motivating employees to innovate and improve teir per"ormance troug an innovative re#ard and recognition programme called PApplauseL. Te o/ectives o" tis sceme areD •

To re#ard contri/ution o" employees /eyond normal

monetary re#ards  

(nder tis sceme! re#ards are presented in %ve categories! namelyD

•

,ising 1tarD $ost promising ne# comer a#ard.

•

Trail/lazersD rail/la zersD Employee o" te al"-year al"-year..

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Honors Clu/D Employee o" te year.

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1)OT ,ecognitionD On te spot recognition "or #onder"ul o/ done.

•

Eure8aD An Idea Generation A#ard.

 

HEATH A*; 1AFET+ 1CHE$E ;a/ur as also institutionalized Healt! 1a"ety @ Environment policy NH1E! #ic descri/e an occupational ealt and sa"ety management system /ased on seventeen elements NOH1A1-645 NOH1A1-64556D755 56D755 tat includeD •

A clear statement o" overall ealt and sa"ety o/ects.

•

A commitment to te prevention o" occupational inuries and illnesses.

•

A commitment to continual improvement.

•

A commitment to compliance #it all applica/le

 

TAE*T $A*AGE$E*T •

;a/urLs Talent $anagement strategy is "ocused on /uilding "uture leaders and creating a talent pool #itin te organization to ensure a pipeline o" ig quality /usiness leaders to steer te company "or#ard on its gro#t traectory. traectory.

•

Career ;evelopment Centre NC;C is an innovative H, initiative underta8en underta8en /y ;a/ur in a /id to provide career development and advancement opportunities "or employees #o ave /een part o" te ;a/ur India "amily.

 

GE*;E, ;IE,1IT+ 

•

2a(r is conscios#y "or&ing to"ards enhancing gender diversity at the "or&'#ace and 6-7K o$ the em'#oyees "omen-

•  +  +oday, oday, K o$ (rand managers across c categories ategories are

"omen- )rond 6K o$ the management trainees recrited dring the #ast t"o years are "omen- ee'in ee'ing g this in mind, they have (een ce#e(rating Internationa# A Aomen0s omen0s 2ay ?IA2@ at 2a(r as a gestre gestre to "omen em'# em'#oyeesoyees-

 

&O,? IFE 'AA*CE ;a/urLs H, department! along #it line managers! ensures tat #or8place environment is sa"e! ygienic! umane! and upolds te dignity o" te employees.  Te "ollo#ing #or8 rules ave /een put employees. in place to ensure tat employees maintain a ealty &or8-i"e /alanceD •

R-day R-da y #or8ing #ee8 at te Corporate oKce.

•

7nd @ 9rd 1aturday o2 in onal oKces.

•

Employees are also entitled to ta8e special occasion leave on account "or marriage

anniversaryB'irtday  

Case 1tudy On earning! Training And ;evelopment   )#o& 2hir is the manager o$ the Men*sAear store o$ 3ortne %ro' "e## &no"n $or their "or#d c#ass retai# store chainsPra&ash a commerce commerce gradate is  years o#der than )#o& "ith more e.'erience than )#o& in retai# trade- Pra&ash "as re"arded re"ard ed $or his e.ce##ent 'eo'#e s&i##s and 'romoted as the s'ervisor o$ Leisre "ear nit a year ago-

 

Si. months ago 3ortne (egan a systems migration 'rogram to re'#ace the e.isting decentra#ied store (ased com'ter and in$ormation so$t"are "ith M)+RI, an enter'rise "ide integrated system +hey had to #earn #earn o'erating the ne" sys system tem and com'#ete a## transactions at 'oint o$ sa#e "hi#e the cstomer "aited across the conter-

 days training 'rogram "as organiedF rst $or managers and s'ervisors and then $or the other sa#es re'resentativesre'r esentatives- )#o& and Pra&ash attended the training together- +he trainers demonstrated and e.'#ained every

'rocess and transaction in detai#, each 'artici'ant "as  

 )#o& is disa''ointed (ecase in s'ite o$ the training and time s'ent on demo termina#s, Pra&ash has not mastered the ne" system and it is aecting his 'er$ormance as "e## as the store*s cstomer service-

)#o& is no" sensing that Pra& Pra&ash ash is $ee#ing ncom$orta(#e and stressedstress ed- He is not see&ing )#o&*s he#' anymorePra&ash*s Pra& ash*s discom$ort "ith the system has added additiona# (rden on other em'#oyees (esides aecting cstomer service)#o& &no"s he has to ta&e action ic&#y-

He "ants to he#' (t thin&s that Pra&ash a#so has to ta&e some

initiative and sho" 'rogress 'rogress or he may (e $orced to ta&e some  

estions •Is this a training or #earning 'ro 'ro(#emN (#emN Ahat do yo thin&N •Ahat can )#o& do to he#' Pra&ashN •Ahat sho#d (e )#o&*s #ine o$ action $or the ne.t $e"

"ee&sN