PROJECT REPORT

(HRM)
HR practices
Accenture & Google

SUBMITTED TO:

Prof. Jyoti Verma

SUBMITTED BY: PGP GROUP 3

KHUSHBOO JHA

SHAMBHAVI

AMIT KHARE

APROOVA PRIYADARSHI

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 INDEX

Sr. No. Name Page

No.

1 Cover page 01

2 Index 02

3 Acknowledgment 03

4 Abstract 04

5 Introduction 05

6 About the Company 11

7 Recruitment Process 15

8 Selection Process 17

9 Performance Appraisal 20

10 Organizational Culture 22

11 Talent Diversity 24

12 25
Policy
13 26
Conclusion
14 27
References

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 Acknowledgement

I would like to express my special thanks of gratitude to my teacher Prof.Jyoti

Verma who gave us the golden opportunity to do this wonderful project on the
topic HR Practices in IT Industry (i.e. Accenture &Google), which also helped us
in doing a lot of Research and we came to know about so many new things and we
are really thankful to them.
Secondly we would also like to thank our seniors and friends who helped us a lot in
finalizing this project within the limited time frame.

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 Abstract

Firstly, we study the history of HRM in India and how it is progressing in contemporary India
and worldwide. Also how transition of HRM in India. Over many centuries India has absorbed
managerial ideas and practices from around the world. Early records of trade, from 4500 B.C. to
300 B.C., not only indicate international economic and political links, but also the ideas of social
and public administration.

In this project report we are mainly focusing on the HR practices in the IT industry .For this we
take two companies for comparing the HR practices & to know about them, and the two
companies are Accenture and Google.

In Accenture and Google what are the recruitment & selection process this we describe that
.Accenture having simple placement procedure but in Google it has been in five to seven stages,
and after selecting they inform after 3-4months.Google rarely go for placements in colleges .In
Google their very tuff competition because they recruit from whole world.

Work culture of Google is informal where as in Accenture it highly formal. And in Accenture
they are having six core values. All this terminology of rankings forcing rankings along some
distribution curve or whatever were done with that. Were going to evaluate you in your role,
not vis vis someone else who might work in Washington, who might work in Bangalore. Its
irrelevant. It should be about you. Google adopted an innovative internal grading system known
as Objectives and Key Results, or OKRs.

The discussion above clearly demystifies the reasons behind the success enjoyed by Google up to
now. Their strides towards providing an environment which spawns creativity has proved fruitful
in terms of new products developed in the short life of the company.

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1. Introduction
1.1Value of Context of HRM in India

The managerial ideologies in Indian dates back at least four centuries. Arthshastra written by
the celebrated Indian scholar-practitioner Chanakya had three key areas of exploration, 1) public
policy, 2) administration and utilization of people, and 3) taxation and accounting principles.
Parallel to such pragmatic formulations, a deep rooted value system, drawn from the early Aryan
thinking, called Vedanta, deeply influenced the societal and institutional values in India. Overall,
Indian collective culture had an interesting individualistic core while the civilization values of
duty to family, group and society was always very important while vedantic ideas nurtured an
inner private sphere of individualism. The relevance of managerial values in shaping modern
organizational life is reflected in scholarly literature linking them to corporate culture,
organizational commitment and job satisfaction as well as institutional governance.

The traditional social ethos from the ancient roots, which was developed over centuries,
underwent profound transformation during the British rule. Consequently, in the contemporary
context multiple layers of values (core traditional values, individual managerial values, and
situational values) have emerged. Though the societal values largely remain very much anchored
in the ancient traditions they are increasingly reflecting corporate priorities and values of global
linkages. But in the arena of globalization where priorities of consumerism, technological
education, mass media, foreign investment and trade union culture predominate, newer tensions
are becoming evident. For instance, contemporary Indian multinational companies and global
firms in India have started shifting their emphasis to human resources with their knowledge and
experience as the central area of attention in extending new performance boundaries.

The dynamics of these variables are underpinned through three key elements guiding Indian
managerial mindscapes. These three constructs are Desh (the location), Kaal (the timing), and
Patra (the specific personalities involved). It was claim that the interaction of these three
variables determines the guidelines for decisional cues. This managing or nurturing of the outer
layer of collectivism in an inner private sphere of individualism is expressed in Figure 1 which
demonstrates the behavioral anchors in Indian organizational life.

