essay on google pay

Google Pay - Money Made Simple

Purbalee Dutta

Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Google Pay.

Do you want a single platform for managing UPI money transfer , phone recharge, QR code payments, bill payments, and other cashless transactions? Your search ends with Google Pay. A robust platform that enables you to go cashless, Google Pay has established itself as one of the top names in the digital payments segment. Bank transfers, sending and receiving money, online shopping, and several other services have become as easy as cracking an egg with Google Pay.

Millions of Indians now rely on this Google offering for all their payment-related needs. And the number continues to increase with each passing day. StartupTalky covers the Google Pay success story in this post. So, dive into it below:

Google Pay - Company Highlights

Google pay - latest news.

December 21, 2021 - Google Pay and Mastercard ties up to enable the GPay users to transact with their Mastercards via token, without having to use their debit card details.

Google Pay - About Google Pay - Startup Story Google Pay - Founders And Team Google Pay - Name, Tagline And Logo Google Pay - Business and Revenue Model Google Pay - Challenges Faced Google Pay - Growth Google Pay - Partnerships Google Pay - Competitors Google Pay - Future Plans Google Pay - FAQs

Google Pay - About

Google Pay, often referred as G Pay is founded on May 26, 2011. Starting initially as Google Wallet, the digital payments platform has changed its name to Android Pay later on September 11, 2015. The app was then launched as Tez before finally settling on the name Google Pay on August 28, 2018.  

Google Pay serves as a digital wallet-cum-online payment system developed by Google. The Google-powered digital payments platform enables the users to make contactless payments and purchases online via android phones, watches and tablets. iOS is another platform that supports G Pay for the users of India and the United States but with some restrictions. Google Pay works with Android Lollipop 5.0 and above.

The second most popular UPI platform in India helps the users to pay other merchants and individual users via the Tez mode, using QR codes, and through phone numbers.

The app is currently available for the users of 42 countries, as of 2021.  

Google Pay - Startup Story

Google Pay was originally developed as Android Pay and was first released at Google I/O in 2015. This application was primarily modeled on Google Wallet that was released back in 2011. The technology of Android Pay was influenced by Softcard's technology. Google then launched the payments app, Tez on September 18, 2017, pivoting the UPI system. Tez was later rebranded to Google Pay on August 28, 2018.

According to Sujith Narayanan, the Co-founder of Google Pay, it was while working on Google Tez (another offering by Google), he and his team realized that a consumer's financial journey extends beyond digital payments. Moreover, there was a need to concentrate on the millennials in India and give them a new, fast and efficient way to handle their finances.

The founding duo finally decided on a product called ' Google Pay', which would redefine financial services for the millennials. Google Tez, a mobile payment service by Google that targeted users in India, laid the framework for Google Pay. Think of Google Pay as a superior version of Google Tez coupled with a plethora of offerings.

Google Pay - Founders And Team

Sujith Narayanan and Sumit Gwalani are the brains behind Google Pay.

Sujith Narayanan

Sujith Narayanan is the co-creator of Google Tez along with Sumit. Sujith is a veteran payments executive and has an enviable experience in the domain of financial services. He is also known as the co-founder of the neo-banking startup EpiFi . Sujith is an alumnus of the University of Calibut and Mahatma Gandhi University. Starting his career with Standard Chartered Bank, Sujith eventually resigned after 7 years as a National Sales Manager of the organization. He then joined Religare Macquarie Private Wealth as the Vice-President - Marketing and Channel Development before moving on to join Google.

Sumit Gwalani

Along with co-founding G Pay , Sumit Gwalani played an instrumental role alongside Sujith in starting EpiFi . He handled Google Tez's operations in India. Sumit spent 12+ years at Google where he donned multiple hats. Sumit was a Research Assistant at the University of Columbia, Santa Barbara, before joining Trlokom as a Software Architect and eventually joining Google. Gwalani was a Computer Engineering student at the University of Mumbai from where he completed his Btech degree before pursuing a Masters in Computer Science from the University of Santa Barbara.  

Google Pay - Name, Tagline And Logo

Google Pay is styled as G Pay. The logo of G Pay is cleverly crafted with the Google logo on one side and "Pay" on the other.

Google Pay's tagline is " Money made simple" . A meaningful and interesting tagline, isn't it? With Google Pay, handling money has become easier than ever.

Google Pay - Business and Revenue Model

Google Pay does not charge its users for their access to Google Wallet . GPay allows its users to send money to bank accounts directly and for free. Previously, the company had an agenda of adding a 2.9% fee upon topping up wallets via debit card, which has been taken off.

