Strategic Human Resource Man-

agement
Analyzing Google’s HR policies, performance manage-
ment as a benchmark for industry impact and adapta-
tions

Deepak Gupta
MASTER’S THESIS
May 2024

Master’s degree in International Business Management

International Business
ABSTRACT

Tampereen ammattikorkeakoulu
Tampere University of Applied Sciences
Master’s Degree in International Business Management
International Business

Deepak Gupta
Strategic Human Resource Management
Analyzing Google’s HR policies, performance management as a benchmark for
industry impact and adaptations

Master's thesis 80 pages, appendices 0 pages

May 2024

Google's human resource (HR) practices play a vital role in negotiating the
complexity of international talent acquisition, retention, and development. This is
because the global growth environment is a dynamic terrain. The direction of
this thesis is to analysis the distinctive strategies that Google uses in order to
recruit and cultivate elite talent across a range of cultures and regulations.

Commissioner company Devikrupa corporation faces challenges in manage-

ment of human resources in organization. Company benchmarks Google’s HR
policies to improve its own Human Resource procedures. Focusing on Google’s
talent attraction, retention and development aspects.

This study examines the influence that data-driven recruitment, innovative on-
boarding and learning efforts, and employee-centric policies have on the devel-
opment of a global workforce that thrives on cultural intelligence and coopera-
tion. This thesis shed light on the problems and accomplishments involved with
managing a diverse workforce, overcoming regulatory concerns, and develop-
ing a globally inclusive workplace culture.

This is accomplished by researching case studies of Google's human resources

operations in important international regions. The study employed an article-
based approach, supplemented by case studies on Google, academic journals,
and company reports. This research provided a deep understanding of interna-
tional HR management practices at Google.

The findings indicate thorough framework for understanding how Google's hu-
man resource strategies enable the company's success in international busi-
ness. This framework will offer significant insights to Devikrupa corporation to
improve their own global talent management practices. This research makes a
contribution to the continuing conversation about the changing role of human
resources in the context of international business. It highlights the significance
of adaptability, decision-making that is driven by data and a strong focus on
employee well-being in the process of achieving sustainable growth and innova-
tion in a globalized world.

Key words: human resource, policies, strategies

 3

TABLE OF CONTENTS
CHAPTER 1 INTRODUCTION ........................................................................... 5
CHAPTER 2 THESIS PLAN................................................................................ 6
2.1 Thesis topic .............................................................................................. 6
2.2 Thesis objective, purpose and research questions .................................. 6
2.2.1 Objective ........................................................................................ 6
2.2.2 Research question and sub- questions? ........................................ 7
2.2.3 Sub Questions................................................................................ 8
2.3 Concept of theory..................................................................................... 8
2.3.1 Employee relation and engagement ............................................... 9
2.3.2 Human resources in International Business ................................. 12
2.3.3 HRM for firms operating in international markets ......................... 16
2.4 Working methods ................................................................................... 17
2.5 Thesis process ....................................................................................... 20
2.6 Commissioner information ..................................................................... 21
CHAPTER 3 HUMAN RESOURCE MANAGEMENT IN GOOGLE ................... 24
3.1 Overview of Google’s HR policies .......................................................... 24
3.2 Recruitment and selection process ........................................................ 27
3.3 Training and development programs ..................................................... 30
3.4 Performance management system ........................................................ 34
3.5 Compensation and benefits ................................................................... 38
CHAPTER 4 CHALLENGES IN HUMAN RESOURCE MANAGEMENT IN
INTERNATIONAL BUSINESS ..................................................................... 43
4.1 Cultural differences ................................................................................ 43
4.2 Language barriers .................................................................................. 47
4.3 Employee mobility and relocation .......................................................... 50
4.4 Managing diversity and inclusion ........................................................... 54
4.5 Performance management as benchmark for industry .......................... 58
CHAPTER 5 RESEARCH AND ANALYSIS OF HRM ....................................... 60
5.1 Aligning HR strategies with business goals ........................................... 60
5.2 Developing cross-culture competence ................................................... 64
5.3 Implementation effective communication and collaboration ................... 69
5.4 Final assessment ................................................................................... 71
5.5 Conclusion and recommendation........................................................... 72
REFERENCES ................................................................................................. 75
 4

ABBREVIATIONS AND TERMS

HR Human resource
HRM Human resource management
 5

CHAPTER 1 INTRODUCTION

The management of human resources, often known as HRM, is an

essential component of every company, particularly in the hyper-
competitive and internationalized marketplace of today.

A vital part of human resource management is protecting the health

and happiness of employees, recruiting, keeping and cultivating tal-
ented workers, as well as fostering a constructive culture inside a
business.

When businesses expand their operations into international markets,

human resource management (HRM) becomes even more compli-
cated and difficult. This calls for a different set of skills, knowledge
and competencies to be able to manage the specific challenges that
come up in various cultural, legal and regulatory environments.

The Human Resource Management (HRM) procedures that Google

implements throughout its international branches are the topic at
hand in this analysis.

Google is one of the most successful and inventive technological

firms in the world. The company now has operations in more than 60
countries and provides services to consumers in hundreds of lan-
guages.

Its Human Resource Management policies and practices have been gen-
erally acknowledged as being among the finest in the world, giving signif-
icant insights into how to manage HR in an international corporate set-
ting.
 6

CHAPTER 2 THESIS PLAN

2.1 Thesis topic

Choosing the thesis topic of "Human Resource in International Business

of Google" stems from a keen interest in understanding the synergy be-
tween innovative HR strategies and global business success . Company
stands as a beacon of how effectively managing human resources
across borders can foster an environment of innovation, inclusivity and
technological advancement. This topic analyses into the intersection of
HR and international business but also provides insights into the prac-
tices that have impelled organization to its status as a global leader. It
presents a unique opportunity to explore the dynamic role of HR in
shaping the strategies and culture of multinational corporations, making
it a compelling area of study.

2.2 Thesis objective, purpose and research questions

2.2.1 Objective

This thesis’s major purpose is to investigate the HRM practices that

Google employs in its international operations. This thesis will analyse
the issues that are associated with managing HR in international com-
pany as well as the best practices that are currently in use.

This thesis objective is to provide a comprehensive analysis of Google's

HRM policies and procedures, including the company's recruitment and
selection process, training and development programs, performance
 7

management system, compensation and benefits, employee relations

and engagement and other related topics.

For this thesis, an article-based approach is employed, drawing exten-

sively from secondary data obtained from diverse sources. Online
books, authentic articles, and previous research on HRM form the foun-
dation of this study. The use of case studies on Google, along with aca-
demic journals and company reports, provides a comprehensive under-
standing of the international HRM practices at Google.

By synthesizing information from these various sources, the research

aims to contribute nuanced perspectives on HR policies, recruitment
strategies, training initiatives, performance management, and more.
This article-based methodology ensures a rigorous examination of
Google's HRM practices, offering valuable insights for both academia
and professionals in the field.

2.2.2 Research question and sub- questions?

1. What are the Strategic HRM policies, procedures that Google imple-
ments in its international business and recruitment process for new
ones?

2. What Modes of training, professional development opportunities do

Google provide for its employees that work in its international operations
and role of performance management in shaping Industry standards
and adaptations?
 8

2.2.3 Sub Questions

1. In what ways does Google address challenges related to cultural dif-

ferences when implementing HRM policies globally?
2. What strategies does Google use to attract and identify suitable
candidates for international roles in diverse markets?
3. How does Google manage the success of its international operations
as well as its ties with its employees

2.3 Concept of theory

The study of human resource management (HRM) in international busi-

ness is a complex and multi-disciplinary area that involves a detailed
understanding of the numerous aspects that impact HR practices in di-
verse cultural, legal, and regulatory situations. (Armstrong, M. 2010).

Theoretical starting points/methodological approach

My theoretical starting points involve embracing a multidisciplinary ap-

proach, drawing from diverse academic theories applicable to the re-
search domain. Methodologically, I opt for a quantitative research ap-
proach, utilizing secondary data from reputable sources such as online
books, journals, and case studies. This approach enables a rigorous
analysis of trends and patterns, particularly when examining the intri-
cate dynamics of human resources in the international business con-
text, as exemplified in the case study of Google and relevant articles.

The purpose of this analysis is to provide a contribution to the

knowledge of HRM in international business by offering an in-depth in-
 9

vestigation of the HRM practices that Google employs in its many inter-
national businesses. Students, business managers, and HR profession-
als who are interested in learning about the challenges and best prac-
tices of managing HR in international company will find the conclusions
of this study to be valuable. (Roumpi, D. 2017).

There is a strong foundation of strategic human resource management

that supports the success of Google's international business. In order to
acquire top talent, they leverage a combination of internal and external
recruitment strategies. They look for both experienced professionals
and those who are interested in becoming future leaders through intern-
ships and promotions. (Schuler, R. 2011), In accordance with their spirit
of innovation, Selection prioritizes qualities such as originality and drive
above rigorous experience. Google acknowledges that the pleasure of
its employees is a key factor in the company's performance and produc-
tivity, and as a result, the company places a strong emphasis on talent
development. The human resources procedures of Google are adapted
to comply with the numerous regulations and tax systems that are in
place in different countries in order to meet the challenges of a world-
wide workforce. (Sturgeon, T.2015). The process of internationalization
offers a number of obstacles, including the promotion of uniform skill
sets and the management of cultural variations. The commitment of the
organization to attracting, developing, and keeping a workforce of world-
class Caliber is a fundamental component of their international human
resource strategy, notwithstanding the challenges that have been pre-
sented. (Takeuchi, R. 2019).

2.3.1 Employee relation and engagement

Hierarchical organizations are dependent on the efficient management

of their human resources to be successful (HRM). Human resource
 10

management (HRM) encompasses a vast array of competencies, in-

cluding those related to personnel, employee benefits and compensa-
tion, planning and improvement, employee relations, and more. (Purcell,
J. (2011) it addresses diversity and thoughtfulness, as well as depicting
safety and health and adhering to workplace standards and rules. A
strong human resource management system is essential for the suc-
cess of an organization since it aids in the recruitment and retention of
the most talented employees, as well as the establishment of a healthy
work environment. Employee relations and commitment, which refer to
the overall relationship between an organization and its employees and
the level of engagement and satisfaction that employees have on the
job, play a significant part in human resource management (HRM).
(Rong, K. 2010).

The most prevalent method for managing the relationship between an

association and its employees is through the use of employee relations.
It involves a wide range of activities, including as correspondence,
compromise, the portrayal of events, and the implementation of plans. A
favourable working atmosphere, as well as greater employee satisfac-
tion, productivity, and reliability, are all closely connected with the quali-
ty of employee links inside a company. This is because employees who
feel respected and supported are more likely to take an active role in
their job and feel responsible for fulfilling their tasks. (Nicholson, N.
2015)

Employee commitment refers to the level of fervor and feeling of re-

sponsibility that employees feel towards their jobs and the organization
as a whole. A person who feels linked to their job is more likely to be
motivated, useful, and prepared for success in their role. They must
have a good attitude about their job, strong relationships with their co-
workers, and a commitment to the association's overall goals. An effec-
tive HRM strategy for developing positive relationships with employees
 11

and sustaining their commitment must include the following essential

elements.

Open, honest, and persuading communication between employees and

management is essential for the creation of strong ties and the im-
provement of the working environment. Participation in employee sur-
veys, suggestion boxes, and routine worker meetings may all be benefi-
cial in this sense.

Employees are more likely to feel appreciated and motivated if their

companies offer opportunities for professional development and ad-
vancement. Employee development this should be achieved through
the use of project planning, mentoring, and implementation evaluations.
It is feasible to help reps find a better balance between their personal
and professional life by offering flexible work options, such as working
from home and flexible scheduling. This might result in increased com-
mitment and satisfaction with one's career.

Recognizing and thanking employees for their efforts and successes is

a crucial method of motivating representation. This may be accom-
plished by offering staff awards and recognition. This should be possible
with the assistance of financial incentives, technological advancements,
and public recognition. Providing employees with the chance to partici-
pate in dynamic cycles and enhance tactics and approaches may help
to foster a sense of pride and responsibility, which may inspire higher
levels of commitment and motivation among employees.

