HR Issues in Google Inc Essay Example for Free

HR Issues in Google Inc Essay 26 March 2009, 200 Layoffs â€Å"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. â€Å"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 â€Å"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 â€Å"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 â€Å"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: â€Å"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 â€Å"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. â€Å"Every member of our executive team has goals for the year,† Bock said. â€Å"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 theyd like to use them at work too. Also, because the Google tools are all integrated, they wouldnt 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.

The Pearl :: essays research papers

Kino’s lack of material items did not keep him from happiness. That is until he thought it was possible to acquire a greater amount of wealth and increase his happiness through the pearl. In turn, this resulted in the downfall of Kino and his family.   Ã‚  Ã‚  Ã‚  Ã‚  Kino’s life before the pearl brought him satisfaction and contentment. He was a loving husband and father. â€Å"Juana is driven, although instinctively as a woman to heal the family, nevertheless in reality to act for the man to protect the family.† (Karsten 6) He raised and took care of them. Kino loved Coyotito; His son was his pride and joy. He brought together Kino and Juana and made them a family. There is also Juan Tomà  s, Kino’s brother, who supported Kino throughout his life. â€Å"We do know that we are cheated from birth to the overcharge on our coffins. But we survive. You have defied not the pearl buyers, but the whole structure, the whole way of life, and I am afraid for you.† (Steinbeck 70) Kino had few possessions. He had his home, a brush hut, which provided protection and shelter. In addition, a canoe, this is a family heirloom. It was passed down from grandfather to father to son. â€Å"Kino and Juana came slowly down to the beach and to Kino’s canoe, which was the one thing of value he owned in the world.† (Steinbeck 19) â€Å"It was once property and source of food, for a man with a boat can guarantee a woman that she will eat something.† (Steinbeck 19) Kino also had the song of the family. The song brings a feeling of unity â€Å"... the Song of the Family is identified along with other unnamed songs, the heritage of Kino’s people, in the calm beginning of the story... (Karsten 2) Many changes and alterations were brought about by the pearl. Kino immediately began to make a list of things that he wanted to buy with the pearl’s wealth. He has an opportunity for social mobility and acts upon it. Among the many things on his list were an official marriage, new clothes, a rifle, and education for his son. Instantaneously, Kino’s desires became cloudy. â€Å"There was no certainty in seeing, no proof that what you saw was there or was not there.† (Astro 29) Kino then started doubting his dreams and the pearl became misty and cloudy. Kino’s community thought of him differently because of his sudden acquired wealth.

