Google’s management adopts several techniques to build and implement a human resource strategy. In the first technique, workers are granted stock options for investment, which leads to the inception of millionaires within the company—secondly, the provision of luxuriant benefits: celebrity appearances, exercise packages, and guest lecturers. Finally, the management created performance review techniques through peer reviews to provide appropriate feedback on every employee’s input. Promotions are based on positive peer reviews from fellow employees, including managers. Samsung’s strategy in building an effective human resource strategy entails the development of the Samsung Human Resource Development Center (SHRDC). The management established the centre to administer the “Samsung with high potentials” vision and advance a cohesive culture through its employees.
Google implements a data-driven approach to human resources to hire the right talents in the market and increase performance. Their philosophy is based on hiring the most skilful talents and handing them the freedom to perform. Leaders at Google speculate that they employ the best people to maintain transparency and safe guard their hiring standards. An analysis of job performance data through goal setting and performance reviews is used to determine individuals eligible for promotions. To retain the best talents, Google offers compensation for exceptional performance.
On the other hand, Samsung fosters human resource through a selective approach in hiring proficient engineers from excellent high schools in South Korea. The company equipped talented recruits with the ideal working conditions and used stimulus packages to entice them to retain and attract talent. Samsung created an extensive recruiting system for hiring employees after dumping the previous approach where they employed individuals through connections and referrals. Byung-Chull’s “People First” strategy was against nepotism. This human resource initiative arose a betrothed group of operators ready to deliver in a competitive environment. When the company noticed that South Korea lacked specialist engineers, they began outsourcing engineers and paid them well. High levels of motivation subsequently led to employee commitment and development.
Google keeps their employees well by rewarding them with exercise packages, free massages and surprise celebrity appearances. At Samsung, Byung-Chull Lee kept their employees by handing gifts, best working conditions and other incentives to retain them.
Eric Schmidt, the former CEO of Google, introduced unit groupings to create development opportunities for employees and majorly because he believed that dividing the business into separate product lines would stimulate the dissemination of information. Department managers reported directly to the CEO, which encouraged information flow and enhanced autonomy. Samsung’s global success majorly lies in its significant investment in learning opportunities for staff empowerment. They offered the New Employee Orientation (NEO) program which is a four-week intensive training offered to new employees to adapt to the Samsung culture.
Google promotes empowerment through a consistent approach of maintaining small teams to promote innovation. Executives believe that small groups impart freedom for innovation and ideas. Engineers are encouraged to devote 20% of their working time to individual projects. Through this initiative, creative workers implemented sensible ideas that brought some of the products used in the market. For instance, the 20% time is accountable for creating Gmail and Google maps applications. Samsung fosters empowerment through the Shin In Sa policy. The policy is responsible for the value provided for the company and its workers through imperative alignment. Initially, the company used the SHRDC, developed through the Samsung Business Leader Program, Samsung Shared Value Program, and Samsung Global Expert Program. These programs helped Samsung achieve global competitiveness and maintain a cohesive culture.
Google diversified their hiring system to balance gender and race. They also promoted diversity by upholding consistency on the philosophy “serious without wearing a suit.” Samsung enhanced diversity by nurturing cooperation within several functional departments. As a result, employees developed a sense of accomplishment.