The success of an organization is directly proportional to the Caliber of

its human resource management (HRM), especially its employee rela-
tionships and degree of dedication. A well-planned and executed HRM
procedure that emphasizes effective communication, employee turn of
events, adaptability, rewards and recognition, and employee inclusion
can contribute to the development of a positive working environment, an
 12

increase in employee happiness, and a rise in both productivity and un-

wavering commitment. The following are instances of how HRM con-
tributes to employee relations. (Chamorro, T. 2013).

Communication: Human Resources is responsible for communication

and is tasked with fostering open and persuasive lines of communica-
tion between employees and management. To collect input, this re-
quires organizing frequent staff meetings, monitoring suggestion boxes,
and conducting employee reviews.

Conflict resolution: Human resources are frequently asked to identify

disagreements amongst employees as well as those between employ-
ees and management. This may need interfering in disputes, providing
leadership, and implementing methods and plans to prevent conflicts
from escalating into more severe arguments.

Employee development: This may include providing opportunities for

mentoring, conducting performance evaluations, and delivering training
courses. The department of human resources is responsible for ensur-
ing that all employees adhere to and execute all plans and procedures
correctly. This entails ensuring that employees are aware of the policies
and that they are applied appropriately and consistently.

2.3.2 Human resources in International Business

The scope of global human resource management encompasses the

various obligations associated with a commercial organization's hired
employees and employees. Priority is given to the organization's need
for people regardless of whether they are full-time employees or con-
tract workers brought in from outside. Other skills include the capacity to
employ and train staff, manage performance issues, ensuring that facul-
 13

ty and management arrangements adhere to norms and legislation, and

hire and train staff. International human resource management is relat-
ed to the method in which an organization handles employee compen-
sation and benefits, employee data, and faculty norms and procedures.
(Engelberg, E. 2010).

The major distinction between domestic and foreign human resource

management is the increasing quantity of information and responsibili-
ties necessitated by the establishment of new jobs. Typically, these in-
clude the local and public rules and regulations that govern business
operations in a foreign country, the language for seaward associations
with members who do not speak English, the money exchange rates,
career prospects, organizational advantages and motivators, and pos-
sibly other generally significant information. Expectations on morality
and conduct in the context of unanticipated business relations. To pre-
vent awkward circumstances and unintended "insults," anyone working
in international human resource management must have a solid
Awareness of these distinctions and be prepared to tell others about
them.

Improving human resources is frequently viewed as a vocation, but an

increasing tendency in management is to focus on essential human re-
sources. The third and final alternative places a higher emphasis on de-
veloping employees within organizations through activities such as ca-
reer progression, hierarchical promotion, and other types of training.
Over the course of a lengthy period of time, both of these skills have
evolved tremendously, and they now play crucial roles in hiring, super-
vising, and teaching personnel to perform in a manner that benefits the
organization. Due to the trend towards the acceptance of global busi-
ness obligations, international human resource management is present-
ly the subset of human resources that is changing at the quickest rate.
 14

To get a competitive advantage on the worldwide market, accessible

human resources are required. Double dealing is a very significant as-
pect. To be able to participate in the competition and get a practical
edge, it is essential to have efficient internal resource management.
Gaining a competitive advantage in the market necessitates the produc-
tion of significant value; but this output must be rare, unequalled, and
unmaintainable. Human resources are the most significant component
of the justifiable advantage due to their unique attributes of being irre-
placeable, relevant, and interesting.

Important resources for individuals to possess: Obtain economic

advantage, the acquisition of resources should be a primary priority.
Due to disparities in financial accessibility, work practices, and social
and societal conventions associated with the employment, enterprise-
and country-specific levels of interest in the workplace might vary signif-
icantly. When examined across nations, this phenomenon is more star-
tling than when viewed inside nations. Due to differences in characteris-
tics such as hygiene, medical care, nutrition, opportunities for training
and education, and educational paths, the availability of labour varies
throughout nations. As globalization increases competitiveness, there is
a chance to distinguish oneself through its human resources. Control,
knowledge, awareness, appreciation, and incentives are essential com-
ponents for human resources to serve as a source of competitive ad-
vantage. (Chamorro, T. 2013).

Human resources rare: In order for the resource to be of any practical

value, it must be engaging. Abilities and skills are uncommon among
people and have a tendency to be spread among the population. The
value of human resources is susceptible to change, and different roles
demand a diverse set of skills that might be difficult to find. International
companies have a greater capacity to cultivate huge and intriguing re-
sources than local organizations that only recruit from the job pool.
(Schuler, R. (2011).
 15

Human resources inimitable: Given the social complexity and lack of

transparency on the causal links, it will be exceedingly difficult to dupli-
cate the human resources.

Causal ambiguity: When it is their duty to grasp the relationship be-

tween a company's resources and its competitive edge. If the competi-
tor organization cannot determine which of their human resources are
responsible for providing them the upper hand, they will be unable to
recreate that advantage. Group formation is the principal source of un-
certainty in the chain of causes. After the conclusion of a project involv-
ing several persons, it may be difficult to determine which individual con-
tributed the most to its success. (Wright, P.2017).

Social complexity: The contact may lead to the development of explicit

relationships, which contributes to the social complexity. Due to the
complexity of the social environment, it is simple to gain the upper
hand. In any case, it is best practice to examine the value of a relation-
ship that may be based on human interactions when connections are
very ambiguous. As a consequence of the knowledge and trust that
had been created through time, it was able to generate value. Human
interaction has the capacity to produce intricate social systems.

In the context of global competition, variables like as social complexity

and the fuzziness of causal links impede imitation. Since there are
variances in the norms and customs that are observed, it is difficult
for individuals who are considered outsiders to grasp authority. Due to
the ties between politics, culture, and religion, it is inconceivable to rec-
reate any of these. (Robertson, R. 2016)

Human Resources Non-Substitutable: Prosper in the very competitive

global market environment, a viable substitute should not be readi-
ly accessible. Finding a suitable replacement for it is a tough endeavour.
 16

2.3.3 HRM for firms operating in international markets

The objective of human resource management, sometimes known as

HRM, is to guarantee that the proper person is assigned to the appropri-
ate position within an organization. However, human resource manage-
ment involves much more than merely filling a position with the most
qualified candidate. Managing human resources include not just planning
changes to a company's labour force, but also breaking down job re-
quirements and anticipating the impact of these changes. This is done to
minimize more budget cuts and to reduce partner expenses. Unques-
tionably, one of the most crucial responsibilities of human resource man-
agers is to recruit, select, and familiarize prospective workers with the
organization's corporate culture. At this time, it is essential to inform the
new employee of the organization's goals, aid them in understanding
their job within the organization, and offer an accurate representation of
their talents. Employees must identify with the company for which they
work have a feeling of belonging. Additional components of essential
human resource management include the preparation and creation of
new and existing personnel, the association of salaries and pay rates,
and the management of motivating aspects and benefits. The responsi-
bility of a company's human resource management department is to
identify and recruit the most qualified individuals, assist them in their pro-
fessional development, ensure they remain with the organization, and
bring out their full potential. The following are additional responsibilities.

Managing the relatively high number of suggested talents on a global

scale is an extra challenge for international human resource manage-
ment. A multinational corporation must be able to handle three distinct
categories of employees: Workers who are citizens of the host nation, cit-
izens of the parent nation, and citizens of third nations. (Purce, J.2014).

This requires a comprehensive understanding of several civilizations, the

capacity to resist them, and the ability to deploy human resources sensi-
bly across a number of global geographies. The international director of
 17

human resources is also accountable for possessing the information re-

quired to adapt management techniques to the particular circumstances
of each country. Be successful on the worldwide market, he or she must
also be aware of how

Management and associations are changing. When a firm decides to ex-

pand its operations into other countries, it will face an entirely new set of
societal norms in each of those nations. The residents of this neighbour-
hood adhere to these norms with remarkable consistency. It must be
able to deal with unexpected mental models and emotional frameworks,
as well as cultural and linguistic differences. The firm will encounter per-
spectives on business, usage, social interaction, and other topics that are
not totally equal to those in its own country. These may include the fol-
lowing: It is essential for a global company to employ true human re-
sources, including individuals who are knowledgeable about the indus-
tries and professions in which they operate, due to the vast number of
realities that must be considered. As Dessler emphasizes in his book
"Fundamentals of HRM," many administrators have been effective de-
spite having poor plans, associations, or controls because they were able
to choose the ideal individuals for the suitable positions. This has allowed
them to achieve success despite having inadequate strategies, affilia-
tions, and controls. (Osterman, P. 2014).

2.4 Working methods

This research analyses human resources, employ a quantitative re-

search methodology leveraging secondary data from diverse sources.
To analyse online books, journals and articles to gather comprehensive
insights from Google scholar and sources.
 18

Data from below us are looking for research

This study was carried out utilizing a quantitative methodology, which

relies on a variety of secondary sources, such as academic journals,
books, and company reports. Aims to contribute aspects on HR policies,
recruitment strategies, training Initiatives, performance management.
Offer a thorough perspective of HRM practices in organization through-
out its international operations, the data that was acquired from these
many sources will be examined and synthesized. (Lepak, DP. 2016).

Analyse the Data

This study will analyse the data on the basis of employee benefits from
Google Company, HR policies that are benchmark for Devikrupa Corpo-
ration for implementation of effective HR practices in firm. Scrutinize ac-
ademic publications for theories and frameworks applicable to interna-
tional HR practices. Examine case studies, particularly those focused on
Google, to extract real-world examples.

Leverage statistical data from reputable sources to quantify trends in

global HR management. Analyse employee demographics, turnover
rates, and training programs. Synthesize information to formulate a ho-
listic understanding of Google's international HR strategies, employ-
ing a methodological approach rooted in rigorous data analysis and
drawing on a multitude of reputable sources.

Table 1 Category and Benefits. Source-

https://www.google.com/about/careers/applications/benefits

Category Benefits
 19

Health and - Medical, dental, and vision insurance for employees

wellness and dependents

- Employee assistance programs focused on mental

health

- Workplace accommodations for physical or mental

health concerns

- Onsite wellness canters

- Access to mental health apps

- Second medical opinion for it and your loved ones

- Medical advocacy program for transgender employ-

ees

- Support programs including menopause benefit

Financial
- Competitive compensation
wellbeing

- Regular bonus and equity refresh opportunities

- Generous 401(k) and regional retirement plans

- Annual cross-company pay equity analysis and ad-

justments

- Paid time off, including vacation, bereavement, jury

Flexibility
duty, sick leave, parental leave, disability, and holi-
and time off
days

- Part-time work and job-sharing options

Family sup-
port and - Fertility and growing family support
care
 20

- Parental leave and baby bonding leave

- Caregiver leave
- Elder care and support
- Backup childcare
- Survivor income benefit

2.5 Thesis process

Working schedule, detailed to the month (consider a Gantt

chart here) Time line.

Start date 05.02.2024

End Date 15.05.2024

Table 2 Schedule

Start End
Week Task details
Date Date

Introduction: Lay foundation, set objec-

1 Feb-05 Feb-20 tives, and define scope of the thesis.

Chapter 1: Literature Review - Explore

2 Feb-21 Mar-12 HRM concepts, International HR, employee
relations, and HRM challenges

International markets.
 21

Chapter 2: HRM in Google - Investigate

Google's HR policies, recruitment, training,

5 Mar-13 Mar-29 performance management, and

Compensation practices
Chapter 3: Challenges in HRM-Analyze
cultural differences, language barriers,

8 Mar-30 Apr-10 employee mobility, and diversity

Management in international HRM.
Chapter 4: Research
and Analysis-Evaluate
aligning HR strategies, cross-cultural
10 Apr-11 Apr-25 competence, effective communication,
and collaboration.
Conclude with a final assessment.
Conclusion-Summarize key find-
ings, discuss implications, and propose
12 Apr-26 May-04
potential
Avenues for future research.
Bibliography-Compile and format the list of
sources used in the thesis. Finalize any

15 May-05 May- remaining details and prepare for

15 Submission.

2.6 Commissioner information

Devikrupa Corporation Located in Vadodara, Gujarat State. Presently

comprising of 52 employee bases for their Manufacturing & service oper-
ations .

Devikrupa Corporation is in Fabrication of Spiral, Oval and Rectangular

Ducts Products in Galvanized Iron Steel, Aluminium, Stainless Steel,
 22

Linear Acoustic Insulation and Aluminium Cladding with an option of

painting and powder Coating. They Offer Complete Solution for HVAC
Services. Devikrupa Corporation is designed for providing solutions for
Air Conditioning, Exhaust and other Type of Air Controls.

