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HRM
The company I am going to evaluate for its human resources policies is Google. The company advertises its careers and sells its employer brand at the following address:
http://www.google.com/about/careers/
Right from the outset, the company begins with the tagline "Do cools things that matter," which is a statement of one of the company's key selling points. The company seeks the best, most talented and innovative people, and then tries to give them an environment in which they will thrive. This helps Google to meet its business strategy, which emphasizes innovation as a key to the development of new products and markets, and a pathway to maintaining competitive advantage in the company's existing businesses.
It is important that the human resources strategy the firm employs aligns closely with its business strategy. It has long been established that human resources can play a significant role in the execution of strategy, particularly in knowledge industries or ones where relationships are a key success factor. The idea that having the best people is important...
Knowledge management effectiveness is in particular tied closely to human resource strategy, especially where the HRM strategy is specifically tied to the organization's overall strategic objectives (Shih & Chiang, 2005).
The careers listed on the website fall into two categories -- building and selling, a process known as talent segmentation that seeks to identify the pivotal talent pools from which a company draws its employees (Boudreau & Ramstad, 2005). The positions are broken down by geography as well. Most of the jobs are sales jobs, but there are a number of technical jobs as well. The company's unfilled positions tend to be more senior positions, where they seek candidates with extensive experience in their fields. There are no human resources positions available -- most would be located and the global headquarters but these positions tend to be technical or sales. This is unfortunate, but it also means that the company has a stable HR division with low turnover.
Google can develop HRM strategies that…
References
Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal. Vol. 39 (4) 779-801.
Boudreau, J. & Ramstad, P. (2005). Talentship, talent segmentation and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management. Vol. 44 (2) 129-136.
Shih, H. & Chiang, Y. (2005). Strategy alignment between HRM, KM and corporate development. International Journal of Manpower. Vol. 26 (6) 582-603.
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