Being a digital payments platform, Google Pay mainly collects its revenues via transaction-based fees that it collects from the online and in-app payments of the banks and merchants. Advertisements and product offers within the Google Pay app are some other revenue streams of the company. It also earns considerably by using the users' data that it collects.

In 2017 Google Pay had earlier witnessed a growth of its monthly active users, which was recorded at 67 million . The same has presently estimated at 150 million, as of 2021.

The app has enabled more than 2.5 billion transactions and currently has got a running rate of US $110+ billion in transaction value. Moreover, it is also important to note that now Google Pay also gives the users the privilege of paying over 200,000 stores that are based in more than 3500 cities and towns, and to 2700+ online merchants.

Google Pay - Challenges Faced

With the backing from Google, one of the largest organizations in the world, Google Pay wasn't subjected to the problems that small-scale businesses and startups face while starting out. Neither was there any dearth of resources. Though not exactly a challenge, a technical glitch on Google Pay's app in 2020 did become a trending topic for some time.

Several users reported the app saying that their bank accounts were removed from Google Pay without any notice. Complaints on the matter were frequently posted on social media platforms. However, the issue did not bring about any serious consequences. The Google Pay team suggested that it might have been an unintentional action on the users' part that delinked the app and bank accounts. A fix was implemented by the team and the situation was restored to normalcy. Google India issued a statement when it was asked by NDTV Gadgets 360 regarding the glitch.

Ambarish Kenghe, the Director of Product Management at Google Pay said, "We are aware that some users faced difficulties with linking their bank accounts on Google Pay today. The issue, impacting a small number of users, was identified earlier today and our teams have worked to resolve it and have implemented a fix within the hour. The issue stands resolved and users will now be able to use the app normally. Users facing any issue should reach out to Google Pay support through our app. We regret the inconvenience caused and are committed to providing our users a seamless payments experience."

Google Pay - Growth

In the year 2018-19, there was a lot of traction with the payment products. The team launched a few new features successfully and also revamped the payment products globally. Google Pay specially focused on partnerships, ecosystem approaches as it forged deep relationships with central bank and government to build innovative products collectively. This made the products work together within the ecosystem.

GooglePay currently retains 35% market share in terms of volume and 38% of the shares in terms of values, as of October 2021. The payments gateway has last recorded 129 crore transactions, which amounted to Rs 2.50 lakh crore. Some growth highlights of Google Pay are as follows:

• Google's digital payment platform Google Pay hit 67 million monthly active users in just 2 years since it made its debut in India
• Google Pay had contributed 59% in digital transactions in 2019
• Google Pay is the second most popular UPI platform after PhonePe

Google Pay - Partnerships

Google Pay has partnered with numerous organizations around the world to date. Here are some of the most prominent partnerships seen by G Pay:

• GPay has announced of its collaboration with SBI General Insurance, which would help the GooglePay users to purchase SBI's Genearl Insurance plan directly via the app on October 29, 2021
• The digital payments giant has partnered with Visa on September 21, 2020 to help the Visa card users to tap-to-pay, thereby securing all the transactions made via the app
• G Pay partnered with 90 banking institutions from 9 nations on September 20, 2021
• Google Pay is firmly partnered with India's financial ecosystem, said the internet major on September 3, 2021
• G Pay partnered with Leumi, an Israel-based bank to enable the bank's users to use the Google pay digital wallet on September 2, 2021

Google Pay - Competitors

Google Pay's top competitors are Amazon Pay , PhonePe , Paytm , and Stripe .

• Amazon Pay is a platform for digital transactions. It is similar to Google Pay in terms of functionality and features
• PhonePe is popularly known as India's leading payments app. It allows people to use BHIM, UPI, credit card, and debit cards to recharge phones and make payments
• Paytm is an Indian e-commerce payment system. Paytm offers multiple services through its ecosystem; some of them are e-wallets, bill payments, phone recharges, and an online shopping store (in the form of Paytm Mall). It is headquartered in Noida, India.
• Stripe simplifies the process of online payments.

Google Pay - Future Plans

Google Pay is always planning something new and unique for its users. The company has announced that it would be transforming its app into a personal finance hub for the users. This would further simplify the payment of funds to friends and family.

Google Pay - FAQs

Is google pay an indian app.

Google Pay is based out of the Google headquarters in California, US. However, the payments app of Google is available for the Indian users and those who resides in Singapore and the US. Google India Digital Services Private Limited, headquartered in New Delhi, makes G Pay accessible for the Indian users.

Who is the owner of Google Pay?

Google Pay is owned by Google Inc.

Can I transfer funds directly to bank accounts via Google Pay?

Yes, Google Pay allows its users to link their bank accounts and transfer funds directly to others' bank accounts.