Failure of Structural Adjustment Programme

INTRODUCTION According to Collin dictionary government is the group of people who are responsible to govern country. Christian council of Tanzania and Tanzania Episcopal conference define government as the chief agency for organizing and in the end of controlling both development and order in the society. Also it is an organized body of persons and institutions that form an agency or machinery of the state which formulates, expresses and realizes the will of state. Therefore, government consists of the activities, methods and principles involved in the governing a country or other political unit. Government failure is the public sector analogy to market failure and occurs when a government intervention causes a more inefficient allocation of goods and resources than would occur without that intervention. Likewise, the government’s failure to intervene in a market failure that would result in socially preferable mix of output is referred to as passive government failure (Weimer and Vining, 2004). The failure is an outcome of policies enacted to regulate trade which create systemic inefficiencies and economic cost that adversely affect a product‘s manufacture and sales. This arises when government has created some inefficiency because it would not have solved a given problem or a set of problems more efficiently. The government supply side failures largely result from principal/agent problems. Market failure – occurs when the supply of a good or service insufficient to meet a demand. A market failure result when prices cannot achieve equilibrium because of some distortions for example, the limits on specific goods and services. In other words, government regulations implemented to promote social wellbeing inevitably result in a degree of market failure. Structural Adjustment Programme are economic policies which countries must follow in order to qualify for new World Bank (WB) and International Monetary Fund (IMF) loans and help them make debts repayments on the older dept owed to commercial banks, governments and World Bank, (Whirled Bank Group, 2003). THE CONDITION OF THE COUNTRY BEFORE STRUCTURAL ADJUSTMENT After independence in 1961, the new government adopted the colonial style of economic structure. Between 1960 and 1962, for example agriculture contributed more than 50% to gross national product (GNP), and sisal, coffee, cotton and tea contributed 60% to the total foreign exchange earnings (Taube 1992). Tanzania neglected not only to satisfy its own national food requirements, but also to diversify its export products and promote light manufacturing. Politicians were soon overtaken by the reality of severe deficiencies in the supply of food products, energy, housing, manufactured goods, health and educational services, as well as intermediate inputs and implement for the agricultural sector. Between 1961and 1966 Tanzania economy operated primarily under free market conditions and the government adopted the World Bank’s transformation approach to agricultural development as a component of its first five year plan (Wenzel and Wiedemann 1989). In 1963 Tanzania implemented the Agriculture Product Board Act, which was the government’s marketing board for scheduled crops. This board managed maize, wheat, rice, cashew nuts and oil seeds through market purchase, price regulation, and regulation of storage, transport and processing (Bryceson 1993). DURING ARUSHA DECLARATION In 1967, the ruling party (TANU) which nowadays is Chama Cha Mapinduzi (CCM) passed the first national economic declaration establishing Tanzania’s era of economic socialism. This was the Arusha Declaration. This clearly meant to address the deficiencies in Tanzania’s economic development, but it explicitly enclosed socialism and a planned economy, which the country’s new leaders thought appropriate at the time. Ujamaa (familyhood and relationship) became the expression for Tanzanian‘s social economic system and a synonym for Tanzania socialism. Through this self reliance approach, Tanzania forced its own withdrawal from international market. GOVERNMENT FAILURE Although Tanzania experienced reasonable macroeconomic performance until the mid – 1970s, unfavorable external conditions wiped out the previous economic achievements and led to the crisis period of 1980 – 1985 (Ndulu 1994). The justification for nationalization of private firms and extensive involvement of the state in productive activities was the ability of the state to control negative externalities, exploit economies of scale and operate firms at officially optimal level, the outcome proved otherwise for Tanzania. The government failure occurred in the following ways; The state owned cooperation turned out to be inefficient in almost all areas of their operations. For example many supply companies operated below standard such as National Milling Cooperation which was supplying food stuffs like maize, packed maize flour, rice and wheat causing higher demand in urban areas. Another company was Regional Trading Company (RTC) for supplying commodities like sugar, soaps, wine from Dodoma, and these caused shortages of the commodities. Due to lack of fund from central government health services, water, education (especially primary schools) remained a big problem in both urban and rural areas. The government operation in providing these social services was highly contributed by among other things inadequate foreign exchange as the country relied much on agricultural products which did not competed strongly with the same crops from other countries in the international market such as coffee from Brazil, cotton from Egypt and India. There was also the Tanzania – Uganda war of 1978 – 1979 as much as national earnings was directed to the war. There was extreme weather conditions (drought or too much rainfall) leading to falling of local production in key food crops and high domestic inflation. These conditions contributed to severe poverty to most of the people since they depended on agriculture for their survivor. R. E. Stren adds that Tanzania faced a severe balance of payments originally caused by the rising prices of imported oil. The rise of oil price resulted to the rise of prices of products as well as provision of social and economic services. Due to this the majority could not afford to access these services. Young (2003) argues that the government had been adamant that the buses she owned retain their monopoly status, but the desperate economic situation and the existence of informal sources of transport forced the government to legalized the â€Å"daladala† in 1986. The owners of trucks and pickups were allowed to carry passengers for a fee if they obtain a contract from the public transport authority and met various safety requirements. These situations led to Tanzania try her own economic reforms in early 1980s. These include Nation Economic Survival Program (NESP) in 1981 -1982, Structural Adjustment Program (SAP) in 1983 – 1985. Due to these homegrown reforms, Tanzania adopted a series of donor supported reform programs starting in 1986. The first was Economic Recovery Program (ERPI), followed by the ERPII in 1989 – 1992. Despite all these efforts by 1980s Tanzania was the world’s second poorest country in Gross Domestic Product (GDP). It is these economic crises and poor services delivery which forced most of sub-Saharan African countries to implement the Structural Adjustment Program (SAP) as a precondition to aids and loans from the International Monetary Fund (IMF), the World Bank (WB) and other donor agencies. In order to solve the persistent severe economic crisis which has been confronting Tanzania since the late 1970s, Tanzania signed an agreement with WB and IMF in 1986 to adopt SAP. SAP WITH MARKET FAILURE Structural adjustment program by World Bank and International Monetary Fund gave a new limited role for governments. No longer should the government supply services itself, instead the ultimate goal would be for the central government to serve in the role mainly educator, promoter and regulator and communities in league with the private sector in that of provider. Structural adjustment program failed also in many countries including Tanzania because many stakeholders (countries) had little or no participation in making its policy. This means, these