This Research will Enable them To Establish and implement Better Hu-
man resource Management Policies, Application of Best Practices of Hir-
ing right Candidates based on knowledge, experience and talent. Offer-
ing Training and Development, Lowering the attrition rate, offering vari-
ous Employee and social Benefits and maintain work culture in company
for long term perspectives. Similar to the philosophy that can be ob-
served at Google, Devikrupa Corporation has a strong awareness of the
importance of employee wellbeing. Devikrupa Corporation can get vital
insights to enhance its own products by reviewing Google's employee
benefits programme. When it comes to employee welfare, Google takes
a holistic approach that spans health, financial stability, work-life balance,
family support, community engagement, and personal development.

Devikrupa Corporation has the potential to foster a healthy workforce by

adopting Google's comprehensive health and wellness efforts. These ini-
tiatives include things like medical insurance, support for mental health,
and wellness centres located on the premises. In a same vein, imple-
menting employee financial wellbeing programmes like retirement plans,
student debt repayment, and competitive compensation may help em-
ployees feel more financially secure.

A more productive and contented workforce may be achieved by em-

bracing Google's flexible work practices, which include opportunities for
remote work and substantial time off. It is also possible to build a friendly
work atmosphere through the implementation of family support pro-
grammes such as parental leave, aid with childcare, and support for el-
der care.
 23

By providing resources such as educational reimbursement, peer learn-

ing platforms, and opportunities for employee volunteerism, Devikrupa
Corporation has the ability to cultivate a feeling of community and per-
sonal development among its workforce.

Devikrupa Corporation is able to not only recruit and retain top talent but
also prioritise the wellbeing and progress of its employees by research-
ing and adopting components of Google's employee benefits pro-
gramme. This will eventually result in a more prosperous and successful
organisation.
 24

CHAPTER 3 HUMAN RESOURCE MANAGEMENT IN GOOGLE

3.1 Overview of Google’s HR policies

A renowned multinational technology company, Google is known for its in-

novative products, services, and culture. The human resource policies of
Google, which are geared at attracting, retaining, and influencing elite tal-
ent, are one indication of the company's culture.

Selection and recruitment

The recruitment process at Google is rigorous and consists of several iter-

ations of interviews, assessments, and evaluations. The company re-
ceives a sizable number of job applications on a regular basis, but very
few of them progress to the interview stage. Google selects the best can-
didates for each position using a combination of automated screening
tools and human recruiters. The emphasis on hiring for social fit is one of
the fascinating features of Google's recruitment process. Employees who
possess the company's qualities and culture will succeed and thrive; the
company understands. Google's hiring managers look for candidates that
are passionate about development, teamwork, and committed to making a
positive impact on the world. (Armstrong, M. 2010).

Benefits representative

Google provides its employees with a comprehensive package of perks,

including free meals, retirement plans, and health insurance. To promote
employee wellness and work-life balance, the company also provides local
medical offices, wellness centres, and athletic venues. Flexible work ar-
rangements, like working from home, flexible schedules, and unlimited lei-
sure, are valued by Google's employees. The company offers generous
parental leave and support for first-time parents, including childcare spon-
sorships and nursing rooms. (Huselid, M. 2010)
 25

Performance administration

The performance management framework used by Google is data-driven

and prioritises accurate measurements and consistent input. Targets and
Key Outcomes (OKRs) is a framework that the company uses to create
performance goals and track advancement. The company's overarching
objectives are reflected in each representative's quarterly OKRs, and suc-
cess is continuously monitored and evaluated. Google's directors conduct
formal performance audits and one-on-one meetings with each member of
their team to provide routine feedback. Employees are encouraged to pro-
vide feedback to their directors and the company encourages open com-
munication and candour. Google also uses a tool called "Googlegeist" to
compile anonymous criticism about many aspects of the company culture
and strategies from employees. ( Purcell, J. 2011).

Development representative

Google invests heavily on representative development and offers a variety

of opportunities for learning and growth. The company provides a wide
range of preparation projects, workshops, and mentorship opportunities to
help employees gain new skills and develop in their careers. For employ-
ees who want to pursue further education and professional development,
Google also reimburses educational costs. The "20% time" strategy is one
of the innovative components of Google's worker development strategy.
Employees can work on projects that aren't directly related to their job re-
sponsibilities for up to 20% of their time under this strategy. A substantial
number of Google's most innovative products and services, like Gmail and
Google Guides, were inspired by this strategy. The goal of Google's HR
strategies is to recruit and retain outstanding talent, promote representa-
tive wellness and work-life balance, and foster a culture of continuous
learning and development. The company's recruitment and selection pro-
cess, representational benefits, performance management framework, and
worker development process are among the most innovative and effective
in the tech industry. By putting its employees' needs and well-being first,
 26

Google has created a dependable and motivated workforce capable of ex-

traordinary feats. The above-mentioned strategies, there are additional
crucial aspects of Google's HR practises that deserve investigation. The
company's variety and consideration drives are one of them. Google is
committed to creating a more diverse and all-encompassing work envi-
ronment because it believes that a diverse work force is essential for de-
velopment and innovation. To recruit and retain employees from un-
derrepresented groups, such as women, racial minorities, and the
LGBTQ+ community, the company has implemented a variety of projects
and drives. In its recruitment and selection process, Google has also
made an effort to address unconscious bias. Employees have received
training on the best ways to recognise and combat bias. The way that
Google handles the development of power is yet another unique aspect of
its HR policies. The company focuses on developing its managers and has
carried out many projects to help them become successful pioneers. One
such programme is Google's "Task Oxygen," which identified the eight es-
sential behaviours of successful company executives. These behaviours
include motivating and educating employees, communicating effectively,
and making decisions based on evidence. prepare its directors and eval-
uate their performance, Google uses this framework. Along with its innova-
tive workspaces, which are designed to foster collaboration and creativity,
Google is well known for its offices. The Google plex, the company's
headquarters in Mountain View, California, features a stunning and unique
aesthetic layout, open workplaces, and many amenities to make employ-
ees feel at home. The company's various offices throughout the world all
operate under a similar plan philosophy, with an emphasis on creating a
fun and energising work environment. ( Mayrhofer, W. 2012).

The HR strategies employed by Google are, at long last, becoming more

and more effective. The company is renowned for its experimental ap-
proach to management and has a history of testing out new projects and
strategies on a small scale before implementing them widely. the compa-
ny recently experimented with a four-day workweek at its New Zealand of-
fice, and it's possible that this strategy may be adopted more widely in the
 27

future. Google can maintain its position at the forefront of HR practises

and maintain its status as an employer of choice by continuously improv-
ing and adapting.

3.2 Recruitment and selection process

Recruitment and selection are two essential procedures that organisations

employ to locate acceptable candidates for job openings, attract them to
apply, and recruit them fill those openings. Recruitment refers to the pro-
cess of attracting potential candidates who are interested in applying for
available positions, whilst selection refers to the process of evaluating and
selecting the candidates who are the most suitable to take care of every-
thing. The first step in the process of recruitment and selection is determin-
ing the different employment possibilities currently available within the or-
ganisation. To characterise job roles and requirements for each position,
the HR office often collaborates with division heads and hiring supervisors.
After identifying available positions, the next step in the process is to begin
the recruitment of candidates. (Debrah, Y. A. (Eds.). 2013).

Recruitment process

Job posting, getting competitors, screening, and meeting are just a few of
the processes that make up the recruitment process. It is possible to con-
duct the recruitment process internally or remotely.

Job posting

The process of job posting involves creating advertisements for available

positions and publishing them on job sheets, the website of the organisa-
tion, virtual entertainment stages, and other significant stages. The job ti-
tle, the job description, the capabilities, and the benefits should all be in-
cluded in the information that is provided in the ad for the position. (Cas-
cio, W. F. 2018).
 28

Applicants securing acquiring

Recognising potential candidates for the available position is part of the

process of gathering applicants. The acquisition of up-and-comers can ei-
ther take place in person or be done remotely. The process of identifying
suitable candidates from within an organisation is known as inner obtain-
ing, whilst the process of connecting with candidates from outside an or-
ganisation is known as outer getting.

Screening

In the screening process, potential candidates have their job applications

and resumes evaluated to determine whether or not they meet the re-
quirements for the position. It's possible that throughout screening, it will
be asked to lead individual verifications, reference checks, and ability
evaluations. (Chan, C. H. (2015).

Meeting

During the talking stage, candidates that have been shortlisted will be in-
vited to a meeting. Face to face, through video conferencing, or over the
phone are all viable options for conducting this conference. During the
meeting, the hiring committee will have the opportunity to determine
whether or not the candidates are qualified for the position and will ask
them pertinent questions about their experience, capabilities, and abilities.

The process of selection

The candidates will be evaluated, and then the most feasible option for
completing everything will be selected. this is part of the selection process.
During the course of the selection process, it's possible that you'll be
asked to direct additional meetings, actually look at references, and lead
historical verifications.
 29

Assessment

The candidates are analysed in terms of the experience, competencies,

and abilities they bring to the table, as well as how well they mesh with the
culture of the organisation. Reviewing a candidate's curriculum vitae and
application for a job, conducting a skills evaluation, and checking refer-
ences are all potential components of the evaluation process.

Additional meetings

It's possible that the hiring team may have more meetings to do further
evaluations of the candidates. The further meetings can include panel in-
terviews, which include many people evaluating the applicant at the same
time through a series of questions.

Verification of references

When conducting reference checks, it should get in touch with the candi-
dates' officials so that it can verify their professional history, job responsi-
bilities, and any other relevant information. Reference checks provide as-
sistance to the hiring process by confirming the candidates' data and
providing information on the candidates' work ethics and performance.
(Saini, D. S. (2010).

Individual verifications

Personal investigations consist of conducting credit checks, criminal back-

ground checks, and any other relevant checks that are necessary to vali-
date the candidates' information. Personal investigations provide assis-
tance to the hiring team in identifying any red flags that may eliminate po-
tential candidates from consideration for the position. The process of re-
cruitment and selection is absolutely necessary for businesses who want
to fill available positions with the most qualified and qualified candidates
possible. The process consists of a number of steps, the most important of
 30

which are the job advertising, the acquiring of competitors, the screening,
and the meeting. During the selection process, the candidates are evalu-
ated, and the best possible candidate for the position is chosen based on
a number of factors, including their previous experience, capabilities, and
abilities, as well as how well they mesh with the culture of the organisa-
tion. The successful attraction and retention of the best possible candi-
dates for available positions may be facilitated for an organisation by me-
ticulously managing the recruitment and selection process.

3.3 Training and development programs

The company Google is famous for its innovative culture as well as its ob-
ligation to representative development. One of the ways that Google
demonstrates its commitment to this obligation is through the extensive
training and development programmes that it offers. These projects have
the goal of assisting employees in acquiring new skills and knowledge,
growing both professionally and skill, and expanding their vocations. In the
following discussion, it will analyse the many training and development
programmes that are made available by Google.

The training and development programmes offered by Google are com-

prehensive, encompassing a wide variety of topics and abilities. The fol-
lowing are some of the perhaps most notable projects: The Onboarding
System at Google is a programme that is designed to help newly hired
employees feel comfortable in their new positions and get up to speed
quickly so that they can contribute effectively. Functional training on the
devices and frameworks that employees will use in their roles is also in-
cluded in the onboarding programme, a succession of training courses
covering Google's business, culture, and values. Administration Develop-
ment Programme at Google: This programme is designed for employees
who are interested in developing their initiative abilities and wants to help
them do so. It includes a succession of workshops, training meetings, and
other resources to help employees learn how to really manage teams and
 31

produce business outcomes. The goal of this training is to help employees

become more effective leaders. Google's Specialised Development Pro-
gramme: This programme is designed for engineers and other specialised
employees who need to work on improving their abilities and staying up to
speed on the most recent technological advancements. The programme
provides employees with a variety of resources, including specialised
training seminars, gatherings, and other events, to assist them in maintain-
ing at the forefront of their respective industries. (Roumpi, D. 2017).

