The world renowned technological company, Google Incorporated, is known for its innovative focus on customer development as well technological improvements and most significantly, its unique and highly effective recruiting and retention strategies. Google’s current recruiting strategy is extensively focused on filling senior leadership positions and subsequently operating a top-down strategy of ensuring that more junior positions are filled and essentially guided and mentored by more senior managers and leaders (Chakravorti, 2015). Additionally, the company is focused on linking this strategy with its overall human resource management policies and ensuring that it not only recruits to fill positions but recruits strategically to improve the current success of the company and its future prospects. Its recruiting strategy is looking at formulating a future vision for the company and ensuring that there is no lagging with respect to performance or employee productivity.

The recruiting process of Google is also simplified in the 21st century and focuses on three major steps: 1) Sourcing 2) Short-listing and 3) Hiring. Its sourcing process focuses on mapping international organizations for highly skilled and suitable candidates that can join Google, assimilate into its respective cultures and environments as well as provide a sizeable and highly effective output (Younger & Smallwood, 2015). The short listing stage focuses selecting the most suitable individuals whilst the hiring stage focuses on solely checking the suitability of recommended candidates before hiring them and identifying any potential issues that could arise if the individual was to be recruited. This is also applicable to the retention of employees within the organization. These respective strategies have been highly successful and kept the company innovative and forever changing however they have not altered the perception of Google with respect to the personalities that it hires. The company is still failing to diversify its image and the traits and skills of its employees. For example, too many of its employees are technologically focused and share similar skills and backgrounds (Younger & Smallwood, 2015).

As previously mentioned in this paper, Google has undergone a number of changes with respect to its recruitment process to ensure that it increases its work productivity and efficiency. Its simplistic three way recruitment process allows the company to quickly hire somebody within days who is suitable and may possess the appropriate skills to quickly assimilate into a highly dynamic and technological working environment. Furthermore, it uses an expansive feedback program that incorporates the views and perspectives of pre-existing employees. The company attempts to instantly place a potential employee into a challenging work environment in order to assess whether they are prepared for a Google career (Thunnissen, Boselie & Fruytier, 2015). This can cause a number of issues with respect to stressing out potential candidates or misleading their views even before they join the company. Additionally, its human resource planning process may appear too competitive and biased with respect to hiring only the best and not looking at a broader brand of employee who could potentially offer more than just academic and technical qualifications (Younger & Smallwood, 2015).

It is recommended that Google Incorporated slightly change its potential employee focus to a broader range of individuals. It can also lower its required performance bar to assist in diversifying the company further. Its processes are effective as well as its strategies however its human resource management focus needs to change. There needs to be a greater focus also on the requirements of the individuals that it employs and how to better suit them to the required work environment rather than instantly introducing them to a highly intensive and stressful working environment.