reforms had been imposed on countries that were neither ready nor had the capacity to implement them. According to Lugalla, Structural Adjustment Programmes had the following principles which had to be adopted: There was devaluation of the local currency. That is the dollar gained more value than the Tanzanian shilling. Due to this the foreigners who bought raw materials such as cotton benefited much as their currency was high. Also the government ended up in importing manufactured goods in higher prices resulting to low profits. The introduction of cost sharing in education and health. Before the introduction of these reforms the government used to provide these services freely, but now the people were forces to contribute. Due to this, many people could not access these services because they were not able to contribute. There was a policy of trade liberalization. This policy aimed that the government should allow free trade where the price of commodities was controlled by donor countries. There were frequent price changes which aimed at benefiting the foreigners and not the producers. Creation for conducive environment for foreign investments. The government had to put easy, friendly and flexible conditions that were more beneficial to the investors than the country. Introduction of democratization which is understood as multipartism. The government was under one party rule but it was forced to adopt multiparty system as a condition to receive loans and grants. By 1992 Tanzania became a democratic state where different political parties such as Tanzania Labor Party (TLP), NCCR-Mageuzi, CHADEMA, Civil United Front (CUF) and others were introduced. Although the aim of Structural Adjustment Programme was said as to improve the socio-economic problems of the country, it proved failure. Failure of the program in Africa is also basing on the fact that there’s assumption that a uniform set of principles can yield successful policies for all countries irrespective of their differences. Failure of Structural Adjustment Program in Tanzania can be seen in; Since Tanzania has been implementing social and economic reforms prescribed by SAP, social services are still a problem both in quantity and quality. The urban areas (cities and towns) has witnessed the problems multiplying rather than decreasing. People have difficulties in accessing clean water, adequate shelter, better health care etc. Let us take Dar Es Salaam as example, there’s frequent water cut which sometimes leave areas dry up to a week, electricity problem in the whole country, overflowing sewage and hospitals without medicine especially public hospitals,( Lugalla). SAP emphasized on reducing government expenditure on the unproductive sectors social development in urban areas in Tanzania. Lack of sufficient budget has made it difficult to finance a variety of urban development projects including the provision of adequate housing. As a result seventy percent of the urban populations live in poor houses without necessities such as sanitation and adequate garbage collection. For example areas like Vingunguti and Hananasif in Dar es Salaam are composed of slum settlement without proper sewage systems. SAP has reduced the health budget significantly. The state allocation budget for health is now estimated at less than five percent of the government’s recurrent budget. Information from the ministry of finance shows that, every Tanzanian is currently spending five US Dollar a year to service foreign debts but spends only two US Dollars for his or her own health. A research from Dzodzi Tsikata from university of Ghana Legon, shows that SAP has much effect on women in Africa. SAP has exacerbated gender issue in, for example work places, wage differences between men and women are growing. For example in Tanzania and Nigeria, poor and middle class women are giving up formal employment for informal sector work because it pays more. SAP also due to its export promotion policy, has increased extractive activities such as logging and mining leading to deforestation and mining pollution and the reduction of ordinary people. These failure of SAP in Tanzania and Africa in general has posed critic from individuals and leaders like the late J. K. Nyerere the first president of Tanzania who tried to resist this program saying it was just for the Washington consensus. Another critic was made by the United Nations economic commission for Africa that SAPs are too narrow, rely mainly on fiscal and monetary instruments and have little relevance to long-term development goals. Another failure is seen in agricultural sector following the devaluation of Tanzanian shilling. For example in 1986, the rate was 192 shillings per dollar; this situation raised the price of imported inputs. This has resulted to poverty implication to the livelihood of farmers in the country. The removal of fertilizer subsidies had the effect of raising the price of fertilizers and therefore reducing profit. The removal of subsidies on maize meal is likely to have negatively affected urban consumers. However, under Structural Adjustment Programmes there was sound macroeconomic substantial growth in economy. The overall economic growth has been rising consistently from almost one percent in the mid 1980s to 6. 7 percent in 2004 (URT, 2005). A substantial improvement has been achieved due to adoption of various expenditure measures and processes including Public Expenditure Review (PER), Medium term Expenditure Framework (MTF) and Integrated Financial Management System (IFMS). Conclusively; Despite the setbacks, Tanzania has made tremendous progress on many fronts. However the remaining central challenge is making growth deliver more efficiently in terms of poverty reduction. The focus on this should be on accelerating growth of agriculture and rural sector development, to engender economic opportunities in rural areas where poverty remains pervasive. Equally important is the need to sustain robust growth, a necessary element to achieving the millennium development goals. Also since the inception of economic reforms in 1986, a promising number of Tanzania’s population has benefited from gradual poverty reduction. Understanding of the issues by wider segment of society through debates and participatory approaches engenders broad ownership of the reforms. The government should insist on the various homegrown programs to ensure sustainability and credibility to citizens as they will feel accountable and responsible for their development. BIBLIOGRAPHY: Bidyut Chakrabary and Mohit Battacharya(2003); Public Administration: A Reader; Oxford University Press. David Reed (1992); Structural adjustment and the environment. Economist Intelligence Unit (1995). Tanzania and the Comoros Gibbon, Peter and P. Raikes (1995). Structural Adjustment in Tanzania, 1986-1994. Center for Development Research: Copenhagen. Joe L. P. Lugalla; Online Journal for African Studies; University of New Hampshire; Available at www. africa. ufl. edu ; Sited on 16/12/2011. J. K. Nyerere (1973); Freedom and Development; Dar Es Salaam; Tanzania Printers. L. A. Msambichaka and A. Naho (1995). â€Å"Agricultural Sector Performance Under SAP in Tanzania: Promising or Frustrating Situation? in Beyond Structural Adjustment Programmes in Tanzania: Successes, Failures and New Perspectives. M. Bagachwa, F. Shechambo, H. Sosovele, K. Kulindwa, A. Naho and E. Cromwell (1995). Structural Adjustment and Sustainable Development in Tanzania. World Wildlife Fund and Economic Research Bureau: University of Dar es Salaam. Moshi, H. P. B. (1995). â€Å"Reforms and Economic Performance†. Paper presented at the World Bank Conference â€Å"So cio-Economic Growth and Poverty Alleviation in Tanzania†, Arusha May 14-20 1995. Mshana, Rogate (1996). Structural Adjustment and Food Security in Tanzania†. Paper presented at the Danida Food Security Workshop, Arusha, 18-19 November 1996. Richard E. Stren ; Ujamaa Vijijini and Bureaucracy in Tanzania; Canadian Association of African Studies. Tom Young (2003); In-African Politics; Indiana University Press. United Republic Of Tanzania (2002); Country Overview; Available at www. novelguide. com; Sited on 15/12/2011. Whirled Bank Group (2003); Structural Adjustment Programme; Available at www. whirledbank. org/development/sap. html; Sited on 16/12/2011. .