Training at Google on Diversity, Equity, and Consideration (also Known as

DEI): The goal of this programme is to help employees understand the
value of inclusion, equity, and diversity in the workplace. It keeps track of
training for oblivious tendency, social skill, and several other areas to aid
employees in building an environment that is inclusive and welcoming for
everyone. The Vocation Development Programme at Google is a pro-
gramme designed to assist employees in planning and navigating their
professional lives while working for Google. It includes resources for outlin-
ing career objectives, locating mentors, and cultivating the skills and expe-
rience required to develop within the company. (Ehnert, I. 2013) One of
the things that makes Google's training and development programmes
unique is the focus that the company places on "learning through trial and
error." Google encourages its employees to stretch their comfort zones,
take on difficult tasks, and learn from their mistakes. This strategy is mir-
rored in the company's well-known motto, which may be summarised as
flop frequently." Google fosters a culture of development and realisation
among its employees by encouraging them to take risks and experiment
with new ideas. The utilisation of technology inside Google's operations is
another essential component of the company's training and development
programmes. Internet-based learning modules, virtual homerooms, and
social learning platforms are just some of the tools and platforms that
Google employs deliver training and development content to its users.
This enables employees to access training material whenever they want,
from anywhere, and at their own pace.
 32

Google places a significant amount of emphasis on the development of its

employees through the provision of mentoring and training opportunities.
The company encourages its employees to look for guides within the
company who can provide them with guidance and support, and it pro-
vides resources to help employees in their quest for guides within the
company. For employees who want more structured assistance in devel-
oping their abilities and achieving their professional goals, Google also
provides training programmes. The training and development programmes
offered by Google are an important component of the company's culture
as well as its accomplishments. Google creates a workforce that is bril-
liant, attracted to the company, and focused on growth and greatness as a
result of the company's investment of resources in the growth and devel-
opment of its employees. This obligation to representational development
is a main reason why Google is regarded as quite probably the most inno-
vative and successful company in this present reality. The industry experts
and distributions have acknowledged and praised the training and devel-
opment programmes that Google offers. For example, for a substantial
amount of time, Google has been ranked as one of the top organisations
by Training Magazine as one of the best organisations for the training and
development of workers. the training and development programmes at
Google have been recognised for their excellence and have been awarded
funds as a result. These grants include the Brandon Corridor Gathering
Greatness Grant and the Bersin by Deloitte What Works Grant. One of the
ways that Google ensures the profitability of its training and development
programmes is by calculating the impact such programmes have had on
the performance of representatives and the outcomes of company opera-
tions. Google utilises a variety of criteria, such as representative fulfilment
overviews, performance audits, and business measurements such as in-
come growth and consumer loyalty, to evaluate the efficacy of its training
programmes. Google is able to arrive at judgements that are data-driven
on how to develop and refine its projects after some time has passed
since the company estimates and analyses the effect of its training pro-
grammes on a routine basis. (Stahl, G. K. 2010).
 33

The fact that Google's training and development programmes are accessi-
ble all across the world is another important aspect of these programmes.
Google has operations in more than 190 countries throughout the globe,
and its training and development programmes are designed to be acces-
sible and effective for all employees, regardless of where they are located.
Google employs a variety of methods, such as providing virtual training
meetings, translating training materials into a number of different lan-
guages, and cooperating with local organisations to deliver training con-
tent, accomplish this goal.

Finally, Google has acknowledged that its obligation to promote repre-

sentative development extends beyond the confines of its own workforce.
This is a step in the right direction. the company is actively involved in a
variety of initiatives and associations aimed at advancing the training of
employees and expanding workforce development in a more comprehen-
sive manner. Google collaborates with organisations such as Code.org
and the Khan Foundation to advance software engineering education and
skills training. Google provides resources such as Google for Jobs to as-
sist job seekers in locating amazing open opportunities and cultivating the
skills they need to succeed in the workforce. (Frost, A. C. 2018).

The training and development programmes that Google offers are an es-
sential component of the success and culture of the company. Google
creates a workforce that is talented, connected with, and focused on pro-
gress and greatness by investing resources in the growth and develop-
ment of its employees. This workforce is focused on advancement and
greatness. Because the company places such a strong emphasis on
learning through experience, mentorship, technology, and estimation, its
training and development programmes are among the most innovative and
effective on the entire planet. by expanding its obligation to representative
development beyond its own workforce, Google is helping to shape the fu-
ture of education and workforce development in a more extensive manner.
This is an important contribution to the company's mission.
 34

3.4 Performance management system

As it helps to align representative efforts with the overall goals of the or-
ganisation, performance management is a fundamental component of any
organisation. It is well known that Google's performance management sys-
tem is one of the most advanced and powerful in the world. Google is one
of the largest and most innovative organisations in the world. There will be
discussion of Google's performance management system, as well as an
examination of the ways in which this system aids the company in achiev-
ing its strategic goals.

The performance management system at Google is built around a frame-

work that aims to generate and pay employees for their dedication to the
success of the company. Goals, feedback, and development make up the
three main components of the framework.

The establishment of goals is the most important component of Google's

performance management system. Every level of the Google organisation
has its own set of goals, from the most important top level down to the
level of each individual benefactor. The broad strategy of the company is
aligned with these goals, which are meant to be challenging, unambigu-
ous, and quantifiable.
 35

Figure 1 Employee performance metrics

Source-https://www.profit.co/blog/performance-management/top-5-
employee-performance-metrics-you-must-track/

Google encourages its employees to participate in the process of goal set-

ting and solicits their feedback and input increase the likelihood that the
company will achieve meaningful and attainable goals. The feedback
component makes up the second half of Google's performance manage-
ment system. Google recognises the importance of feedback as a funda-
mental component of worker development and makes use of a variety of
tools regularly provide feedback to its employees. One of the most im-
portant aspects of feedback is the provision of opportunities for employees
to get feedback from all levels of the organisation, including peers, superi-
ors, and subordinates. Employees may identify areas for development with
the use of this type of feedback, which helps them understand how others
see their work. (Gallo, A. 2012) Development makes up the third compo-
nent of the Google Performance Management System. Google provides
its employees with access to a wide range of opportunities for professional
development, such as training projects, teaching, and tutoring. the com-
 36

pany encourages its employees to look for opportunities for self-

improvement outside of the workplace, such as attending meetings or en-
rolling in online classes. The obligation that Google has to promote repre-
sentative development is mirrored in the culture of the company, which
prioritises continuous learning and innovation. The use of data analysis is
one of the most notable features of Google's performance management
system, which also happens to be one of its weakest points. Google
makes use of data analysis to keep track of worker performance and to
identify patterns and instances that might aid the company in further en-
hancing its performance management practises. The company makes
use of data to identify high-performing employees and to grasp what fac-
tors contribute to the success of such employees. This data is then used
to nurture training projects and instructing astonishing open doors that
may aid various employees with working on improving their performance.
One further unique aspect of Google's performance management system
is the manner in which it handles pay for its employees. Google's ap-
proach to employee pay is based on a variable compensation model,
which recognises and appreciates employees for their contributions to the
success of the company as well as their level of performance. To encour-
age employees to achieve their goals and contribute to the success of the
company, the company provides a variety of payment options, including
prizes, stock, and various motivators. When it comes to aligning worker ef-
forts with the strategic goals of the company, Google's performance man-
agement system is, for the most part, incredibly effective. Google creates
a culture of continuous learning and growth by setting testing goals,
providing standard feedback, and offering a large array of development
open doors. The obligation of the company to investigate data and pro-
vide variable remuneration helps with motivating employees and driving
exceptional performance. As a result, Google is in a position to attract and
retain top talent, enabling the company to maintain its standing as one of
the most creative and effective organisations in the world. having all of
these components analysed, the performance management system that
Google uses also includes standard performance audits. Employees re-
ceive feedback from their supervisors on their progress towards their goals
 37

through performance surveys, which are conducted on a quarterly basis.

The results of these surveys provide employees with the opportunity to re-
flect on their previous achievements, identify areas in need of develop-
ment, and formulate fresh goals for the subsequent three months. The
surveys also provide an opportunity for employees to provide feedback to
their manager, which helps to ensure that the performance management
work system is operating effectively.

The emphasis placed by Google's performance management system on

being simple and maintaining open correspondence is one of the most
fundamental aspects of the system. Google encourages managers to hold
regular one-on-one meetings with the members of their teams evaluate
performance and provide feedback. During these meetings, employees
have the opportunity to discuss their concerns and anxieties with their
managers, during which they also receive guidance and support. Google
provides its employees with access to a wealth of information on the per-
formance of the company, which may include financial statistics and stra-
tegic initiatives. This straightforwardness helps to build trust and commit-
ment among employees, as well as a sense of responsibility and respon-
sibility among workers.

The performance management system that Google uses also keeps track
of areas of strength for diversity, equality, and consideration (DEI). The
company is of the opinion that propels innovation and makes success in
the commercial world, it is essential to have a diverse and complete work-
force. Enhance diversity, equity, and inclusion (DEI), Google has imple-
mented a variety of initiatives, including as unconscious bias training, di-
versity enlistment projects, and representative asset meetings. the organ-
isation persistently monitors and reports on the progress it has made to-
wards achieving its DEI goals. This practise contributes to the company's
ability to provide reasonable assurance that it is making considerable suc-
cess in this area. (Purcell, J. 2011).
 38

One of the challenges that Google has faced with its performance man-
agement system is the possibility of favouritism and subjectivity in the
evaluation process. The company has taken a few precautions to ensure
decency and neutrality in an effort to reduce the risk associated with this
gamble. For example, Google makes use of a normalised performance rat-
ing scale, and directors are prepared to evaluate employees in light of
specific, observable ways of behaving and achievements. the company
makes use of alignment meetings, during which administrators review and
discuss team members' performance assessments ensure that evalua-
tions are consistent and appropriate across all teams.

The performance management system that Google uses is an essential

component of the success of the company. Google cultivates a culture of
continuous learning and development by setting testing goals, providing
standard feedback, providing development with useful open doors, and
improving straightforwardness and DEI. Motivating employees and achiev-
ing elite levels of performance are both helped along by the attention paid
by the company to data research and variable remuneration. Although
there are challenges and risks associated with any performance manage-
ment system, Google's obligation to decency and objectivity helps ensure
that the system is viable and fair despite these challenges and risks.
Google's performance management system is a model for other compa-
nies to copy, and it has helped the company achieve its position as one of
the most creative and successful organisations in the world. The system
is a model for other companies to imitate.

3.5 Compensation and benefits

Any representative's work perspective must include discussion of com-

pensation and benefits be considered complete. One of the most creative
and successful organisations in the world, Google, has developed a repu-
tation for offering its employees competitive compensation and benefits. In
the following discussion, it analyses the many forms of compensation and
 39

perks offered by Google, as well as the contribution that each one makes
to the overall success of the company. (Mayrhofer, W. 2012).

Compensation

It is well known that Google provides its employees with wages that are
higher than expected as well as additional financial incentives. The com-
pany has a compensation plan that is based on performance, which
means that employees' pay is determined by how well they individually
execute their jobs and how committed they are to the success of the com-
pany. The salaries offered by Google are, on average, greater than those
offered by other technology companies, and the company provides a vari-
ety of additional financial advantages to attract and retain top talent.

Possibly the most significant benefit that Google can provide is access to
various investment opportunities. Investment possibilities are made avail-
able to workers as part of their total compensation packages. These
chances can become a considerable asset over the course of time as the
stock price of the company continues to rise. Chances for investment,
Google also provide employees with prizes that are tied to the individual
and team performance of each employee. These awards may be quite
substantial, and they serve as a powerful incentive for employees to do
well in their positions. (Debrah, Y. A. (Eds.). 2013).

Benefits

Google is well-known for providing its employees with a large number of

benefits that go beyond the standard compensation. These benefits are
designed to help employees achieve both their personal and professional
goals, as well as to promote a healthier work-life balance. Health insur-
ance is arguably the most significant benefit that Google provides to its
employees. For the benefit of its employees' mental and physical health,
the company provides comprehensive clinical, dental, and vision services,
as well as wellness projects and resources. Google provides its non-
 40

native employees with meals and snacks at their offices, which contributes
to the promotion of a lifestyle that is both healthy and inexpensive. Google
is committed to promoting the personal and professional development of
its employees. The company encourages its employees to pursue their
own passions by providing them with many opportunities for personal time,
flexible work schedules, and paid vacations. Google provides its employ-
ees with access to a wide range of learning and development pro-
grammes, such as online classes, workshops, and meets. Another benefit
that sets Google apart from other companies and organisations is the im-
portance that the company places on diversity and thoughtfulness. Un-
derrepresented groups can receive assistance from the company through
a variety of different projects and resources, such as worker asset gather-
ings, mentoring projects, and diversity training. These efforts contribute to
the creation of a more all-encompassing and consistent working environ-
ment, which is to the benefit of all of the employees.

