HRM Strategy Essay

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Google's human resources strategies are effective. The objective of Google's human resources strategy is to attract the best workers in its industry and to retain them. Knowledge industries compete for the brightest workers by offering them a variety of enticements -- money, perks, benefits and opportunity to work on projects that interest them. It is basically HR by highly intelligent, creative people for highly intelligent, creative people. The point is that Google needs to experience continuous innovation in order to maintain its position as industry leader in a fast-evolving knowledge industry. Thus, it needs to attract and find the brightest, most creative people. Google's track record speaks for itself in terms of success. It is one of the most valuable companies on the planet, dominates its industry, generates over $1 million in revenue and $200,000 in profit per employee (Sullivan, 2013). By any metric you can name, Google has achieved its strategic objectives and this flows directly from its unique, analytical approach to human resources.

The Google approach to human resources relies on attracting individuals with a high degree of intrinsic motivation. While there is some motivation provided as many employees have access to equity-based compensation, Google is specifically seeking the highly-motivated individual, and is attracting these people by offering the best working environment. The perks are part of it, but Google also gives its employees time to work on their own projects, and of course the opportunity to work with equally talented people.

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Google is not really interested in employees that it will need to motivate; it wants the motivated people to come to it. Google also recognizes that it is in a state of intense competition for these high-caliber employees. Many of the perks are common in the best Silicon Valley firms, and Google's edge comes from giving employees time for their own projects, and in the creative work environment it provides. Google sells employees on giving them jobs that will genuinely allow them to become more actualized people, and that is very enticing, even for the most

Part 2.

Finding good people is a challenge for any organization. One organization with which I am familiar is FedEx. FedEx has a number of strategies for attracting talent. The first strategy for attracting talent is actually quite simple -- the company gets its name out in public on its trucks, on its airplane, and with advertising. Larger companies often have an advantage in this regard because people think of them more readily -- exposure is an important part of sales, and attracting talent is definitely a sales job.

FedEx has also sought to build its employer brand. Many employees are basically unskilled labor, but FedEx wants the best of unskilled labor. The company has a number of benefits that it offers to its employees, including health care plans, retirement savings plans, employee stock purchase plans, spending benefits (Bryan, 2014). Another aspect is that FedEx is.....

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over the world. Today, Japanese firms remain prominent sources of management lessons for firms in diverse sectors and industries around the world. Country-of-Origin Effect and HRM Strategy in MNCs Broadly speaking, MNCs have two choices when it comes to international human resource management (IHRM). One of the options is to transfer home-country practices to the host country. This option essentially involves adopting a uniform HRM strategy internationally -- from the home country to the host countries (Chung and Furusawa, 2015). In other words, HRM practices in overseas operations are deliberately designed to reflect home-country practices. Empirical evidence provides strong support for the influence of country of origin on MNC's HRM strategy in overseas operations, especially… Continue Reading...

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