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 Figure 1
Behavioral Anchors in Indian Organizational Life

DECISIONAL Desh Kaal Patra

CUES (place) (Timing) (Actors)
SPIRITUAL Sattava guna Tamas guna Rajas guna
ORIENTATION (Virtue focus) (Negative focus) (Action focus)
INTERPERSONAL Sradha Sneha Bandhan
RELATIONS (Upward respect / (Downward affection) (Bonding)
Loyalty)

Figure 1 also presents another powerful insight of the Indian tradition of the notion of Guna
dynamics. This culture based framework, which has three types of gunas (attraction), is being
increasingly used in employee assessment and organizational team building strategies. The
contention is that each guna is a separate contribution to the core of human personalities. The
Sattava (or truth orientation) is the sentiment of exalted values in people, organizations or
society. Alternatively, the Tamasik guna depicts a negative orientation which can be expressed
behaviorally as ignorance, greed or corruption. Those individuals with a Rajasik guna are
inherently driven by a desire to make a worthwhile contribution to their surroundings.
Collectively, these spiritual orientations, which manifest as Sattava, Tamas or Rajas gunas,
articulate as positive or negative HRM functions such as leadership, motivation or other
institutional behavioral activity. The third row of Figure 1 highlights the linking of HRM trends
to socio cultural roots. The culture of Sradha (upward loyalty) and Sneha (mentoring with
affection) outline the behavioral anchors derived from the civilization roots. The acceptance of
Sradha by youngers and the display of Sneha by the seniors have been the root of
sustainability of all types of Indian organizations. This has a striking similarity to the concepts of
oyabun and kobun in the Japanese cultural context.

1.2 Contemporary India

In a recent survey of Indian CEOs, it was suggested that Indian managerial leaders were less
dependent on their personal charisma, but they emphasized logical and step by step
implementation processes. Indian leaders focused on empowerment and accountability in cases
of critical turnaround challenges, innovative challenges, innovative technology, product planning
and marketing or when other similar challenges were encountered. In general, Indian leaders
simply did not discuss how they matched particular people to certain roles or tasks, nor did they
usually consider in detail how the personal characteristics of individuals might shape or inform
the best way to influence that person.

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1.2.1 Indian HRM in Transition
One of the noteworthy features of the Indian workplace is demographic uniqueness. It is
estimated that both China and India will have a population of 1.45 billion people by 2030;
however, India will have a larger workforce than China. Indeed, it is likely India will have 986
million people of working age in 2030, which will probably be about 300 million more than in
2007. And by 2050, it is expected India will have 230 million more workers than China and
about 500 million more than the United States of America (U.S.). It may be noted that half of
Indias current population of 1.1 billion people are under of 25 years of age.

When Indias young demographic bubble begins to reach working age, India will need far more
jobs than currently exist to keep living standards from declining. India today doesnt have
enough good jobs for its existing workers, much less for millions of new ones. If it cannot better
educate its children and create jobs for then once they reach working age, India faces a
population time bomb: The nation will grow poorer and not richer, with hundreds of millions of
people stuck in poverty.

With the retirement age being 55 to 58 years of age in most public sector organizations, Indian
workplaces are dominated by youth. Increasing the retirement age in critical areas like
universities, schools, hospitals, research institutions and public service is a topic of considerable
current debate and agenda of political parties.

The divergent view, that each society has an unique set of national nuances, which guide
particular managerial beliefs and actions, is being challenged in Indian society. An emerging
dominant perspective is the influence of globalization on technological advancements, business
management, and education and communication infrastructures are leading to a converging
effect on managerial mindsets and business behaviors. And when India embraced liberalization
and economic reform in the early 1990s, dramatic changes were set in motion in terms of
corporate mindsets and HRM practices as a result of global imperatives and accompanying
changes in societal priorities. Indeed, the onset of a burgeoning competitive service sector
compelled a demographic shift in worker educational status and heightened the demand for job
relevant skills as well as regional diversity. Expectedly, there has been a marked shift towards
valuing human resources (HR) in Indian organizations as they become increasingly strategy
driven as opposed to the culture of the status quo. Accordingly, competitive advantage in
industries like software services, pharmaceuticals, and biotechnology (where India is seeking to
assert global dominance), the significance of HRs is being emphasized. These relativities were
demonstrated in a recent study of three global Indian companies with (235 managers) when
evidence was presented that positively linked the HRM practices with organizational
performance.

Figure 2
Drivers of Contemporary Indian HRM Trends

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In Figure 2 there are four external spheres of intervention for HRM professionals and these
spheres are integrated in a complex array within organizational settings. The intellectual sphere,
which emphasizes the mindset transaction in work organizations, has been significantly impacted
by the forces of globalization. with supporting empirical evidence from 421 senior level Indian
managers, that many of the traditional Indian values (respect for seniority, status and group
affiliation) have been complemented by newer areas of attention that are more usually linked to
globalization, such as work quality, customer service and innovation. The most important work
related attribute of the study was the opportunity to learn new things at work. Such cross verging
trends need to be understood more widely as practitioners face a new reality of human resource
development of post industrial economic organizations.

