World_Report_on_HR_Challenges_2010

Partner strategic workforce planning mastering hr

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Unformatted text preview: profitability over the past three years, and we used those data to group the companies into performance quartiles, adjusting for industryspecific revenue and margin differences. From that analysis, we compared the ranking of HR capabilities of high- and low-performing companies in each industry. One topic in particular stands out: improving performance management and rewards was ranked the secondhighest capability by high-performing companies, but only ninth by low performers. Excellent financial performance clearly correlates with a focus on employee performance and rewards. Three other capabilities—measuring workforce performance, enhancing employee engagement, and transforming HR into a strategic partner—also ranked higher among high performers than among low performers, but to a lesser extent. In terms of perceived HR performance, respondents who were asked which company has the best HR practices overwhelmingly chose Google, followed by Procter & Gamble and Microso . (See the sidebar “HR for ‘Googlers’: How a Giant Company Aims to Remain Intimate.”) HR for “Googlers” How a Giant Company Aims to Remain Intimate Google has an impressive track record and an enviable reputation for people management. It routinely ranks first or near the top in “best places to work” reports. What ingredients account for Google’s success as an employer— beyond, of course, its financial and market success? 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...
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