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A Complete Google Pay Case Study-2023

With mobile payment options expected to reach 4.8 billion by 2025, it is a remarkable revenue growth channel, mainly because these apps are integrated into other financial services.

Do you know a single platform for handling UPI money transfers, QR code payments, phone recharge, cashless transactions, and bill payments?

Many of you must have said yes, and it’s Google Pay. You are right!

Let us know more about this online payment app in this Google Pay Case study, including when it started, who the founders are, etc.

Formerly known as Tez, Google Pay helps you to go cashless. This online money transaction app has become one of the famous names in the online payment world.

Sending and receiving money, bank transfers, online shopping, and various other services can now be done within a fraction of a second with Google Pay.

As it is a division of the Google ecosystem, they have topped up its user base quickly, even though they were a late entrant in online payment apps. It is the No.1 digital wallet and one of the best online payment apps.

Case Study on Google Pay – About Google Pay 

Google Pay, or GPay, was founded on May 26, 2011.

Initially started as Google Wallet, this online payment platform changed its name to Android Pay on September 11, 2015. Then the app was launched as Tez before finalizing Google Pay’s name on August 28, 2018.

Google Pay is an online wallet-cum digital payment app developed by Google.

The Google-powered online payment platform helps users to make contactless payments and purchases online through android phones, tablets, and smartwatches.

Case Study on Google Pay App- Google Pay Usage Statistics

In 2021, the app was common among users in nearly 42 countries. Google Pay is second in the UPI market. This online payment app led to over 37.5% of the total share in 2021, with a complete transaction worth INR 2.74 Lakh Cr.

Google Pay has more than 10 Mn merchants across 19,000 pin codes, facilitating 15 Bn transactions annually, spanning over 220 million users.

Google Pay is the leading mobile payment app in 2023. Also, nearly 800,000 websites use Google Pay, with almost 20% of all mobile transactions using the online payment method.

Out of all the countries, Google Pay is most prevalent in Russia and India.

In America, over 7,90,000 websites accept Google Pay. The number is expected to rise as more people shift to digital wallets.

We expect that by 2025, Google Pay will gain nearly 10.5 million users , nowhere near the number of ApplePay users. GPay is slowly trending upwards within the coming years.

Google Pay Case Study- How It Started

Google Pay was established as Android Pay and was released at Google I/O in 2015. The technology of Softcard influenced the modern technology of Android Pay.

Then, on September 18, 2017, Google launched Tez’s payment app, changing the UPI system. Later Tez was rebranded with a new name, Google Pay, on August 28, 2018.

As per Sujith Narayanan, the Co-founder of Google Pay, it was during that time when he was working on Google Tez that he and his teammates realized that a customer’s financial journey expands beyond online payments.

In addition, there was a requirement to focus on the millennials in India and provide them with a fast and efficient way to handle their finances.

The duo finally decided on a product called Google Pay, which would redefine financial services for the millennials.

Google Tez, a popular mobile payment service discovered by Google that targeted Indian users, formed the base for Google Pay.

Therefore, you can consider Google Pay a superior version of Google Tez with plenty of offerings.

Founders of Google Pay

Sujith Narayanan  is the co-creator of Google Tez, along with Sumit. He is a veteran payment executive with several years of financial service experience.

Also, he is the co-founder of the neo-banking startup, EpiFi.

He graduated from the University of Calicut and Mahatma Gandhi University. Initially, he started working with Standard Chartered Bank.

Eventually, Sujith resigned after seven years as a National Sales Manager at the Standard Chartered Bank.

Then, he joined Religare Macquarie Private Health and served the organization as Vice President-Marketing and Channel Development before joining Google.

Sumit Gwalani-  Along with co-founding GPay, Sumit Gwalani played an essential role with Sujith in starting EpiFi. He handled the operations of Google Tez in India. 

Sumit spent over 12 years at Google, where he played different roles. Sumit worked as a Research Assistant at the University of Columbia, Santa Barbara, before joining Trlokom as Software Architect and ultimately joining Google.

Gwalani pursued Computer Engineering at the University of Mumbai, where he initially did his BTech and then Master in Computer Science from the University of Santa Barbara.

Business and Revenue Model of Google Pay

Google Pay does not take any charge from the users using Google Wallet. Instead, GPay helps its users send money to banks for free and directly.

Earlier, the company planned to add around 2.9% charges upon topping up the wallets through debit cards, which has been eliminated.

As an online payment platform, Google Pay collects its income through transaction-based charges containing online and in-app payments from merchants and banks.

Advertisements and product offers within this app are some other revenue sources. It also earns through its collected user data.