Influence on the contentment of employees and maintenance

The compensation and benefits packages offered by Google have a signif-

icant impact on the happiness of workers and their retention. The compa-
ny has earned a reputation for being an exceptional place to work, and this
excellent work environment is mirrored in the high representational con-
sistency standards that the company maintains. Employees at Google in-
dicate high levels of work satisfaction and dedication, and a large number
of them cite the company's compensation and benefits packages as a ma-
jor factor in their choice to remain with the company.

Google's compensation and benefits packages, the company's high con-

sistency requirements, are a major factor in the company's success in at-
tracting top talent. The company has a reputation for being one of the
most particular employers on the globe, and as a result, it receives a large
number of job applications each year. The compensation and benefits
packages offered by Google play a significant role in attracting and retain-
 41

ing top talent, which helps to ensure the continued growth of the company.
(Cascio, W. F. 2018).

Influence on the functioning of the company

Equally as significant, the compensation and benefits packages offered by

Google have a direct impact on the overall performance of the company.
Google is able to attract and retain outstanding talent through the provi-
sion of pay and financial incentives that are superior to those often antici-
pated. This helps the company drive innovation and inventiveness
throughout the organisation. The company's emphasis on representative
prosperity and work-life balance contributes to the advancement of a posi-
tive and consistent work environment, which in turn prompts higher levels
of representative commitment and productivity. This is because of the pos-
itive feedback loop that this feedback creates.

The obligation that Google has to diversity and consideration clearly im-
pacts the company's performance manner. Google is able to take ad-
vantage of a wider variety of perspectives and ways of thinking because to
the establishment of a more all-encompassing working environment, which
in turn contributes to the company's ability to foster innovation and creativi-
ty. The obligation that Google has to diversity and consideration helps the
company work towards improving its position and brand image. It does this
through providing assistance to groups who are underrepresented in
Google's workforce. In today's socially conscious world, a large number of
consumers and financial backers are looking for organisations that place a
strong emphasis on diversity and thoughtfulness in their business practis-
es. Google is able to attract customers and financial backers who share its
values and beliefs if it demonstrates that it is committed to these qualities
and acts on those obligations. A culture of continuous learning and im-
provement is fostered through Google's emphasis on worker development
and learning.
 42

Google is able to keep its employees interested in their work and motivat-
ed by providing them with access to a wide variety of learning opportuni-
ties and useful open doors. This leads to much higher levels of worker sat-
isfaction and productivity, which, in turn, contributes to the growth and
success of the company. (Chan, C. H. 2015).

The compensation and benefits packages offered by Google are not just
geared towards luring and retaining the best talent. This is another im-
portant point. These packages give an idea of the company's qualities as
well as its obligation to its employees. Google is sending a clear message
that it appreciates and regards its employees by investing resources in the
welfare and development of its workforce. This contributes to the estab-
lishment of a pleasant and robust working environment, which plays a sig-
nificant role in the degree to which representative spirit and job satisfaction
are impacted.

The compensation and benefits packages offered by Google are an es-

sential component in determining the success of the company. Google is
able to attract and keep top talent because the company offers salaries
that are higher than what is typically anticipated, investment possibilities,
awards, and other financial incentives. the emphasis that the company
places on representative prosperity, work-life balance, and individual and
professional development helps with the establishment of a positive and
powerful work environment, which in turn prompts more elevated levels of
worker satisfaction and productivity. (Ehnert, I. 2013)
 43

CHAPTER 4 CHALLENGES IN HUMAN RESOURCE MANAGEMENT IN

INTERNATIONAL BUSINESS

4.1 Cultural differences

Human Resource Management (HRM) is a core competency of every or-

ganisation, especially global organisations that work in a variety of coun-
tries and cultural environments. Cultural differences may have a significant
influence on HRM practises in global company. This is because organisa-
tions need to adapt to local norms, regulations, and values attract, super-
vise, and retain employees. In this study, the cultural differences in human
resource management (HRM) in international company are investigated.
This includes recruitment and selection, training and development, com-
pensation and benefits, and representative interactions.

The process of hiring and choosing

The processes of recruitment and selection are significantly altered among

nations and cultures due to factors such as differences in cultural norms
and values as well as differences in the regulations that govern the work-
place. In many Western cultures, independence is highly valued, and can-
didates are frequently evaluated based on their talents and capabilities as
opposed to their social foundations. This is because many Western socie-
ties value individualism. In some Asian countries, such as Japan, group
concordance is extremely important, and candidates are evaluated based
on their personality, character, and likeness with the team. Differences in
cultural norms may have an effect on certain aspects of the recruitment
process, such as the use of recruitment offices or scouting. In some socie-
ties, such as the United States of America, it is common practise to utilise
recruitment offices, however in other cultures, such as Japan, direct appli-
cations are the more common practise. It is possible for the legal require-
ments for recruitment and selection practises to differ significantly from
one country to the next, which necessitates that organisations modify their
 44

procedures comply with the regulations and standards that are specific to
their region. (Saini, D. S. 2010).

Development and instruction

The cultural differences that are present in international company might

also have an effect on the training and development practises. The viabil-
ity of training programmes may be impacted by cultural differences in
learning preferences, correspondence preferences, and feedback prefer-
ences. Employees in some cultures, such as China, may prefer to learn
via perception and mimicry, but in Western cultures, dynamic interaction
and feedback are emphasised. One example of such a culture is the
Western culture of the United States. Language and communication barri-
ers can have an influence, not only on day-to-day corporate operations,
but also on training and development practises. To ensure that employees
understand the material, organisations frequently have to provide training
in the native tongues of the area or utilise translators. Cultural differences
in communication styles, such as directness and indirectness, may need
organisations to modify their training projects ensure effective communica-
tion.

Obtaining perks and remuneration

The cultural differences that exist in international company can also have
an effect on the practises that govern compensation and perks. In certain
cultures, such as Japan's, the emphasis may be placed on long-term job
stability and consistency, but in others, such as the United States, com-
pensation is more commonly tied to an individual's level of performance.
Cultural differences in attitudes towards benefits, such as healthcare, re-
tirement, and vacation time, can have an effect on how compensation and
benefits are typically practised. The minimum wage that is allowed by legal
regulations and the amount of retirement benefits that are guaranteed by
the government differ from country to country. Other legitimate require-
ments for compensation and benefits also vary. To protect themselves
 45

from legal and financial complications, businesses have to make it a point

to ensure that the procedures they use for employee compensation and
benefits are in conformity with the relevant regional regulations and poli-
cies.

Relationships that Are representative

In international commerce, cultural differences can have an effect on rep-

resentative relations practises. Relationships are given a high level of im-
portance in some cultures, such as China, and strife is avoided at all costs
maintain harmony. One such culture is China. It’s possible that direct
communication and confrontation are more common in Western societies.
Cultural differences in work-life balance, such as attitudes regarding work-
ing for extended amounts of time and events, might have an effect on rep-
resentative relations practises. In certain countries and cultures, such as
the United States of America, employees may prioritise their work above
their personal lives, but in others, such as France, a healthy work-life bal-
ance is highly valued. Legal requirements for representative relations
practises, such as work regulations and company contracts, might also be
entirely different from one nation to the next. Protect their legal standing
and their reputations, businesses have to make it a point to ensure that
the procedures they put into place are in compliance with the relevant re-
gional regulations and standards.

Cultural differences have the potential to have a wide-ranging effect on

human resource management practises in businesses throughout the
world. These practises include recruitment and selection, training and de-
velopment, compensation and benefits, and worker relations. To success-
fully attract, manage, and keep employees, businesses need to alter their
HRM practises to conform to the local norms, values, and regulations in
their area. Inability to do so might result in legal, financial, and reputational
gambles, which can undermine the organization's ability to achieve its
goals. Organisations need to first understand the cultural context of the
countries in which they work effectively manage cultural differences in
 46

HRM practises in international business. This calls for an in-depth under-

standing of the cultural norms, values, and convictions held by the local
population, the legal and administrative environment.

Because of these cultural differences, organisations might need to revise

their HRM practises satisfy the concerns of their employees who live in the
area. Businesses could need to adjust their recruitment and selection
procedures to reflect the qualities and preferences of the local community,
or they might need to develop training programmes that are aligned with
the learning styles and communication preferences of the local communi-
ty. Organisations have the opportunity to take whatever steps are neces-
sary to build cultural competence among their HRM employees. These
steps may include providing diverse training or hiring local HR experts who
are familiar with the cultural environment of the community. Building cul-
tural competence among HRM staff members makes it more likely that
they will investigate cultural differences and develop HRM practises that
are effective in a variety of cultural situations. To ensure that their HRM
procedures continue to meet the needs of the local population, organisa-
tions should maintain on-going communication and feedback with their
employees. Organisations may identify areas for development and contin-
uously improve their HRM practises by soliciting feedback and sugges-
tions from their employees. This helps ensure that these practises are
more likely to align with the cultural norms and values of the surrounding
area. Successfully manage the cultural differences that are present in
HRM practises in global company, one has to have a comprehensive un-
derstanding of the cultural environment, customise HRM practises to meet
local challenges, have cultural capacity among HRM workers, and contin-
ue to communicate and receive feedback from employees. Because HRM
practises now take into account cultural differences, organisations are bet-
ter able to recruit, compensate, and retain employees from a variety of cul-
tural backgrounds compete successfully in the modern world. (Frost, A. C.
2018).
 47

4.2 Language barriers

In organisations all over the world, language barriers can present a signifi-
cant challenge. Communication is now more important than ever thanks to
globalisation, the expansion of world-wide organisations, and collaborative
activities. When there are language barriers present, it can be challenging
for organisations to work effectively and honestly. This can be especially
true in international settings. The following is a selection of the ways in
which linguistic barriers can have an effect on organisations operating on
a global scale.

Miscommunication

When people who come from different linguistic backgrounds communi-

cate with one another, there is always the possibility of misunderstanding.
Misconceptions may lead to errors in decision-making, a lack of foresight,
and mix-ups in implementation, all of which are potentially disastrous out-
comes. This may be especially risky when it comes to making big deci-
sions that might significantly impact the organisation.

Communication that Is totally wasted

As soon as there is a possibility of language barriers, there is a greater

possibility that communication will become progressively difficult. It is pos-
sible that people will need to expend more effort clarify things for one an-
other, which can take up valuable time and resources. if people do not
feel comfortable communicating in a certain language, they may choose
not to make any noise at all, which can result in vital information being
overlooked. (Gallo, A.2012).

Cultural contrasts

Language encompasses not just words and punctuation but also culture.
Individuals who are interested in other people's norms of behaviour can
 48

find it challenging to communicate effectively because people from differ-

ent cultures use different methods to express their ideas. The direct use
of the word "no" may be considered impolite in some cultures; hence,
people in these cultures may resort to the use of code phrases avoid of-
fending others. People who are interested in these cultural standards
might get this wrong if they have any curiosity about them.

Opportunities that are restricted

When there are language barriers present, there is a possibility that peo-
ple will turn off opportunities to work with others who speak different lan-
guages because of such barriers. Because of this, the available pool of
talent for critical jobs may be reduced, which may have a negative impact
on the organisation. This might hinder the organization's ability to enter in-
to new business sectors or collaborate with partners in foreign countries.

Costs that have greatly increased

When linguistic barriers are present, organisations may be forced to invest

money into language training or translation services continue operating ef-
fectively. These can be exorbitant, especially if one presupposes that they
are to be anticipated on a continuous premise. There is a possibility that
language barriers will result in misunderstandings or mistakes in commu-
nication, both of which could result in additional charges to rectify the situ-
ation. There are a variety of approaches that organisations may use to
overcome language barriers, including the following:

Language training

One solution to the problem of language barriers is to provide employees

with language training. Employees who work with colleagues who speak
different languages may find that this facilitates more effective communi-
cation. Both internal and external vendors can provide language training.
 49

Providing services in translation

Utilising translation services is yet another plan that can be implemented.

Records, communications, and other documents may be translated into a
variety of languages with the help of translation services. They are able to
provide translation services for a variety of events and meetings.

