Nov 26, 2020 in Management

Google Placement Scheme

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Resourcing is a critical process to organizations because it can provide them with a competitive advantage and continued high-quality performance. Therefore, human resource managers must understand the needs of their organizations, the labor markets, and the nature of prospective employees. This report will assess the graduate labor market, the generation Y, and its implication for the Google internship program. Additionally, the report will analyze three appropriate selection methods to apply to generation Y.

Current Graduate Markets and Characteristics of Graduate Trainees

The graduate labor market has been experiencing slow growth since 2007, but recently it has started growing significantly.

In 2015, the labor market registered the best performance by graduate absorption rate since 2007.

The employment rate in 2015 is at 87.5% compared to the 88.3% rate in 2007 (Department of Business Innovation & Skills, 2015).

The improvement has implications for Google because talent competition will become stiff as demand and supply become balanced.

The graduate's annual earnings declined by? 500 in median salary. The average annual graduate earning is? 31, 000 (Department of Business Innovation & Skills, 2015).

The expected improvement in graduate earnings as a result of the enhancement of the economy means that companies like Google will have to brace for increases in labor costs.

Generation Y

The old generation of workers exiting the market leaves companies with the new generation Y. According to Anantatmula and Bobbie (2012), Generation Y is a group of people born between 1980 and 2001. To make the internship program effective, it is critical to examine the Y generation and understand the characteristics of the graduate trainees because they belong to this group. Representatives of this generation are of paramount importance to Google Corporation because they comprise a talented workforce. Their features are different from the past generations and affect organizations differently as discussed in the table below.



Implication to Corporations

They are not loyal to employers and tend to takes risks.

The young graduates have short-term commitments to employers, which makes talent retention difficult (Laird et al., 2015).

They do not perceive the difference between work and life (Guillot-Soulez and Soulez, 2014).

They are open to variations in work schedules and locations, which increases organizations' flexibility.

They desire opportunities for growth and development at work.

Companies must satisfy these needs to retain them.

They enjoy challenges that test their existing skills (Luscombe et al., 2013)

Organizations can benefit from their readiness for challenges by harnessing their energy to create innovations (Kultalahti and Riita, 2014).

From the above characteristics, next year, Google should customize its advertisement for the internship to reflect some of the features of the company desirable and significant for Y generation representatives. It should brand itself so that the prospective candidates perceive the company as a flexible and challenging organization with career growth opportunities. The additional criterion for the next years planning of internship intake is to include features of Google, which are attractive to the Y Generation, in the adverts in a way that encourages prompt responses to it.

Three Selection Methods Suitable for the Y Generation

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Google is a well-known multinational corporation with a reputation for being an employer of choice for many job seekers. The number of applicants for any vacancy is likely to be overwhelming. Therefore, the selection methods must satisfy the criteria for cost-effectiveness, practicality, and reliability. The following methods are suitable for the selection of Generation Y:


Bio-data is an effective method of sieving the applicants and eliminating those who do not meet the minimum criteria (Gatewood et al., 2010). It can help the corporation determine the fit between candidates, who satisfies its needs, by evaluating the areas of interest listed.


It is a cost-effective method, especially when dealing with a large number of people.

The bio-data method is less time-consuming in comparison to other methods such as interviews, which may prove impossible to administer.


Some of the potential bio-data items are inaccessible and unacceptable since they may be private and unrelated to the job.

There may be legal concerns because of the potential issues arising from such discriminatory features as race, religious affiliations, and nation of origin, gender.

Work Sample Tests

This method is suitable because the tests offer candidates a chance to demonstrate their skills and abilities in conditions similar to those at the workplace (Gatewood et al., 2010).


The method is highly valid because the content of the samples is very similar to real work situations.

Applicants can't fake the results. Moreover, a correlation between the results and the actual job performance allows forecasting how a candidate will contribute to the company.


The sample tests are expensive because only one candidate at a time can take them.

The method is limited because it can only determine proficiency in tasks that take short periods, not those that may take days, weeks, or months to complete.

Psychometric Tests

These are standard psychological tests to assess personality traits, abilities, and attitudes (Gatewood et al., 2010). These tests are efficient to recruit the Y Generation because they can measure the applicant's traits that assist in predicting their performance on the job.


They are objective because all applicants do the same tests, unlike when the other methods with subjective unstructured questionnaires are applied.

There is a high chance that successful candidates will be performing well on the actual job.


A high score in an area is not a surety that the performance will be the same while working.

The tests require specialized training otherwise those using them may misinterpret the results.


The graduate market is showing improvement with increased employment rate and prospective earnings. The aging generation has created gaps in the labor markets, which will be filled by the Y generation. Hiring the Y generation has implications for employers in areas such as work flexibility, problems with retention, and creating innovations. The three most suitable selection methods for the group include bio-data, work sample tests, and psychometric tests.

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