The other three spheres, of Figure 2, namely the emotional, the socio cultural and the managerial
domains are undergoing, similar profound changes. For instance, the socio cultural sphere
confronts the dialects of the national macro level reform agenda as well as the challenge of
innovating by addressing the hygiene and motivational features of the work place. Consequently,
this sphere, which is underpinned by the anchors of Sradha and Sneha, has the opportunity to
leverage work setting creativity in dimensions of autonomy, empowerment, multiskilling and
various types of job design. And the emotional sphere, which focuses on creativity and
innovation to encapsulate the notions of workplace commitment and collaboration as well as
favorable teamwork, brings desirable behavioral elements of transparency and integrity into
organizational procedures and practices. The managerial sphere provides the mechanisms for
shifting mindsets, for in Indian organizations HRM is viewed to be closely aligned with

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managerial technical competency. Thus, understanding of the relativity of HRM to strategic
intended organizational performance is less well articulated in Indian firms. The current
emphasis of reconfiguring cadres (voluntary and no voluntary redundancy schemes), downsizing,
delayering and similar arrangements will become less relevant as holistic perspectives gain
ground. Thus, a primary role of Indian managers will be to forge new employment and industrial
relationships through purposeful HRM policies and practices. In Figure 3 is presented a variety
of HRM practices that are being employed in Indian organizations.

Figure 3
Key HRM Practices in Indian Organizations

HRM Practice Observable Features

Job Description Percentage of employees with formally defined
work roles is very high in the public sector.
Recruitment Strong dependence on formal labour market.
Direct recruitment from institutions of higher
learning is very common amongst
management, engineering and similar
professional cadres. Amongst other vehicles,
placement agencies, internet and print media
are the most popular medium for recruitment.
Compensation Strong emphasis on security and lifetime
employment in public sector including a range
of facilities like, healthcare, housing and
schooling for children.
Training and Development Poorly institutionalized in Indian
organizations. Popularity of training
programmes and their effect in skill and value
development undeveloped.
Performance Appraisal A very low coverage of employees under
formal performance appraisal and rewards or
organizational goals
Promotion and Reward Moderately variable across industries.
Seniority systems still dominate the public
sector enterprises. Use of merit and
performance limited mostly to globally
orientated industries.
Career Planning The seniority based escalator system in the
public sector provides stability and progression
in career. Widespread use of voluntary
retirement scheme in public sector by high
performing staff. Cross functional career paths

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 uncommon.
Gender Equity Driven by proactive court rulings, ILO
guidelines and legislature provisions. Lack of
strategic and inclusion vision spread.
Reservation System The central government has fixed 15 per cent
reservations for scheduled castes, 7.5 per cent
for scheduled tribes and 27 per cent for
backward communities. States vary in their
reservation systems.

1.3 IR Challenge
The Indian IR system has two main features. First, is the absence of the provision to recognize a
union as a representative or agent for collective bargaining. Second, is the total dominance of
government in regulating the industrial relations (IR) domain. Though it is relatively easy for
members of a work organization to be registered as a union under the law, it does not lead to the
legal recognition by the employer in dispute resolution or bargaining process.
In terms of collective bargaining, industry wide bargaining occurs in certain industries where the
employers are organized, but bargaining otherwise is decentralized to enterprise level. Although
there are no restrictions on the subjects of bargaining, the Industrial Disputes Act of 1947
restricts the ability of employers to lay off or retrench employees or to close business.
Indian industrial relations have evolved from political roots and labour market demands. A
unique feature of Indian IR has been the dominance of political parties sponsoring unions. Union
membership has been the most popular breeding ground for politicians, and political leaders have
enjoyed the use of union platforms. Such politicization has generated conflicts and rivalry
creating mayhem and the hurting of labour interest. Nevertheless, in spite of wage determination
by central government boards, and ad hoc industrial awards, enterprise level bargaining has
yielded positive outcomes.
The most alarming issue in the HR and IR context is the lack of job opportunities outside urban
areas where more than 70 per cent of the population lives. It has been pointed out by Meredith
(2007).
While Indian university graduates line up for jobs that can propel them into newly vibrant middle
class, per Indias rural and urban poor, change has been interminably delayed. Expectations, like
incomes, are rising across India, and not just for those working in call centers. Even as the New
India cohort thrives, much of the rest of India is making much slower gains or even being left
behind, creating social and political tensions that cloud Indias impressive strides forward. The
lowest paid workers in the off shoring industry those working in the call centers earn median
wages of $275 a month. But most Indians still earn less than $60 a month or just $2 a day.