Drug Policies of the Four Major Sport Leagues Essay

Introduction The four major sport leagues in the United States consist of the National Basketball Association (NBA), National Football League (NFL), Major League Baseball (MLB), and the National Hockey League (NHL). All of the leagues have some similarities in their implemented drug policies, such as the need for testing athletes. Although the policies have similarities, there are many differences within the leagues, as well. Drug testing in professional sports has increased, due to the rise of players using illegal substances and Major League Baseball currently has the best drug-testing program. Drug-testing programs have become very complex and have many unique legal aspects that these leagues must face. Policy Similarities There are†¦show more content†¦The NFL suspends its players without pay for any use of illegal substances based on the number of offenses and the suspensions are four games, eight games, and one full season suspension (Dolich, 2013). Each league has improved its policies in recent years, but the support for increased and better testing continues to grow. The MLB can require players to provide blood samples and the NFL had talks of taking blood samples during training camp in order to test for Human Growth Hormone (HGH), but the NBA and NHL have not applied these procedures in their programs (Calcaterra, 2013). Best Drug Policy The policies and procedures for drug testing within the four major sport leagues are changing rapidly, due to the rise of players using illegal substances. Major League Baseball currently has the best drug-testing program of the major sport leagues. Many of the substances athletes are taking can only be detected through blood testing. Major League Baseball is the only league that has fully executed blood testing to detect and deter those whom are using, or wish to use, HGH and other banned substances. 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