Google Case Study

Introduction
After the emergence of globalization all the fundamental pillars of every society are trying to adapt themselves to a continuously changed environment. For the organisations the most urgent issues are to be compliant with the legislation system of the country in which they operate, remain aligned with their ethical values and implement successfully the business strategy, in order to reach their goals and expected profits.
The following report focuses to explain why organisations are struggling to achieve equality and manage diversity effectively. Moreover, evidences are presented about the efforts of both national and international interventions, which often fall short of their intended aims to enhance equality and encourage diversity

So, when Google recognized the need for greater transparency, decided to release details of the composition of its workforce in June 2014. In many aspects these details are frustrated and show that Google is definitely a man dominated company, since 83% of its engineering employees and 79% of its managers are men. Apart from the broad gap in gender, there is also observed a disparity between race and ethnicities, since 60% of Google’s employees are white. As Farhad Manjoo (2014) argued in his article the problem with Google is that ‘the company has no solid evidence that the workshops, or many of its other efforts to improve diversity, are actually working’. Nonetheless, Google tries to build strategies and policies to minimise cultural or race bias and fix the diversity issues, because as Mr. Bock, Google’s executive in charge of human resources, argued that ‘a diverse workforce could be good for Google’s

The legal framework of equal opportunities provides organisations with clear guidance on how to avoid breaking the law but diversity initiatives in the workplace is a urgent issue and may provide them with a sustainable advantage over their competitors. Admittedly, it is up to organisations to realise that they need to build constructive relationships with employees and customers before seeking radical change and through a balanced system of equality and diversity management to gain an advantage. Added to this, management will play a large part in determining how tangible and intangible barriers could be overcome and how external and internal difficulties could be transcended with carefully planned strategies, which would be integrated effectively in organisation’s practices and policies. Furthermore, top management should not just delegate responsibility to line managers, instead has a critical task to handle. It must invest to train line-managers and keep them well informed about the company’s vision and aspirations and engaged them with the process of planning and implementing the equality and diversity strategy. Regarding the national and international regulations all companies should be adhered and not flouting the law, but use it for