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2. About the company
Accenture
Type Public company

Industry Professional & Technology

Services

Founded 1989

Incorporated headquarters in
Headquarters
Dublin, Ireland

Area served Worldwide

Pierre Nanterme
Key people
(Chairman & CEO)

Management consulting,
Services technology services,
outsourcing

Why Accenture?

Accenture is a global leader in providing innovative HR solutions that drive measurable

improvements in the performance of people and the entire organization. They maintain a
relentless focus on outcomes beyond cost reductionresults such as support for global
expansion and entering new markets, better adaptability to new systems and processes, and
higher workforce engagement, retention and productivity.

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We have a proven track record delivering these benefits, enabled by our global infrastructure and
extensive experience:

A recognized HR market leader: Accenture has been rated a leader by leading analysts
across all three disciplines in the HR marketplace: HR Consulting, Cloud Services and
HR Outsourcing. Accenture won HR Outsourcing Association (HROA) Customer
Relationship of the Year Europe in 2012

Extensive experience with HR technologies and solutions: As the worlds leading

systems integrator, Accenture is deeply experienced with a full spectrum of HR
technology solutions, from traditional ERP to newer cloud/SaaS approaches. Accenture is
the No. 1 integrator for both SAP and Oracle solutions and a Microsoft implementation
leader as well. Their technology alliances also include Workday, a leader in enterprise
cloud applications for human resources and finance.

Deep industry expertise: Accenture services and solutions are tailored to the unique
environments of particular industries. They serve more than 24 industry segments and our
professionals, aligned with specific industries, have a deep understanding of a clients
challenges and opportunities.

Global reach and scale: Accentures world-class delivery capabilities bring together our
global reach, innovative solutions, industrialized assets and deep industry and technology
skills. The Accenture Global Delivery Network is the largest and most diversified group
of technology, business process and outsourcing professionals in the world.

Commitment to research and innovation: Accenture helping to define new generations

of solutions based on scientific analysis and research and on our broad experience with
clients around the world. And the Future of HR research focuses on how the HR function
should evolve to create significant value for the business, given current and future
business trends.

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Specific Services

Accenture HR solutions and services are comprised of three integrated offerings that span from
high-level visioning and planning, to processes, to operations:

1. HR strategy: Creating an HR vision and roadmap that supports strategic business

outcomes while delivering high-value talent and HR services that drive an improved
employee and manager experience.
2. HR operating model: Designing and implementing the HR operating model and
capabilities that deliver talent and HR services on a global scale to support the critical
needs of the organization.
3. Talent & HR process excellence: Driving leading practices and operational excellence
across talent and HR processes by aligning them to the HR operating model and the
underlying HR technology architecture.

Google

Type Subsidiary

Industry Computer software,

Telecommunications
equipment

Larry Page & Sergey Brin

Founded

Googleplex, Mountain View,

California, U.S
Headquarters

Worldwide
Area served

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 SundarPichai(CEO)
Key people

Products List of Google products

Founders Larry Page and Sergey Brin met at Stanford University in 1995. By 1996, they had
built a search engine (initially called BackRub) that used links to determine the importance of
individual webpages.

Larry and Sergey named the search engine they built Google, a play on the word googol, the
mathematical term for a 1 followed by 100 zeros. Google Inc. was born in 1998, when Sun co-
founder Andy Bechtolsheim wrote a check for $100,000 to that entitywhich until then didnt
exist.

The first Google doodle in 1998 was intended to let visitors to the homepage know that
Googles minders were offline at the Burning Man Festival in Nevada. Theres now a team of
doodlers and weve posted more than 2,000 different doodles on homepages worldwide.

On April Fools' Day in 2004, we launched Gmail. Googles approach to email included features
like speedy search, huge amounts of storage and threaded messages.

Building innovation into job descriptions: '20 percent time'

Technical employees are required to spend 80% of their time on the core search and advertising
businesses, and 20% on technical projects of their own choosing."

Eliminating friction at every turn: ensuring change can happen quickly and efficiently Googles
approach to innovation is highly improvisational. Any engineer in the company has a chance to
create a new product or feature.

The value Google places on our employees knows no bounds.

We revolutionized search, and now we're redefining human resources in the way we work
closely with our management teams to attract, hire, develop and reward talented people. Google's
HR team which we call People Operations is focused on bringing this discipline to the next
level.

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3. Recruitment Process
3.1 Accenture

Placement Procedure
Accenture selection procedure consists 4 rounds following.

Career at Accenture

Written Test
Aptitude Test
55 Questions , Total Time : 60 minutes
Quantative : 20 Questions
Reasonal/Analytics : 15 Questions
Verbal English : 20 Questions
No negative marking, Sectional cut off.
Essay Round: Time limit -15 mins, Word limit- None, Topic- Current affairs.