Technology

The elimination of linguistic barriers is another area in which technology

may be of assistance. For example, deciphering communications or ar-
chives may be accomplished with the help of translation programming.
the programming for video conferencing can provide on-going translation
services for meetings.

Employing personnel that is bilingual

There is also the option of hiring personnel that is multilingual. Employees

who are able to speak more than one language are in a better position to
help break down any barriers that may exist between different cultures and
linguistic groups. They are able to provide services related to interpretation
and translation.

Put some effort towards communication

The effect that language barriers have, organisations can work on improv-
ing their communication. This might include using language that is easy to
understand, avoiding the use of jargon, and making use of visual cues to
assist in the process of passing on information. For organisations operat-
ing throughout the world, linguistic barriers may be quite challenging. Mis-
communication, inefficient communication, cultural differences, limited
possibilities, and increased expenditures are just a few of the ways in
which language barriers may affect an organisation. However, there are a
few options available, such as language training, translation services,
 50

Technology, hiring bilingual staff, and working on communication. These

are some of the options. Organisations may improve communication, in-
crease effectiveness, and capitalise on new possibilities by addressing lin-
guistic barriers.

4.3 Employee mobility and relocation

The mobility of workers and their potential relocations present a significant

challenge for global human resource management (IHRM). Organisations
are more interested in utilising the advantages of internationalisation as
the world's commercial sectors continue to expand. An essential compo-
nent of this process is the ability to relocate employees to other parts of
the world, which enables organisations to reach near enough to new mar-
kets and talent pools. Despite this, worker mobility and relocation may be
challenging and difficult for HR professionals, requiring careful planning,
communication, and management of the process. (Sturgeon, T. 2015).

Cultural differences are one of the most significant challenges that come
with worker mobility and relocation. When a person moves to a new na-
tion, they are almost certainly going to encounter cultural differences,
which may have an effect on their abilities to adapt to their new environ-
ment. Linguistic barriers can make it challenging for employees to com-
municate with their co-workers, and cultural differences in attitudes regard-
ing one's role in one's workplace and one's private life can create chal-
lenges for employees who are accustomed to a variety of different norms.
HR professionals have a responsibility to be aware of these cultural differ-
ences and to work towards ensuring that employees are adequately pre-
pared to investigate them. The legal and administrative environment in di-
verse countries is another test of worker mobility and relocation. It is not
uncommon for the laws and principles governing migration, commerce,
and the collecting of taxes to be difficult to understand and substantially
different from one nation to the next. It is the responsibility of HR profes-
sionals to be aware of these standards and to ensure that employees ad-
 51

here to them at all times avoids legal or financial complications. Communi-

cation is an additional fundamental factor in the mobility and relocation of
workers. HR professionals have a responsibility to ensure that employees
are well educated about the process and have access to the data they re-
quire make choices based on that information. This ensures that infor-
mation is provided to hotels, schools, and any other relevant factors that
may have an effect on the representative's choice to relocate. Manage
worker expectations and address any concerns or problems that may arise
throughout the relocation process, effective communication is also essen-
tial. The logistics involved with worker mobility and relocation present still
another significant challenge. The relocation of employees and their fami-
lies to new locations presents a number of logistical challenges that must
be addressed by HR experts. These challenges might include the coordi-
nation of transportation, accommodation, and other essentials. This ne-
cessitates careful planning and organisation ensure that everything is in
place before the representative arrives. (Guest, D. E.2011).

The effect on the worker's loved ones is another criterion that must be sat-
isfied before representational mobility and relocation can be approved.
Moving to a new country may be a significant upheaval for families, partic-
ularly if they are leaving behind friends, family, and the natural environ-
mental aspects they are accustomed to. HR professionals have a respon-
sibility to be aware of the impact the relocation will have on the repre-
sentative's family and to provide assistance and resources to help the fam-
ily adjust to the new environment. Finally, the mobility of workers and the
relocation of workers can be expensive for organisations. Travel, accom-
modation, and other expenses associated with relocation may quickly
mount up. These expenditures need to be meticulously managed by HR
specialists to ensure that they stay within budget and that the company is
making a return from its investment in the endeavour. Overcome these
challenges, HR professionals will need to develop a comprehensive repre-
sentative mobility and relocation strategy that addresses each of the
aforementioned concerns. This strategy has to include guidelines for pick-
ing employees for global jobs, training and support for employees and
 52

their families, arrangement of logistics, processes for communication, and

management of costs.

Establishing a worldwide mobility team inside the HR department is one

approach that may be taken to manage the oversight of representative
mobility and relocation. This group may be responsible for addressing all
aspects of worker mobility and relocation, including as selection, training,
logistics, and management of costs. This strategy ensures that there is a
dedicated team that is focused on these issues and can assist with ensur-
ing that employees and their families receive the assistance they require
to thrive in their new environment. this strategy ensures that there is a
dedicated team that is focused on these concerns. (Govindarajan, V.
2013).

One such way is to arrange the organisations so that they have relocation
specialists on staff. These vendors are able to provide a hand in the or-
ganisation of logistics, the provision of transportation, and several other
aspects of worker relocation. This strategy has the potential to ease the
burden placed on HR workers while also ensuring that employees receive
the assistance they require.

In global human resource management, one of the most important chal-

lenges is ensuring the mobility of workers and facilitating their relocation.
Careful planning, communication, and management are necessary due to
the cultural, legal, logistical, and financial aspects of relocation. Effectively
manage worker mobility and relocation, HR professionals need to develop
comprehensive strategies and processes. This will allow them to ensure
that employees and their families are well prepared for the transition and
are looked after in the interim. This is especially relevant in the current
global corporate environment, when the ability to relocate employees to
different parts of the world is essential for organisations to maintain their
competitive edge.
 53

Giving employees cultural training and language classes is one way to

help them and their families during the relocation process. This can help
employees adapt to their new environment more successfully, and it can
also help reduce cultural misunderstandings and communication barriers.
Making sure that roommates and children have someone to help them can
be an additional step towards ensuring that the entire family is ready for
the move and that everyone feels supported in the meantime. One more
method for supporting employees during relocation is to furnish them with
transitory lodging and other fundamental resources. This may help ensure
that employees are comfortable and ready to concentrate on their work,
helping to relieve some of the stress that is associated with relocating to
another country. It is essential to ensure that representative mobility and
relocation strategies are flexible and versatile to the requirements of indi-
vidual employees. (Pinnington, A. H. (Eds.). 2011).

This is one of the most important aspects of representative mobility and re-
location. A few employees might need more help than others, contingent
upon their own conditions and the idea of their job. HR professionals
should have the option to adjust approaches and systems to meet these
singular necessities, guaranteeing that all employees get the help they
need to prevail in their new environment. Worker mobility and relocation is
a critical test in worldwide human resource management. In any case, with
cautious preparation, communication, and management, HR professionals
can conquer these difficulties and guarantee that employees and their
families are sufficiently ready and upheld in the meantime. By giving cul-
tural training, language courses, brief lodging, and other fundamental re-
sources, organizations can assist employees with adjusting to their new
environment all the more effectively and guarantee that they are agreeable
and ready to zero in on their work. Eventually, by supporting worker mo-
bility and relocation, organizations can get close enough to new business
sectors and ability pools, empowering them to stay cutthroat in the present
worldwide business environment.
 54

4.4 Managing diversity and inclusion

Organisations to attract, develop, and retain top talent, Human Resource

Management (HRM) plays an important role. HRM must contend with a
number of challenges brought on by the ever-changing nature of the work-
ing environment. One of these tests is to ensure that diversity and consid-
eration are being observed. A successful organisation must have both a
diverse membership and a considerate attitude towards its members. Mak-
ing an environment where all employees feel appreciated, regarded, and
supported is referred to as consideration. The term "diversity,” refers to the
differences that may be found among employees in terms of characteris-
tics such as race, orientation, age, sexual direction, and real capacity, and
these examples are only the tip of the iceberg. Diversity and inclusion are
crucial for the growth and success of organisations, particularly in terms of
their ability to foster creativity, inventiveness, and teamwork. Ensuring di-
versity while simultaneously fostering integration isn't without its challeng-
es. Create a holistic workplace that supports all employees, HRM should
investigate a variety of potential deterrents. The following are examples of
some of the most fundamental challenges. (Mukherji, A. 2014)

A tendency towards ignorance

The term "oblivious inclination" refers to the predetermined and unantici-

pated generalisations or judgements that individuals have towards particu-
lar groups. This might lead to the separation of particular persons and the
restriction of specific groups. It is the responsibility of HRM to recognise
and resolve any unconscious bias that may exist in the workplace ensure
that all employees are treated fairly and equitably.

Generalizing

When it generalises, it is making the assumption that all members of a par-

ticular group will have a particular set of characteristics or qualities. When
generalisations are made, people are not perceived as unique individuals
 55

but rather as members of a certain group. This shift in perspective can re-
sult in a lack of integration and division between people. In the workplace,
HRM should be working to eliminate generalisations and promote singular-
ity as much as possible.

Protection against the effects of change

The successful execution of diversity and consideration initiatives typically

necessitates extensive alterations to the culture and policy of an organisa-
tion. Protection against change has the potential to undermine the efficacy
of these objectives and impede progress towards creating a workplace
that is more complete. By openly communicating the merits of diversity
and thoughtfulness, as well as by assisting employees in adjusting to new
rules and procedures, HRM should work to overcome resistance to
change. The process of enlisting and maintaining many abilities simulta-
neously is a test in and of itself. HRM should be able to efficiently look for
and entice a diverse pool of candidates, which means they should be pre-
pared for potential shifts in line with recruitment strategies and effort en-
deavours. Keeping up with maintenance can also be challenging, since
employees may quit if they aren't provided with enough assistance or ad-
vancement possibilities. No matter what their level of expertise, HRM
should create a complete work environment culture that supports devel-
opment and progress. (Kramar, R. 2014)

Perceived aggression from others

The term "perceived hostilities" refers to actions or explanations that are

seen to be biased or unjust against particular groups of people notwith-
standing their lack of visibility or intentionality. Because they are frequently
difficult to recognise or differentiate, resolving issues of this nature can be
particularly challenging. Employees should be educated on the conse-
quences of perceived hostilities and encouraged to report them when they
occur as part of HRM's efforts to create a culture of awareness and under-
standing.
 56

Cultural contrasts

In a different kind of workplace, there could be employees who come from

a variety of cultural backgrounds, which can lead to misunderstandings
and conflicts. create a productive and long-lasting working environment,
HRM should prioritise the advancement of culturally varied comprehension
and communication. A proactive strategy that makes use of a variety of
different approaches should be used by HRM effectively manage diversity
and inclusion. These processes consist in part of the following steps:

Instructional methods and programmes

On topics like unaware inclination, cultural disparities, and comprehensive

style of functioning, HRM should provide education and training to em-
ployees. This can help facilitate the development of awareness and un-
derstanding, as well as prevent oppressive ways of behaving.

Incorporation of effort and recruitment

Through predetermined recruitment processes and designated effort en-

deavours, HRM should effectively search for and entice a variety of candi-
dates to apply for open positions. Participating in job fairs and meetings,
as well as publicising job opportunities through distributions that are sent
to a variety of different populations, are all examples of things that fall un-
der this category. Another option is to form a coalition with organisations
that are based in the immediate region.

Procedures and methodology

Auditing and modifying organisational policies and procedures should be

the responsibility of HRM ensures that they promote diversity and inclu-
sion. This may include policies regarding recruitment, hiring, performance
evaluation, and advancement opportunities.
 57

Collecting of workers available resources

Administration That Covers All Your Bases Administration plays a funda-

mental role in the development of a comprehensive workplace culture. Pi-
oneers should be prepared in complete authority practises and HRM
should consider them accountable for developing a robust and all-
encompassing work environment. This should be a responsibility that HRM
takes on.

Commitment on behalf of representatives

To understand employees' perspectives and experiences, HRM should

constantly engage with them. This may involve directing representative
evaluations, centre meetings, or one-on-one conversations, among other
possible activities. After collecting this feedback, it is possible to use it to
shed light on diversity and consideration initiatives and policies. (Lawler,
E. 2018).

