Case Study
Read the following case study and answer the two questions listed below
If you’ve ever imagined a “dream team” of human re- source professionals, a collection of diverse talent drawn up to have maximum impact on organizational results, it may have had similarities to the People Operations depart- ment at Google, the fast-growing technology company in Mountain View, California. Google’s HR team is built on what Laszlo Bock, vice president of global people operations, calls the “three- thirds” staf ng model. Roughly one-third of the team’s employees have HR backgrounds and bring expertise in client relations as well as specialty skill areas such as em- ployment law and compensation and bene ts. This group also has what Bock calls high-level “pattern recognition” skills, or the ability to identify organizational trends and anticipate issues even before they’re on line units’ radar. An example would be predicting ebbs and ows in hiring and attrition. Another third have little or no human resource experience and were recruited from strategic consulting rms or Google line functions such as engineering or sales. Most in this group are embedded within business units. Staff in this subgroup have “tremendous problem-solving skills and knowledge about how everything outside of HR works,” Bock says. “If you can nd people with that skill set, plus an aptitude for people-related issues, we’ve found they partner very well with traditional HR employees.” The final third is a workforce analytics group featuring people who hold doctorates in statistics, nance, organi- zational psychology, and other areas. These analysts help make determinations on matters such as setting compensa- tion levels that will retain top talent for maximum periods and conducting the right number of interviews to ensure selection of the best job candidate. Subteams within this third group also conduct more esoteric research. For example, they explore cognitive heuristics–the mental shortcuts that people use in mak- ing decisions or solving problems but that can also lead to biases. This group also examines ways to counter in uences such as the halo effect–a job candidate considered good or bad in one category is assumed by hiring managers to be similarly good or bad in other categories–and the recency effect, in which too much weight is given to an employee’s most recent performance in yearly evaluations. Analytics specialists also focus on predictive modeling, or using principles of mathematics and psychology to de- termine the pro les of people who will be most successful at Google and those likely to leave the company prematurely based on their changing behavior patterns. “This group helps us prove what we do in People Opera- tions works and contributes directly to Google’s business results,” Bock says. While the three-thirds model might appear to set up walled-off silos in the department, Bock encourages regu- lar interaction and knowledge sharing among HR team members.
1. Using Table 111 as a guide, what needs to be done to turn Google’s HR group into a true team ?
2. Should Google’s HR team members have been instructed ahead of time in the teamwork competencies in Table 113? Explain how it should have been done.
I have attached a screen shot of the two tables needed to answer the questions. Please use each table as a source for the designated question
Tha tables are from the following book
Kreitner, R., & Kinicki, A. (2013). Organizational behavior, (custon version based on 10th ed.) Boston, MA: McGraw-Hill.