Group Discussion: A topic will be given and you have to discuss about it with your
group members for 15 -20 min.
Main Elimination Round
Latest GD Topics
General GD Topics
Interview
Technical Round
HR Round

Eligibility Criteria for Freshers

1. Information Technology Dept. (IT division)

Candidates should have completed their graduation or post graduation degree from a
reputed university in BE/B.Tech (all branches) / MCA without having any pending
backlogs.
Scored 60% and above throughout in class 10th, class 12th and up to 8th semester in
B.Tech /B.E and also in their post graduation can only sit in this procedure.
Excellent technical skills in technical subjects like JAVA, DOT NET, DBMS, ORACLE,
C and C++.
Candidates must have good interpersonal, analytical and communication skills.
Correspondence and part-time course are not eligible to apply for this examination.

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 Ability to work in a team.
Must be ready for transferable job and must have valid passport ready.

2. Consulting and business process outsourcing dept. (BPO division)

B.Sc, BCA, B.A, B.com, BBM freshers are eligible to apply.

Candidates must have good Verbal & excellent Communication Skills.
Candidates must have willing to work in any shifts including night shifts.

3.2 Google

Company: Google

Website: www.google.com

Educational qualification: Graduate/ Post graduate

Location: Across India/ Worldwide

Experience: Based on the post

1. If you are a student then follow this link google.co.in/about/careers/students/

Select the field in which you are interested.

Click on apply after selecting a job.
Upload your CV and enter all your details which are asked.

2. In case if you were not a student

Click on google.co.in/about/careers/
In the search all jobs box click on the post in which you are interested.
After searching you will have all the openings in the India and all across the world.
Select the suitable post and click on apply now.
Submit your resume and enter all your details.

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4. Selection Process

4.1 At Accenture

The Interview Process: To ensure that we hire the most appropriate individuals for Accenture
opportunities, we conduct a rigorous interview process. A recruiter may contact you to discuss
your resume or CV. This may result in a first interview with a recruiter, who will want to discuss
your experiences and interests at a high level. You will also have the opportunity to get
additional information about the position and what it is like to work at Accenture. If you are
selected to participate in the next stage of the process, you may have interviews with Accenture
executives and require a more in-depth discussion of your skills and experiences.

Please note: Accenture does not discriminate on the basis of race, religion, color, sex, age, non-
disqualifying physical or mental disability, national origin, sexual orientation, gender identity or
expression, or any other basis covered by local law.

After Selection and before joining the company they give Terms Of Employment paper to read
and sign the paper.

In Terms Of Employment these things are written :

Your employment for Accenture Services Private Limited (Company or Accenture) will be
governed by Company's policies, as modified, from time to time and at Companys sole
discretion, upon notice to you. The terms and conditions contained herein ("Terms of
Employment") must be read in conjunction with Company policies. These Terms of Employment
and policies shall be subject to modifications, from time to time, upon notice to you.

4. 1.1Probation
1.1 If your career level is 5 to 11:
1.1.1 You shall be on probation for a period of one hundred and eighty (180) calendar days from
the effective start date of your employment with Company. Company may, in its sole discretion,
at anytime extend this period of probation for an additional period upto sixty (60) calendar days
upon notice to you.
1.1.2 Unless otherwise communicated to you by Company, the probation period shall expire one
hundred and eighty (180) calendar days after your effective start date, unless the probation
period is extended upto an additional sixty (60) calendar day period, in which case, the probation
period shall expire after a maximum of two hundred forty (240) calendar days after your
effective start date.
1.1.3 Notwithstanding anything contained herein, during your probation period, Company may
terminate your employment upon thirty (30) calendar days notice to you or by paying your

17
monthly gross salary in lieu of giving such notice, with or without cause, and with or without
stating any reasons whatsoever.
1.1.4 If you desire to terminate your employment during the probation period, you shall provide
Company thirty (30) calendar days prior written notice with reasons for such termination.
1.2 If your career level is 12:
1.2.1 You shall be on probation for a period of three hundred sixty five (365) days from the
effective start date of your employment with Company. Company may, in its sole discretion, at
anytime extend this period of probation for an additional period upto sixty (60) days upon notice
to you.
1.2.2 Unless otherwise communicated to you by Company, the probation period shall expire
three hundred sixty five (365) days after your effective start date, unless the probation period is
extended upto an additional sixty (60) day period, in which case, the probation period shall
expire after a maximum of four hundred twenty five (425) days after your effective start date.
1.2.3 Notwithstanding anything contained herein, during your probation period, Company may
terminate your employment upon thirty (30) calendar days notice to you or by paying your
monthly gross salary in lieu of giving such notice, with or without cause, and with or without
stating any reasons whatsoever.
1.3 If you desire to terminate your employment during the probation period, you shall provide
Company thirty (30) calendar days prior written notice with reasons for such termination.