Measurements and evaluations have been taken

It is the responsibility of HRM to monitor and evaluate the efficacy of diver-

sity and consideration drives. As part of this process, it may collect and
analyse data on topics such as the depiction of diversity, worker happi-
ness, and requirements for dependability. After that, this data may be used
to identify potential areas for development and provide light on potential
future initiatives. Supervising diversity and inclusion are a complex and on-
going process that calls for a strategy that is proactive and multi-layered.
HRM should work to overcome ignorant tendencies and generalisations,
handle the issue of protecting employees from change, engage and retain
a diverse talent pool, address the issue of perceived hostility and cultural
disparities, and enhance comprehensive authority. The implementation of
HRM systems such as education and training, effort and recruitment, effort
and recruitment, policies and techniques, representative resource gather-
ings, worker commitment, and measurements and assessment can help
 58

establish a robust and all-encompassing working environment that en-

courages innovation, inventiveness and cooperation.

4.5 Performance management as benchmark for industry

In the field of international business, where Human Resource Manage-

ment (HRM) grapples with cultural subtleties, legal frameworks, and geo-
graphical distances, performance management emerges as a crucial yet
flexible benchmark. Through the establishment of a framework for measur-
ing employee effectiveness across a variety of subsidiaries, it helps to cul-
tivate an atmosphere that is focused on outcomes and integrates individu-
al contributions with the overarching objectives of the organization. The
use of performance management may be leveraged by international hu-
man resource management to identify top performers and areas for devel-
opment. This is accomplished by creating clear performance objectives
that are adapted to local settings. This makes it possible to implement
training and development programs that are specifically tailored to the
needs of employees, ensuring that they have the knowledge and abilities
essential to prosper in their respective markets. In addition to this, perfor-
mance management acts as a platform from which successful talent man-
agement strategies may be developed. Organizations can discover indi-
viduals with the potential for relocation or leadership roles in foreign
branches by conducting a systematic assessment of employee skills
across international operations. Not only does this encourage a sense of
professional advancement, but it also helps to build a workforce that is
movable around the globe, which is an essential advantage in the linked
business world of today. (Moeller, M. 2021).

The adaptability of performance management is of the utmost importance

for its effectiveness as a benchmark. During the process of developing
evaluation criteria, cultural sensitivity must be taken into consideration.
Specifically, cultures that are individualistic may place a greater emphasis
on the accomplishment of goals, whereas cultures that are collectivistic
 59

may place a greater emphasis on teamwork and collaboration. It is nec-

essary to use a nuanced approach that is in accordance with the stand-
ards of the local community because the legal regulations that govern per-
formance evaluations and disciplinary measures differ from nation to coun-
try. Technology plays a significant part in supporting efficient performance
management across international borders, which is particularly important.
The process of defining objectives, offering feedback, and tracking pro-
gress may be streamlined using cloud-based performance management
systems, which ensures consistency and transparency even among teams
that are geographically scattered. it is of the utmost importance that HR
workers have cross-cultural training and regular communication. (Phan, P.
2018) In order for organizations to successfully negotiate the complexity of
international performance management and exploit it to unleash the full
potential of their global workforce, it is vital to cultivate open communica-
tion channels and provide HR professionals with the required intercultural
skills. The implementation of performance management that is character-
ized by adaptability and cultural sensitivity serves as a significant bench-
mark for human resource management in international business. In the
end, it accelerates international enterprises towards establishing a com-
petitive advantage in the global marketplace by strengthening personnel
management, aligning individual contributions with organizational goals,
and eventually supporting the achievement of organizational goals.
 60

CHAPTER 5 RESEARCH AND ANALYSIS OF HRM

5.1 Aligning HR strategies with business goals

Human resources (HR) strategies are flawlessly integrated with its entire
business goals. HR is transformed from a strictly administrative role into a
strategic partner that propels the company ahead as a result of this im-
portant alignment, which functions as the bridge between an organization's
strategic goal and its effective implementation. The leaders of human re-
sources must first have a complete grasp of the business strategy in order
to take the first step towards achieving this alignment. Analysing the or-
ganization's mission, vision, and both short-term and long-term goals is a
necessary step in this process. HR professionals are able to establish key
performance indicators (KPIs) and metrics that evaluate success across a
variety of departments if they immerse themselves in the strategic
roadmap of the company. With the use of this newly acquired information,
human resources are able to transform business goals into precise and
practical HR objectives. It is possible that the human resources strategy of
a company will centre on acquiring and keeping top talent in crucial growth
areas if the company's strategy is to increase its market share in the future
year. The development of focused recruiting efforts, the reworking of
onboarding procedures to guarantee that newly hired employees are swift-
ly integrated and productive , the implementation of competitive compen-
sation and benefits packages to build employee loyalty are all actions that
might be taken in this regard. (Robinson, J. 2005).

In order to properly evaluate the present workforce, HR has to undertake a

comprehensive assessment. As part of this process, an assessment of the
existing talent pool's capabilities, strengths, and limitations is carried out.
The study of skills gaps is an essential component of this process, as it
emphasizes the areas in which the workforce may be lacking the compe-
tence required to accomplish the business goals. The overall health of the
company culture may be evaluated by conducting exit interviews, focus
 61

groups, and surveys to gauge employee engagement and satisfaction.

This gives vital insights into the overall health of the company culture. HR
is able to develop focused programs that address important talent short-
ages and cultivate a work environment that engages and inspires employ-
ees by identifying these strengths and weaknesses and then following
through with those activities. (Holbeche, L. 2022).

The Human Resources department may start the process of designing

and implementing a strategic HR plan if they have a solid grasp of both the
business strategy and the existing situation of the workforce. This plan
needs to be a living document that specifies certain HR efforts that are
closely connected to the accomplishment of the business goals. In addi-
tion to talent acquisition and onboarding, it should also include perfor-
mance management, training and development, compensation and bene-
fits, and employee retention. It should include all parts of the employee
lifecycle. When developing this plan, Human Resources should give priori-
ty to activities that will have the greatest influence on the process of
achieving business objectives. This may entail expediting the recruiting
process in order to attract top talent more quickly, building leadership de-
velopment programs in order to cultivate future company leaders, or
adopting performance management systems that reward employees for
surpassing goals that are linked with the broader business strategy.
(Kusumastuti, D. 2011).

Effective communication is a crucial factor in determining whether or not

HR strategy alignment is successful. Leaders in human resources are
tasked with cultivating robust connections with top management and key
stakeholders spread across many departments. The Human Resources
department may do this by holding regular meetings, giving presentations,
and participating in collaborative workshops. These activities will allow HR
to clearly describe how its initiatives directly contribute to the achieving of
business goals. open communication ensures that human resources are
kept abreast of any changes in the business strategy, which enables them
 62

to adjust their plans appropriate to the new circumstances. (Williams, S. L.

2002).

After the HR strategy has been put into action, it is necessary to proceed
with continuous assessment and evaluation. The Human Resources de-
partment is able to monitor progress and pinpoint areas that need im-
provement when they develop specific metrics for each HR effort. The
business goals that these metrics are intended to serve ought to be close-
ly related to these metrics. The Human Resources department may, for in-
stance, keep track of metrics like turnover rates, employee engagement
scores, and the amount of time it takes to fill new jobs if the objective is to
promote employee retention. The Human Resources department is able to
evaluate the success of their programs and make necessary modifications
by analysing the data given to them. In the constantly shifting environment
of the business world, this on-going feedback loop guarantees that the
human resources strategy will continue to be applicable and influential. It
is a continual process that needs a deep grasp of the strategic vision of
the organization, a thorough assessment of the workforce, and a commit-
ment to continuing communication and evaluation. Aligning HR strategies
with business goals is a process that is on-going. The Human Resources
department has the potential to change itself from a reactive department
into a proactive partner that contributes to the growth and success of an
organization if it adopts this strategic approach. By building a culture of in-
novation and engagement, which propels the business towards achieving
its full potential, this alignment gives human resources the ability to recruit,
develop, and keep a workforce that is among the highest performers in the
industry. (Alankari, H. A. 2015).

Table 3: Google’s HRM Statistical data analyse

Source- https://gitnux.org/google-employment-statistics/
 63

Employment Statistic Value

Total Number of Employees (2020) Approximately 156,500

Fortune 100 Best Companies to 6th

Work For (2020) Ranking
Annual Feedback from Employees Over 3.3 million pieces
(2020)
Average Team Size 5-6 team members

Number of Global Offices (2020) More than 70 offices in over 50

countries
Female Workforce Percentage 44.70%
(2020)
Most Attractive Employer for US Ranked 1st (2019)
Computer Science Students
Median Gender Pay Gap (2020) 0%

Full-time Employees by Ethnicity White: 46.6%

(2020) Asian: 32.7%
Latinx: 6.4%
Black: 4.4%
Maternity Leave Duration 18 weeks

Employee Turnover Rate (2020) Approximately 13%

Performance Evaluation Distribu- High Performers: 20% Average:

tion 60%
Low Performers: 20%
Preferred Workplace for Gen-Z & Topped the list
Generation Alpha (2019)
Google’s Job Satisfaction 85% High Job Satisfaction
 64

5.2 Developing cross-culture competence

For organizations to succeed, developing cross-cultural competence in

Human Resource Management (HRM) is becoming increasingly important.
An illuminating case study in this respect is provided by Google, which is
well-known for the innovative HR policies it has implemented. Through the
cultivation of a workplace culture that is diverse and inclusive, Google has
not only improved the level of satisfaction experienced by its employees,
but it has also benefited its bottom line through increased creativity and
innovation. Cross-cultural competence among Google's human resources
staff is one of the company's key strategies. Google ensures that its hu-
man resources professionals have the knowledge and skills necessary to
navigate the complexities of a multicultural workforce by providing them
with training programs, cultural immersion experiences, and diverse re-
cruiting practices. This strategy helps Google to effectively attract, retain,
and develop talent from a diverse range of backgrounds, which contributes
to the company's competitive edge in the global marketplace. (Draghici, A.
2015).

Located in vadodara, India, Devikrupa Corporation. Due to the fact that

Devikrupa Corporation largely serves the local market, it is possible that
the company's workforce has a somewhat restricted requirement for cross-
cultural competence. In spite of this, Devikrupa corporation could be able
to profit from the following, based on their supplier network or prospective
future expansion plans in Country and Overseas Segments.

Building strong relationships with culturally diverse suppliers in India is the

focus of the Local Area Focus. It is possible to have more successful part-
nerships by first gaining an understanding of the regional differences in
communication methods, work ethic, and business practices. There is the
possibility that Devikrupa's procurement staff might participate in training
sessions or workshops pertaining to these elements. (Caligiuri, P., 2019).
Training in Cultural Sensitivity Devikrupa corporation has the ability to im-
plement training programs that are designed to improve cultural sensitivity
 65

for its current workforce. Simulations, case studies, or guest lectures that
centre on recognizing and understanding cultural differences in the work-
place might be examples of what this could include. Because of this, the
dynamics of the team are improved, and the environment becomes more
welcoming.

Language Skills Development: It is possible to improve communication

and establish trust by encouraging employees, particularly those who are
in jobs that involve direct interaction with customers, to obtain a funda-
mental level of fluency in languages that are commonly spoken by their
customer base.

Global Human Resources Policy of Google: Cross-cultural competence is

emphasized as a fundamental component of Google's human resources
policy due to the company's international presence and diverse workforce.

Recruitment and Selection: Google's recruitment process extends beyond

technical recruitment, looking for individuals with a global mentality and
the capacity to adapt. They may use behavioural interview questions to
assess a candidate's level of comfort in working with diverse teams and
dealing with situations that include people from different cultural back-
grounds.

Google provides extensive training programs on cultural competence as

part of its training and development initiatives. Simulations of multicultural
team projects, training on unconscious prejudice, and language classes
are all examples of programs that might be included in these programs.
For the purpose of fostering first hand cultural understanding, Google may
propose the implementation of employee exchange programs across its
many international offices.

Global Work Teams: Establishing project teams with a diverse mix of na-
tionalities enables employees to cooperate across cultures, which in turn
fosters communication skills and an understanding for different points of
 66

view. This has the potential to result in creative ideas as well as a deeper
comprehension of the interconnected global market. (Ngoc L. 2021).

Mentoring Programmed: Google may decide to develop mentoring pro-

grams that link experienced employees from a variety of cultures with
newbies to the company. This enables cross-cultural trust and rapport
building, cultural advice, and information exchange.

Table 4: Google Workforce Representation data by region.

