26 March 2009, 200 Layoffs “So today we have informed Googlers that we plan to reduce the number of roles within our sales and marketing organizations by just under 200 globally. The recession makes the timing even more difficult for the Googlers concerned. We had to restructure our organizations in order to improve our effectiveness and efficiency as a business. We will give each person time to try and find another position at Google, as well as outplacement support, and provide severance packages for those who leave the company.
Finally, I would like to take this opportunity to thank everyone affected for all they have contributed to Google. ” * Omid Kordestani, Senior VP, Global Sales and Business Development (2009) From this article, google would cut 200 would cut about 200 employees from its sales and marketing organization. It would reduce the overlap between different groups and speed up decision making. Omid Kordestani, Senior VP, Global Sales and Business Development said, the cut meant to address the mistakes that the company had done before. In some areas we’ve created overlapping organizations which not only duplicate effort but also complicate the decision-making process,” Mr. Kordestani wrote on Google’s corporate blog.
“That makes our teams less effective and efficient than they should be. In addition, we over-invested in some areas in preparation for the growth trends we were experiencing at the time. ” 4 January 2009, 100 Layoffs “Given the state of the economy, we recognized that we needed fewer people focused on hiring… e need to go further and reduce the overall size of our recruiting organization by approximately 100 positions. We know this change will be very difficult for the people concerned, and we hope that many of them will be able to find new roles at Google. They helped build this company, new hire by new hire, and we are enormously grateful for everything they have done. ” * Laszlo Bock, Vice President, People Operations (2009 In January, google laid off 100 recruiters which is that deeper cuts were “unlikely”. In February, company cut another 40 positions when it closed its radio advertising efforts.
About 100 of the eliminated positions will be in the United States and the rest overseas, said Matt Furman, a Google spokesman. Mr. Furman said the company continued to hire new workers, albeit at a slow rate. In the fourth quarter of 2008, the company grew by 99 workers, ending the year with 20,222 full-time employees. In previous years, Google had added more than 2,000 people in a single quarter. Laid-off workers will be given time to apply for other jobs within the company. How a Giant Company Aims to Remain Intimate. Google have a good track record in management.
It routinely ranks first or near the top in “best places to work” reports. Google’s value proposition as an employer combines a laser focus on innovation and smart business practices with a small-company feel that includes direct access to top management. For instance, no one hesitates to pose questions directly to the founders at the weekly all-hands meetings. The HR management system plays a critical role in keeping this value proposition well tuned and relevant for each successive generation of employees by embedding Google’s mission into daily work life.
As Laszlo Bock, vice president of people operations at Google, said in an interview with BCG: “If you talk to anybody at Google and ask them what the mission is, they’ll say, ‘To organize the world’s information and make it universally accessible and useful. ’ It’s rare to find a place where everyone knows the mission—and then actually believes it. ” Google’s benefits and compensation packages, renowned for their largess, have a threefold purpose, Bock pointed out. First, to create a community—hence the microkitchens sprinkled around the offices, where people can interact informally.
Second, to drive innovation: the more people interact, the higher the likelihood of creating serendipitous sparks of innovation. And third, to promote efficiency: on-site oil changes and dry-cleaning services help hard-working employees save time in their personal lives. To keep a pulse on how “Googlers” are feeling, which informs talent-management and development programs, HR undertakes a variety of analyses, Bock said. The company monitors retention and attrition and looks for patterns.
An annual employee survey plus focus groups throughout the year provide ample qualitative feedback. On the basis of this analysis, upward management feedback gets put into practice. “Every member of our executive team has goals for the year,” Bock said. “These are not amorphous goals, like ‘make the company feel more engaged,’ but very specific, like ‘there were three issues in the sales organization that we will address this year. ’” Recruitment group Randstad Chooses Google Apps for its 29,000 Employees.
Randstad consist of four large Dutch cities (Amsterdam, Rotterdam, The Hague, and Utrecht) and the surrounding areas. It is one of the biggest staffing companies in the world and has some 29,000 employees working from more than 4,500 branches in 40 countries around the world. They help companies and candidates connect in industries such as engineering, finance and accounting, healthcare, human resources, managed services, pharma and technology. To give an idea, they place on average well over 500,000 people per day.
It have grown to become quite large since it began as a small company started in a student dorm room in 1960 and the business has changed quite a bit in that time. But at its core, it still the same. All about people. Their decision making process involved several companies, but ultimately they decided on Google for a few different reasons. They have a workforce of younger, and heard the feedback that are quite familiar with Google tools like Gmail, Google Calendar, Google Drive and Google+ Hangouts in user personal lives, and they’d like to use them at work too.
Also, because the Google tools are all integrated, they wouldn’t run into the problem of having employees across offices and countries having to work with several different pieces of technology that don’t work well together. Lastly, we wanted to provide our employees with as much training as they needed and G-company were able to provide that. Their rollout will eventually include all 29,000 Randstad employees, 5,000 of whom are located in the Netherlands. Their employees in France, Japan and India, approximately 8,000, are already on Google.