Google`s G2G Training: Fostering the Learning Culture
| Case Code: HROB267 Case Length: 10 Pages Period: - Pub Date: 2024 Teaching Note: Available |
Price: Rs.400 Organization: - Industry: Technology & Communications Countries: United States Themes: Training & Development, Talent Management |
Abstract Case Intro 1 Case Intro 2 Excerpts
Excerpts
Learning Culture
Google was not just a leader in the field of technology but was also one of the most sought-after employers in the world. The company was known to offer competitive salaries, along with perks. Employees could choose their own working schedules, which were flexible. Innovation, openness, employee empowerment, continuous learning, and unwavering dedication to diversity and employee well-being were characteristics of Google’s culture...
Employee Training
When new hires (known as Nooglers), join the company, they underwent a comprehensive onboarding program, which would help them integrate smoothly into the company. During the orientation spanning over a week, the Nooglers learnt about Google’s culture, values, and processes. This was followed by tailored role-specific training for different job functions to equip them with the skills and knowledge required for their specific roles. Extensive technical training like Codelabs and Bootcamps were also a part of employee training at the company..
Googler to Googler Training
Google usually relied on external resources and a few internal employees to impart training. In 2007, its training philosophy changed after it hired hundreds of new recruits in its Dublin office. The company soon realized that it was a tough job to train the newly hired and make them job ready in just 3 months’ time with just the 3 in-house trainers to do so. The HR team initially thought of postponing the training program. But it decided against it as there was immediate need of people in the sales team. It then decided to ask the members of the sales team to help in training the new recruits. About 30 people from the sales team volunteered..
Whats Stopping G2G?
By 2011, however, Google found that not many volunteers were signing up for the program. There were only around 400 volunteers, and most of them were involved in sales training, training new hires, and upskilling. The Google L&D team started to try to find out the reasons for its deteriorating popularity. It found that when the program was started, several volunteers had signed up and the program was going well. Later on the L&D heads felt that those who were training their peers needed to maintain a certain quality, and possess certain capabilities. They came up with certain the prerequisites for an employee to become a volunteer under the G2G program..
The New G2G
G2G was relaunched in 2014 with more vigor. The program expanded to include topics like developing soft skills, leadership development, and building technical abilities. To carry out this training, the most important thing to begin with was to recognize the employees’ right to learn. Second, it provided the employees with an opportunity to learn on the job and enabled them to participate in the program and help other employees. Finally, Google believed that its workers were intelligent, competent, and driven, and that they could expand the company’s learning culture through the G2G program..
Spreading G2G
To find out what the training and skill development needs were, Google, designated some employees in its various offices as office leads. They were also volunteers who understood the learning needs through employee surveys, interaction with employees, managers, and the local top management. Based on the office leads’ reports, the next course of training was decided..
The Result
In 2011, there were only 400 active volunteers. In 2017, G2G accounted for 64,000 hours of training and in 2018, for 65,000 hours. By 2019, there were 11,000 volunteers across 108 offices, accounting for 68,000 hours of training. (Refer to Exhibit IV) Approximately 80% of all internal training sessions at Google were delivered through the G2G program. G2G was of high quality with a favorability of 95% from participants. As per company sources, 10% of Google’s workforce was volunteering for free..
Exhibits
Exhibit I: Google’s Revenue Growth (2002-2023)
Exhibit II: Google’s Core Learning Philosophy
Exhibit III: Core Beliefs of G2G Program
Exhibit IV: Google’s G2G Scoreboard (2020)
Buy this case study (Please select any one of the payment options)
| Price: Rs.400 |
Price: Rs.400 | PayPal (9 USD) |