Source- https://about.google/belonging/diversity-annual-report/2022/

Data
2021 2022
Race / Ethnicity
Americas Asian+ 21.8% 23.3%
(non-U.S.)
Black or African+ 3.9% 4.9%

Hispanic/Latino/Latinx+ 33.3% 34.1%

Indigenous+ 1.0% 0.8%

Middle Eastern or North 4.8% 4.7%

African+
White or European+ 48.2% 43.6%

APAC Asian+ 85.8% 88.8%

Black or African+ 0.5% 0.3%

Hispanic/Latino/Latinx+ 1.1% 0.8%

Indigenous+ 0.2% 0.2%

Middle Eastern or North 0.6% 0.5%

African+
White or European+ 13.8% 11.0%

EMEA Asian+ 10.9% 12.1%

Black or African+ 2.8% 3.2%

Hispanic/Latino/Latinx+ 3.8% 3.9%

Indigenous+ 0.3% 0.3%

Middle Eastern or North 7.3% 7.8%

 67

African+

White or European+ 80.4% 78.1%

Gender
Americas Women 31.0% 33.4%
(non-U.S.)
Men 69.0% 66.6%

APAC Women 34.6% 35.3%

Men 65.4% 64.7%

EMEA Women 32.7% 33.8%

Men 67.3% 66.2%

Comparative Analysis and Suggestions for Devikrupa corporation

Concerning

Devikrupa corporation can adapt these practices to their specific needs

even though Google's HR policies are vast owing to their global scope.
The following is a comparison and analysis. In order to assess a candi-
date's willingness to work with diverse suppliers or potential international
clients, Devikrupa corporation might include questions in the interview
process.

Training: Devikrupa corporation is able to provide specifically targeted

training sessions on cultural sensitivity or communication styles that are
pertinent to their supplier base or possible client demographics during
these sessions. The possibility of partnering with local cultural centres or
taking online classes is also a possibility.

Work teams: Fostering cooperation and information exchange across

Devikrupa's geographically scattered teams inside India can be a first step
towards building cross-cultural competence.
 68

Diversified hiring: Recruitment of Candidates from Diversified Back-

grounds, Gender will Enable firm to maintain Work Culture Balance and
utilizing enormous technical experience to attain long term objectives.

Mentorship: Senior employees who have experience working with diverse

suppliers or clients can act as mentors to junior employees, giving useful
insights and building cultural awareness in the process.

For both Google and Devikrupa Corporation, developing cross-cultural

competence in human resource management is beneficial. Companies
may establish a more inclusive work environment, improve communication
and cooperation, and ultimately achieve better success in the market
place by identifying cultural differences and putting appropriate strategies
into place. Devikrupa Corporation may adapt these practices to their spe-
cific needs and size, building a more culturally competent workforce for fu-
ture success, even if Google's HR policies are comprehensive owing to
their global scope. (Steers, R. M., 2013).

A producer of auto ducts with headquarters in Vadodara, Devikrupa Cor-

poration, has the potential to gain important insights from Google's human
resource policies. Recognizing the significance of cross-cultural compe-
tence in HRM is as important, even though Devikrupa Corporation may not
operate on the same scale as Google. The capacity to comprehend and
bridge cultural differences becomes essential for success when Devikrupa
Corporation develops its activities globally or engages with clients, suppli-
ers, and employees from diverse international backgrounds. Devikrupa
Corporation has the ability to improve its human resource practices and
strategically position itself for growth in the global marketplace by adopting
some of the strategies that Google employs. These strategies include the
implementation of cross-cultural training programs, the promotion of diver-
sity and inclusion initiatives, and the recruitment of talent from a variety of
cultural backgrounds. (Giannelloni, J. L. 2017).
 69

When it comes to human resource management, developing cross-cultural

competence is very necessary for organizations to survive in today's linked
world. Companies like Devikrupa Corporation are able to construct a work-
force that is more inclusive and effective by drawing on the HR policies of
Google and adapting them to their local environment. This, in turn, will
drive innovation, productivity, and success. Investing in cross-cultural
competence will continue to be a strategic requirement for human re-
source management as organizations continue to navigate the complexi-
ties of globalization. Cross-cultural competence, human resource man-
agement, Google, Devikrupa Corporation, diversity, inclusion, and global
market place are all related keywords.

5.3 Implementation effective communication and collaboration

In the Human Resource Management (HRM) strategies of modern organi-

zations, effective communication and collaboration are of the utmost im-
portance. These strategies facilitate flawless operations and build an envi-
ronment that is favourable to work. Google, which is well-known for its
creative business practices, serves as a model for other companies to fol-
low by demonstrating how to successfully deploy powerful communication
and collaboration systems inside its human resource management frame-
work. Google guarantees that its workforce continues to be networked and
informed by integrating cutting-edge technology with a culture of open
communication. (Rijal, S. 2024).

Drives productivity and innovation inside the company. Google enables its
employees to communicate easily across geographical borders by utilizing
a number of communication methods like as email, instant messaging
platforms, video conferencing, and internal social networks. This facilitates
the exchange of information and the development of teamwork. A culture
of transparency and inclusion is fostered at Google, where employees are
encouraged to openly express their thoughts and ideas. This helps to cul-
tivate a sense of belonging and collective ownership among the workforce.
 70

Google is able to improve employee engagement and satisfaction while

simultaneously strengthening its competitive advantage in the rapidly
evolving technology market. This is accomplished by placing a priority on
effective communication and collaboration. (Kozusznik, M. 2014).

Devikrupa Corporation, which is situated in Vadodara and manufactures

auto ducts, is confronted with a number of significant problems when it
comes to integrating communication and collaboration practices within its
human resource management framework. When it comes to promoting
open communication and collaboration among its workforce, Devikrupa
Corporation has challenges due to the fact that it operates within a con-
ventional industry that is characterized by hierarchical structures and re-
strictive processes. Significant obstacles to successful communication in-
side the organization include a lack of emphasis on employee engage-
ment efforts and limited access to technology. Other obstacles include a
lack of attention on technology. the presence of cultural elements and lin-
guistic obstacles that are prominent in the local environment further hin-
ders smooth collaboration among the diverse teams that make up
Devikrupa Corporation. Despite these hurdles, the company acknowledg-
es the need of strengthening communication and collaboration within its
human resource management practices in order to enhance organizational
efficiency and employee satisfaction. (Giannelloni, J.017).

Devikrupa Corporation is able to get valuable insights from Google's ap-

proach to human resource management (HRM) communication and col-
laboration. Creating a more connected and collaborative work environment
is something that Devikrupa Corporation is able to do by utilizing technol-
ogy to simplify communication channels and investing in programmers that
encourage employee involvement. Real-time communication and collabo-
ration among employees may be made easier with the use of technologies
such as enterprise social networks, project management platforms, and
virtual collaboration software. This is true regardless of the employees'
physical locations. The establishment of a culture that is open and inclu-
sive, in which employees are encouraged to share ideas and offer feed-
 71

back, has the potential to improve trust and collaboration inside the organ-
ization. Devikrupa Corporation is able to overcome language barriers and
cultivate a workforce that is more cohesive by implementing training and
development programmes that are centred on improving communication
skills and fostering cross-cultural understanding. It can be stated that good
human resource management practices are comprised of essential ele-
ments such as effective communication and collaboration. These elements
enable organizations to accomplish their strategic goals and engage their
employees. Companies like Devikrupa Corporation may learn from such
best practices and adapt them to their own specific organizational settings.
While Google acts as a standard for introducing new communication and
collaboration mechanisms inside HRM, other companies like Devikrupa
Corporation can also learn from similar best practices. Organizations may
improve collaboration and prepare the road for ongoing growth and suc-
cess by prioritizing the use of communication technology, developing an
open culture, and investing in employee development. (Sunnapwar, V.
2016).

5.4 Final assessment

In the final assessment for research and analysis for a thesis that com-
pares the Human Resource Management (HRM) practices of Google and
Devikrupa Corporation, it is vital to dive into numerous aspects in order to
develop conclusions that are useful. The human resource management
strategy of Google demonstrates that the company places a significant fo-
cus on employee empowerment, innovation, and a distinctive organiza-
tional culture. "Innovative HR practices," "employee empowerment," and
"organizational culture" are some of the keywords that are essential to this
analysis. High levels of employee satisfaction and retention are partially
attributable to the well-known benefits offered by Google, which include
free meals, on-site gyms, and flexible work hours. However, due to the fact
that Devikrupa Corporation is a smaller business, it may place a higher
 72

priority on certain areas of human resource management, such as cost-

effectiveness and typical hierarchical structures.

The use of phrases such as "cost-effective HR practices" and "traditional

organizational structure" would be pertinent in this context. It would also
be beneficial to compare the two companies with regard to aspects such
as their recruitment and selection procedures, training and development
programmers, performance management systems, and employee en-
gagement strategies. This would give significant insights. Utilizing terms
such as "recruitment and selection," "training and development," "perfor-
mance management," and "employee engagement" would be an effective
way to optimize the analysis. There is the possibility of strategically includ-
ing internal connections, such as tying "employee empowerment" to an ar-
ticle that discusses Google's creative human resource practices and link-
ing "organizational culture" to research that investigates the influence of
company culture on employee satisfaction respectively. In conclusion, the
thesis is able to present a comprehensive knowledge of how human re-
source management practices differ between Google and Devikrupa Cor-
poration, as well as the relative consequences that these practices have
on the success of organizations, by doing rigorous research and analysis
focused on these key topics and associated terms. (Rane, S. 2016).

5.5 Conclusion and recommendation

Devikrupa Corporation can learn from research Google's HR policies to

improve its own procedures. Devikrupa can foster a culture of innovation
and excellence by embracing Google's focus on talent attraction, retention,
and development. Implementing effective training programs, career devel-
opment initiatives, and performance management systems may provide
employees the power to flourish and make valuable contributions.
Devikrupa may benefit from Google's inclusiveness and diversity programs
for handling cultural differences, which promote a peaceful and productive
work environment. Devikrupa may enhance its workforce, promote organi-
 73

zational performance, and more adeptly respond to industry difficulties by

adopting these concepts.

Answers of research questions and results

Google's Strategic HRM policies incorporate a combination of innovation,

adaptability, and inclusiveness. Their main focus is on acquiring and keep-
ing the best employees worldwide by using thorough recruitment strate-
gies that emphasize diversity and cultural compatibility. Google prioritizes
employee well-being and work-life balance by implementing comprehen-
sive training programs, career development initiatives, and performance
management systems. These policies are in line with the company's over-
all objectives, promoting a culture of high quality and flexibility throughout
its global operations.

Google provides a wide range of training and professional development

options for its employees globally. By implementing well-organized pro-
grams, providing mentorship, and granting access to state-of-the-art re-
sources, employees are given the authority and support to consistently
improve their skills and knowledge. Performance management is crucial
for establishing industry benchmarks, delivering feedback, and fostering
ongoing enhancement. Google cultivates a culture of responsibility and
superiority by harmonizing personal aspirations with organizational objec-
tives. This approach influences industry norms and promotes flexibility in a
swiftly changing environment.

Answers of sub questions

Google tackles difficulties associated with cultural diversity by actively en-

couraging inclusion, cultural understanding, and sensitivity through its hu-
man resource management (HRM) policies. Google cultivates an inclusive
atmosphere by implementing cross-cultural training, maintaining open
lines of communication, and promoting diversity initiatives. This ensures
that employees from all backgrounds are appreciated and treated with re-
 74

spect. Google harnesses the distinct viewpoints and capabilities of its

worldwide employees to foster innovation and achieve success by em-
bracing cultural diversity.

Google utilizes a comprehensive strategy to recruit and find appropriate

applicants for international positions in various areas. By utilizing data-
driven insights, focused recruiting strategies, and collaborations with edu-
cational institutions, Google guarantees a consistent flow of skilled individ-
uals. Google's commitment to diversity and inclusion draws a wide range
of individuals with diverse experiences and perspectives. This enriches
their talent pool and stimulates innovation in global marketplaces.

Google ensures the success of its international operations by giving high

importance to employee engagement, providing ongoing feedback, and
maintaining open communication lines. Google cultivates a culture of re-
sponsibility and exceptional performance by conducting frequent perfor-
mance evaluations, defining goals, and implementing recognition pro-
grams. Google maintains close relationships with its employees to guaran-
tee that everyone is working towards the same organizational objectives.
This approach promotes overall success and creates a sense of unity
among its worldwide workforce.
 75

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