2. Employee screening
2.1 You acknowledge and agree that Company has offered you employment based on the
specific information and records furnished by you or on your behalf. You will provide or arrange
to provide any information and/or grant any consent or permission required by Company and/or
its agents from time to time to verify any such information and/or records and/or perform any
background and/or reference checks. If, at any time, Company believes, in its sole discretion,
that there is a discrepancy or inaccuracy in or with respect to any information furnished by you
or on your behalf, including any information, documents or certificates provided as a proof of
your qualifications and experience, or if you fail to cooperate with Company and/or its agents in
conducting such verification and/or background and/or reference checks, Company may, in its
sole discretion, elect to terminate or suspend your employment immediately.

3. Hours of Work
3.1 A working day shall comprise nine (9) hours, irrespective of shifts, and a break for an hour.
3.2 You may be required to work on a shift basis. Shifts maybe scheduled across twenty-four
(24) hours a day, seven (7) days a week and three hundred and sixty-five (365) days a year,
subject to applicable laws. Company may, at any time and in its sole discretion, change the shift
timings upon notice to you.

4. Travel and Expenses

4.1 You may be required to travel, whether in or around India or overseas, in connection with
your employment with Company upon short notice to you. While traveling for work, your
expenses and costs in connection with such travel and any other expenses incurred by you during
the course of your employment will be reimbursed in accordance with the current travel and
expense policy of Company. You are expected to keep your passport valid at all times

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 5. Salary and Benefits
5.1 Your compensation will be reviewed on an annual basis and your salary maybe adjusted,
depending upon various factors, including your performance during the preceding performance
period.
5.2 Notwithstanding the above, you acknowledge that it is Companys policy to review the
compensation payable to its employees for successive years and such compensation may be
higher or lower than the compensation received for the previous year depending on various
factors, including the overall performance of the Company.
5.3 Unless otherwise provided by Company, your salary shall be paid in monthly installments
and in arrears. The total amount issued will be your salary less any statutory, standard,
permissible or elected deductions or set-offs applicable to your employment.
5.4 In addition to your salary, you may receive other benefits, as applicable under the Companys
benefits or similar policies. Company may, upon notice to you, at any time and in its sole
discretion amend, suspend, vary and modify any of the terms and conditions of these benefits
and/or policies.
The compensation and/or benefits offered to you by the Company may be pro-rated depending
on your effective start or effective termination date.

4.2 At Google
It is said that Google has about seven rounds of interviews in its screening process. These are
mostly conducted in the US office in California or in Hyderabad and Bangalore in India. The
biggest weightage is on complex data structures, algorithms and other basic fundamentals related
to computing. Even if the candidates manage to go through all the rounds the final word may
take around 3-4 months to come.

1. Screening process starts with the recruiting team calling the interviewee over the phone.

2. Then the decision making is done by a so called business group. It has got three phases that is
Peer interviews, Senior peer interviews, Cross region team interview

3. Then a decision on an offer is made by a so called hiring committee. This is based in Googles
California office and takes the final decision on a job offer.

Five stages of Googles selection Process

1. When a job opening is announced job resumes will flow in from all directions of the globe.
Roughly out of 500,000 applications the HR team will review these applications and bring
the figure down to 40,000 by rejecting the less competent ones.

2. The recruiting team will start calling these 40,000 applicants over the phone and out of which
1,500 candidates shall be shortlisted.

3. The 1,500 shortlisted candidates will be called in for an on-site interview out of which 1,300
shall be rejected.

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4. Finally the recruiting team will be left with 200 proficient applicants whom will be directed to
the hiring committee.

5. The final decision is to be made by the hiring committee, who will make the decision
depending on the number of vacancies and the requirement of the job role.

5. Performance Appraisal
At Accenture

Management consultancy firm Accenture will join the growing list of companies such Microsoft,
Adobe and KPMG which have discarded the bell-curve or similar mechanisms for conducting
annual performance appraisals of their employees. The move at Accenture is aimed at ongoing
real-time feedback and spells good news for its 3.36 lakh global employees, nearly 30 per cent of
who are based in India. Typically, the bell-curve mechanism segregates all employees into
distinct baskets-top, average and bottom performers - with the vast majority being treated as
average performers.

