Human Resource Team : Google Human Resources Team

Although, they are not identical, Kindred and Humana use varies avenues to ensure the right employees are selected to help maintain each organizations visions. The purpose of this paper is to explore the process used by human resource managers (HRM) to ensure the right employees are selected.

Once the applicant is in the system, HR reads applications and sorts them into first-round phone screening and reject piles. If the candidate meets the minimum specifications, has a strong cover letter and relevant experience in the resume, he/she will be contacted by a recruiter via email for a phone interview. This will last roughly 30 minutes and determine whether the candidate moves onto second-round interviews. Applicants have an opportunity to ask questions to demonstrate interest and knowledge. The nature of the second-round interviews will be determined by the position – for this paper, there are three rounds. Second round is another phone call, followed by an office visit for final round interviews. Interviewers are prepared ahead of time and

The human resources recruiter will contact the applicants, which have been initially screened for the next round, to conduct a phone interview. This process is designed allow the recruiter to describe the job description in great details, answer pertinent questions about the position but also allow the applicants to screen themselves out of the job based on the

Human resources will play a key role in hiring technically skilled team members to work on the project. The team makeup can be the deciding factor between the success and failure of a project. Human resources has the daunting task of looking for and securing team members who have the needed talents to become an asset to the project’s success. The analysis of potential team members including technical work experience and background checks will fall on the shoulders of human resources and is absolutely essential before beginning the project.

Hiring new employees is never an easy process. Hiring managers can receive hundreds of applications for a single position, and weeding out the majority of those applications can be daunting to say the least. Typically, human resources staff will eliminate certain candidates based on their level of experience. The applicants with the most relevant work experience will likely be called for an interview, while those with the least will probably not move to the next round. Other factors considered in the first round of application review typically include an applicant's educational background and skill set.

Selecting the right employee to fill a position is one of the most challenging decision making processes a company has to make. The ultimate goal of employee selection is to hire the candidate who is most compatible not only with the organization but for the position that they are trying to fill. In order for the candidate to be successful in a particular position, their talents and personal goals must be taken into consideration and objectives need to be utilized in order to retain qualified individuals. The most common forms of selection methods are resumes and applications but testing, interviews, reference checks, honesty tests, medical exam and drug

Application form- background check information, easy format to use- easy way to scan the information and compare with others

Google’s recruitment team is known for implementing an idiosyncratically intense hiring process. Every year Google receives over 3 million applications. But Google hires about only 7,000 or about 0.2%, said at LinkedIn’s recent Talent Conference by company’s HR boss Laszlo Bock, according to Quartz [1]. It is noticed that the hiring rate is lower than the acceptance rate of the top universities like Harvard, Stanford and MIT.

The human resources department is responsible for validating each assessment tool and ensuring that it is legitimately related to the requirements of the open position. Examples of different stages in a multistage selection strategy are personality tests, skills tests, interviews and sample work performances. This strategy is paired with either a conjunctive or compensatory strategy.

GOOGLE has designed its Human Resource practices, coined “People Operations” (sometimes referred to as POP’s), as not just an administrative function of the company but as a close relationship between employees and employers. POP’S retain talent by using competitive compensation packages and other incentives. The GOOGLE philosophy is that with the right tools (such as having happy employees), you can attract the best talent and gain a productive staff. They are very pro-active in their strategic human resource management (SHRM) planning. They pride themselves in using data and analysis to find out what makes people and teams work effectively. Since the company is based on market research, trends, and forecasting, it’s no wonder that they would put some of these skills into hiring and retaining their employees by relying heavily on gap analysis. The HR

A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the role.

Previously to their current recruitment and selection process, Intuit used to put much emphasis on behavioral interviewing. Their past methods were based on the star technique, where the interviewers are set up by the manager. They would assess what job candidates would do in certain scenarios. The overall interview process involved about three rounds of interviews: 1 phone interview and 2 on-site interviews. The on-site interviews would involve the hiring manager plus 10-12 other different people. After assessing this process, the managers found out that Intuit was not hiring the best candidates that they could and the candidates did not have a great experience when moving through the recruitment process. Moreover, they found out that the interview process was way too long and that they were not able to hire the best candidate available in a timely manner, which was essential for meeting future project goals. In order to improve the recruitment and selection process, Intuit looked at other companies for best practices and molded their own processes in that image. After observing how other top companies recruited the best job candidates, Intuit was able to create a new process called “Assessing for Awesome”, which is designed to recruit and select high quality talent in a timely manner.

employee with the required skills as well as fresh ideas. In an external hiring function, the Google human resource team can attract more qualified applicants. The employee selection process in Google mostly includes notifying, reviewing, screening, interviewing, testing and selecting the well-qualified applicants.

Choosing the best suited individuals who are highly skilled and adequately suited for an employment position has become a difficult and sometimes a time-consuming process for employers. Today’s job market has become so diverse and competitive that companies must implement resources that assist them in carefully evaluating the credentials, backgrounds, and abilities of each candidate. Therefore, it is essential that organizations possess the ability to properly and effectively select qualifying applicants for employment positions. Hence, the HR recruiters or department heads rely on various selection tools designed to prescreen, evaluate and objectively

The selection process generally involves the applicant providing much of the information, putting this part of the process in their control. The intent of the selection process is to identify the best candidates whom possess the most influential qualities a job requires and who fits the organizational culture well (Youssef, 2012). There are many selection methods used by organizations to narrow the potential candidates: resumes and application forms, testing, interviews, reference checks, and honesty checks, medical exams and drug testing. The goal of the selection process is to accurately and consistently predict future job performances through assessing a predetermined set of factors that are believed to be related to the applicant’s ability or motivation to perform the job (Youssef, 2012). Generally, the selection of an individual is based on how well they were able to answer questions during their interview of how well they performed in a medical exam or actual testing. An applicant should possess the skills, knowledge, and ability to adequately communicate verbally as well as through written instruction.