For The Second Part Of This Discussion, Please Review The Ch ✓ Solved

For The Second Part Of This Discussion Please Review the Ch 1 Opening

For the second part of this discussion, please review the Ch 1 opening case that examines Google’s tremendous success as well as the challenges that the global organization faces in recruiting and retaining talented, in-demand employees. In addition to maintaining a skilled and committed workforce, Google also strives to recruit and retain individuals who will be a good fit with the organization in terms of vision, work style, and professional ethics. To gain further insight and knowledge about Google, visit its website: (Links to an external site.) and explore the content under “Company†in the “About Google†section. Let’s discuss three different hypothetical scenarios with regard to this case.

Select one or more and share your perspective. 1. Assume you are a Google employee. Describe what you would do to develop your internal social capital and your external social capital. 2.

Assume you will graduate from business school later this year and were fortunate enough to get a job interview with Google. Explain, in terms of human and social capital, how you would promote or sell yourself in that interview. 3. Assume you are a manager responsible for hiring at Google. Describe how you could use Google’s approach to Corporate Social Responsibility (CSR) to both attract new talent and retain existing talent.

Participation credit in the weekly discussions will be based on the following structure: Quantity: Each student must make a minimum of three posts for each discussion – one main post that answers the question(s) presented by the professor, and two replies to posts made by your peers. The main post must be a minimum of 300 words in length and made by Friday evening at 11:59pm ET. The reply posts must be approximately 75-100 words in length and may be made any time before Sunday evening when the week closes at 11:59pm ET. Quality: All posts must be substantive, relevant, and respectful, and contribute value to the discussion. “I agree†types of posts are fine to make, but they do not count towards the minimum posting requirement.

Sample Paper For Above instruction

Introduction

The dynamic landscape of global organizations like Google demands an understanding of not only technical competencies but also vital social and human capital elements. As companies compete for top talent, their strategies for recruiting, retaining, and fostering talent through social capital and corporate responsibility become pivotal. This discussion explores various scenarios around Google’s successes and challenges, focusing particularly on personal strategies to develop social capital, effectively interview, and utilize CSR in talent management.

Developing Social Capital as a Google Employee

Being a Google employee offers a unique opportunity to build both internal and external social capital, which are critical for career development and organizational success. Internal social capital involves cultivating strong relationships within the organization. This can be achieved by actively participating in cross-functional projects, leveraging Google’s collaborative culture, and engaging in company-sponsored mentorship programs. These activities facilitate trust and knowledge sharing, which are essential for internal social capital (Burt, 2000).

Externally, social capital encompasses building professional relationships outside the organization—such as industry connections, thought leaders, and academic institutions. Attending industry conferences, publishing on Google’s official blog, or engaging in community initiatives sponsored by Google can enhance external social capital. Such external relationships can lead to new opportunities, collaborations, and knowledge-sharing platforms which are crucial for staying innovative and competitive (Lin, 2001).

Promoting Human and Social Capital to Google during a Job Interview

When interviewing with Google as a recent graduate, it is essential to demonstrate both human and social capital. Human capital emphasizes one’s skills, knowledge, and abilities relevant to the role. To emphasize this, tailored stories of problem-solving, technical achievements, and innovative projects should be articulated clearly. Additionally, showcasing continuous learning—such as certifications or personal projects—reaffirms a commitment to growth.

Social capital in interviews can be highlighted by discussing networks and relationships that have contributed to personal development or project success. For example, referencing mentorships, collaborative teams, or professional associations underscores the ability to work well in diverse teams—an attribute highly valued at Google (Seibert, Kraimer, & Liden, 2001). Demonstrating a robust professional network and openness to new relationships signals the potential to thrive within Google’s collaborative culture.

Using Google’s CSR Approach to Attract and Retain Talent

Google’s approach to CSR emphasizes environmental sustainability, community engagement, and ethical business practices. As a hiring manager, articulating Google’s CSR initiatives helps attract socially conscious candidates. For example, highlighting Google’s renewable energy commitments or diversity and inclusion programs showcases the company’s values alignment with prospective employees.

To retain talent, emphasizing ongoing CSR efforts that involve employee participation bolsters a sense of purpose and belonging. Giving employees opportunities for volunteerism, sustainability projects, and community outreach fosters loyalty and aligns personal values with corporate goals (Turker, 2009). Incorporating CSR as a core aspect of Google’s organizational culture can thus serve as a magnet for skilled professionals and a retention strategy that enhances employee engagement.

References

• Burt, R. S. (2000). The network structure of social capital. Research in Organizational Behavior, 22, 345-423.
• Lin, N. (2001). Social Capital: A Theory of Social Structure and Action. Cambridge University Press.
• Seibert, S. E., Kraimer, M. L., & Liden, R. C. (2001). A social capital theory of career success. Academy of Management Journal, 44(2), 219–237.
• Turker, D. (2009). Measuring corporate social responsibility: A scale development study. Journal of Business Ethics, 85(4), 41-58.