The reasons for this continued trend of companies discarding the bell-curve rating mechanism
are manifold: "Today, goals are no longer pushed from the top level to the bottom, but emerge
through collaboration and are the result of a dynamic interplay between levels and various parts
of the organization. To follow the typical bell-curve, team leaders had to re-categorize
employees. Often good performers were labeled as average to fit the curve. This unseen hand of
moderation resulted in disgruntled and disengaged employees,"

The two basic pillars for successfully transitioning are rating absolute performance (rather than
'relative' performance, which the bell-curve measured) and having constant conversations.
Employees should be explained that a regular feedback will enable a continuous learning culture;
it will encourage them to be risk-taking, innovative and more collaborative. From the team-
leaders' perspective, as the ownership of the process lies with them (and not the unseen hand of
moderation), it empowers them, helps them make effective compensation decisions and above all
results in honest conversation with individual team members.

Accenture CEO Pierre Nanterme said, All this terminology of rankings forcing rankings
along some distribution curve or whatever were done with that. Were going to evaluate you
in your role, not vis vis someone else who might work in Washington, who might work in
Bangalore. Its irrelevant. It should be about you. adding, Its huge.. Were going to get rid of
probably 90 percent of what we did in the past.

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At Google

Google adopted an innovative internal grading system known as Objectives and Key
Results, or OKRs.

Employees set a goal for themselves and outline a series of quantifiable results that will
help them achieve that objective.

Google's CEO does the same for the entire company.

Measuring performance

Googlers are rated by their managers on a five-point scale, from "needs improvement" to
"superb.

Soliciting peer feedback

Googlers and their managers select a group of peer reviewers that also includes employees
who are junior to them.

Calibrating

Groups of managers meet and review all their employees' tentative ratings together. This
process is designed to reduce managers' bias because they have to explain their decisions to each
other.

All businesses are target driven and OKRs (objectives and key results) is a method that firms
in Silicon Valley are using to ensure that targets can be achieved in a simple, straightforward and
transparent way. Originally invented by Intel, popularized by venture capitalist John Doerr, and
now adopted by tech companies such as Google, the idea is that the company and team
members team set not just their objectives, but identifies the key results for hitting those
objectives. It means goals are clear and measurable, and there is alignment across the entire
company from the top down.

At Google, the OKRs are carried out on an annual basis, as well as quarterly. The OKRs also
exist at a company level, at a team level, at a managerial level, and at a personal level. All OKRs
are public. While you can applaud Google for transparency, may not sure most companies would
follow suit with the public approach. I can see HR getting in the way. A Google worker can also
look up a colleague in the employee directory and see historical scores. If you wanted to get
started you need to first set up an Objective. Then you set up a number of Key Results based on
those objectives.

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6. Organizational Culture
At Accenture

Accentures culture and values offer a unique opportunity to work with a diverse network
of respected colleagues and leaders

At Accenture, we are driven by our core values. Wherever we operate, we put these values to
work each and every day. Our six core values are:

Stewardship: Fulfilling our obligation of building a better, stronger and more durable
company for future generations, protecting the Accenture brand, meeting our
commitments to stakeholders, acting with an owner mentality, developing our people and
helping improve communities and the global environment.

Best People: Attracting, developing and retaining the best talent for our business,
challenging our people, demonstrating a can-do attitude and fostering a collaborative
and mutually supportive environment.

Client Value Creation: Enabling clients to become high-performance businesses and

creating long-term relationships by being responsive and relevant and by consistently
delivering value.

One Global Network: Leveraging the power of global insight, relationships,

collaboration and learning to deliver exceptional service to clients wherever they do
business.

Respect for the Individual: Valuing diversity and unique contributions, fostering a
trusting, open and inclusive environment and treating each person in a manner that
reflects Accentures values.

Integrity: Being ethically unyielding, honest and inspiring trust by saying what we mean,
matching our behaviors to our words and taking responsibility for our actions

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At Google

Keeping their employees happy is also a value they take to heart. Google created a unique work
environment that attracts, motivates, and retains the best players in the field. Google was ranked
as the number 1 Best Place to Work For by Fortune magazine in 2007 and number 4 in 2010.
This is not surprising if one looks closer to how Google treats employees.

Googles culture is reflected in their decision making as well. Decisions at Google are made in
teams.

Organizationally, Google maintains a casual and democratic atmosphere, resulting in its

distinction as a Flat company. The company does not boast a large middle management, and
upper management is so hands on, its hard to qualify them in a separate category. Teams are
made up of members with equal authority and a certain level of autonomy is maintained.

Google Culture is made up of the values, beliefs, underlying assumptions, attitudes, and
behaviors shared by a group of people. Culture is the behavior that results when a group arrives
at a set of - generally unspoken and unwritten - rules for working together

Informal work culture.

Googleplex was decorated with Lava Lamps & painted in bright colors of Google Logo

Googlers were allowed to bring their pets

Recreational facilities.

Roller skater hockey matches.

Spending 20% of their work time on self directed projects.

