Google Human Resources

The Human Resource Functions at Google, Inc.:

High on Trust and Low on Politics

MGT 530 Strategic Human Resources Management

Robert Morris University

Jeffery Nichols

Spring 2011

Introduction

Oliver Wendell Holmes said, “The greatest tragedy in America is not the destruction of our natural resources, though that tragedy is great. The truly great tragedy is the destruction of our human resources by our failure to fully utilize our abilities, which means that most men and women go to their graves with their music still in them.” The concept of strategic human resource management is as old as mankind. Tools and procedures were developed to select tribal leaders; information was passed down to the next generation regarding hunting and gathering, safety, health and overall survival techniques. It is said that in 1115 B.C. the Chinese developed a system for screening employees. The idea of human resource management has evolved since then into a more formalized process hinged on concepts like corporate ethics, social responsibility, compensation, labor relations and legal compliance, but in a lot of cases the human element is lost or never “fully utilized.” This paper will take a look at the human resource functions at Google, Inc. and how one company creates an environment of trust and develops their employees to fully embrace the human element in human resources yet still maintains one of the highest profit margins as well as complies with all legal and recommended labor guidelines.

Google’s Background

As Jeffrey A. Mello’s writings have demonstrated throughout this course, strategic human resource management (SHRM) has become a critical component for organizations in the modern workplace. The modern workplace is fast-paced and driven by technology and fierce competition so the need for innovation and trust among employees is greater than it has been throughout the history of the workforce.

Google, Inc. created by Larry Page and Sergey Brin...