Sergey and Larry believed in open communication across the organization.

Lunch at the cafeteria

- a chance to meet Googlers from various departments.

Every Friday, the founders of the company briefed Googlers about new products
launched, competitors, financial performance of the company, etc

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7. Talent Diversity
Accenture

Within Accenture, we encourage Employee Resource Groups (ERGs) that enable our
people to strengthen their networks, grow their skills, and give back to the community.

With thousands of ERGs in 120 offices around the world, we bring together individuals
with common needs or interests ranging from ethnicity, gender and sexual orientation,
gender identity or expression to faith or religion, ability and career paths, and more.

Google

Expanding the ways we find and hire our next Googlers.

o Preparing promising talent for leading technical roles

o Exposing students to careers in tech through internships

Making sure that Google is a fair and inclusive place to work for everyone

o Empowering Googlers to address unconscious bias

o Providing benefits that serve the diverse needs of our Googlers

o Encouraging Googlers to celebrate diversity and inclusion

Bringing computer science education to more students, makers, and future Googlers

o Commissioning research to get to the root of the problem

o Influencing perceptions about computer science

o Getting more girls to code

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8. Policy

Keeping in mind that sharing is caring, Accenture India has introduced a policy called Hours
That Help, which allows employees to donate their leaves to their colleagues. Recently, the
multinational firm has also dumped annual performance reviews and has developed a more fluid
system where employees will receive honest, timely feedback from their managers

Googles human resources practices have been among the most imitated in the corporate world.
Longer parental leaves are popping up everywhere, four years after Google extended its paid
maternity leave from three months to about five. Now, anyone wanting to adopt other Google
HR practices has a dedicated place to look. On Thursday, Google is launching what it calls a
"curated platform" on the Web for sharing management ideasboth its own and those of other
companies. Called re:Work, the new site will feature research-backed examples of how Google
approaches things like hiring and anti-bias training, providing free public tools such as slide
decks and checklists that the company uses internally. Details about the site were shared first
with the Washington Post.

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 Conclusion
The discussion above clearly demystifies the reasons behind the success enjoyed by Google up to
now. Their strides towards providing an environment which spawns creativity has proved fruitful
in terms of new products developed in the short life of the company. The decisions taken by
management in laying down suitable recruitment and selection practices to ensure the selection
of employees who could fit-in with the existing employees and taking off layers of the
organizations hierarchy in order to empower employees has been able to generate a highly
motivated and loyal workforce. But the management oversight in all actions may also lead to
significant problems in the future as the market evolves and employees become increasingly
demanding. Therefore proper control needs to be established which may prevent any shortfalls of
the company in the future.

Both the company providing services worldwide but In Accenture out of 3.3 lakh
employees, around 1.1 lakh are in India.

Recruitment and selection process in Google & Accenture is very different.

Google organizational work culture is informal where as Accenture having formal.

Employee Retention in Accenture is less as compared to Google.

Accenture graduates 20 holiday days, paid overtime, a pension scheme and health
insurance, 2 charity days leave, plus your own laptop

Apart from work, the Google also encourages their employees to pursue their hobbies and
hidden talents.

Fridays are the best as the company hosts TGIF happy hours at 4 pm, where employees
get together to socialize and unwind which helping in balancing their professional and
personal life.

Google has been ranked No.1 in Fortune's latest annual list of '100 Best Companies to Work For.

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 References
Aswathappa, K. (2013). Human Resource Management.Mc Graw Hill, New Delhi.

Chatterjee, S. R. (2007). Human Resource Management in India: Where From and Where
To?. Research and Practice in Human Resource Management, 15(2), 92-103.

Kably .L (2015, July 27). Accenture too drops bell curve appraisals. Times of India

Terms of Employment from senior

Web Pages

Gregor.J.M.( 2015,October 29). With new site, Google makes public many of its internal HR
tactics. https://www.washingtonpost.com/news/on-leadership/wp/2015/10/29/google-to-share-
its-internal-hr-tactics-and-trainings-with-the-world/

Illangakoon .S.( 2010, November 5). Managing people - Perspective of Google.

http://assignmenthelpseries11.blogspot.in/2010/11/googles-hr-policy-recruitment-selection.html

Google recruitment 2015 freshers jobs registration India. http://egovtjobs.in/google-recruitment-

2015-freshers-jobs-registration/4359/

Lebowitz.S.( 2015,June 15). Here's how performance reviews work at Google.

http://www.businessinsider.in/Heres-how-performance-reviews-work-at-
Google/articleshow/47679636.cms

Google website: https://www.google.com/diversity/for-the-future.html

Accenture Website: https://www.accenture.com/tr-en/service-human-resources-hr-service-

offering.aspx

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