In 2017, Google Pay saw a rise in monthly active users, recorded at 67 million. In 2021, the same was estimated at 150 million.

This online money transaction app has helped over 2.5 billion transactions and has a running rate of over US $110 billion.

Furthermore, it is also significant to note that now Google Pay also provides users the pleasure of paying for more than 200,000 stores in over 3500 towns and cities and over 2700 online merchants.

Challenges Faced by Google Pay 

With the support from Google, one of the largest companies in the world, Google Pay was not subjected to the issues of startups and small-scale businesses while starting.

Although not a big problem, a technical glitch on the app in 2009 had become a trending topic for some time.

Neither was there any shortage of resources. Though not exactly a challenge, a technical glitch on Google Pay’s app in 2020 did become a trending topic for some time.

Several users reported about the app, saying that Google Pay removed their bank accounts from Google Pay without prior notice.

As a result, social media platforms were full of complaints regarding Google Pay. However, the issue did not cause any severe problems.

Team Google Pay suggested that it might have been an accidental action that delinked the bank accounts and app on the user’s part. The team discovered a solution, and the situation soon returned to normal.

Growth of Google Pay

In 2018-19, there were a lot of changes with payment products. However, the Google Pay team successfully launched a few new features and revamped payment products worldwide, including Google Pay refer and earn.

Google Pay mainly focused on the ecosystem; partnerships approach as it built deep relationships with the government and central bank to build new products collectively.

It made the products work collectively within the ecosystem.

Some growth highlights of Google Pay are as follows:

• Google Pay is the 2nd most popular UPI platform after PhonePe.
• Google’s online payment platform, Google Pay, hit 67 million monthly active users every month in a span of 2 years from the day it debuted in India.
• In 2019, Google Pay contributed 59% of online transactions.

Competitors of Google Pay

The top competitors of Google Pay are PhonePe, Paytm, Amazon Pay, and Stripe.

Amazon Pay is a platform for online transactions. It is like Google Pay in terms of features and functionality.

Paytm is an Indian eCommerce payment system. This online transaction app provides various services through its ecosystem; a few are bill payments, e-wallets, phone recharge, and an online shopping store.

PhonePe is one of the leading payment apps in India. It lets people use UPI, BHIM, debit cards, and credit cards to make payments and recharge phones.

Stripe streamlines the procedure of online payments.

Future Plans 

Google plans to make Google Pay a multipurpose online wallet by extending the range of passes, cards, and tickets the service supports.

In addition, they are working with cryptocurrency providers to discover digital cards that will help users to store crypto assets but still make payments in standard currencies.

The company also plans to add more payment features to its shopping and search services, like personalized discounts and customer loyalty cards, in the search results directly.

If you also want to build an app like Google Pay and market it to the right audience, you should enroll in the best digital marketing courses in Bangalore . Digital marketing courses teach you the strategies that will help you market your app or product to the right audience at the right time to attain maximum profit.

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Google Pay reimagined: pay, save, manage expenses and more

Nov 18, 2020

“Credit cards... rent… Wait. Did we pay the babysitter? We need to buy Max a new collar and order the turkey. I wish I knew how much we spent on groceries last month. Where’s the receipt for those shoes I need to return?”

Staying on top of payments and finances isn’t easy for the best of us. For the past five years, Google Pay has simplified payments online, in store and between friends. Now, more than 150 million people in 30 countries use Google Pay every month. 

Today we're taking an important step forward in our quest to make money simple, secure and helpful. Starting in the U.S., we're launching a redesigned Google Pay app on Android and iOS. The new app is designed around your relationships with people and businesses. It helps you save money and gives you insights into your spending. It’s built with multiple layers of security to keep your money and information private and safe. And in 2021, it will give you the chance to apply for a new kind of digital bank account with trusted financial institutions.

Pay friends and businesses, explore offers and get insights on your spending.

A payment experience designed around relationships

Instead of showing a stack of cards or a long list of transactions, the new Google Pay app focuses on the friends and businesses you transact with most frequently. You can pay, see past transactions and find offers and loyalty info—all organized around conversations.

If you need to split dinner, rent or other expenses with more than one person, you can create a group, split the bill, and keep track of who’s paid in a single place. Google Pay will even help you do the math on who owes what. 

You can also use Google Pay to order food at over 100,000 restaurants, buy gas at over 30,000 gas stations and pay for parking in over 400 cities, all from within the app—and more easy ways to pay are coming soon.

Save and organize your money

Google Pay can also help you save money and redeem offers without the hassle of clipping coupons or copying and pasting promo codes. Look out for offers from brands like Burger King, Etsy, REI Co-op, Sweetgreen, Target, Warby Parker and more in the app. You can activate them with a tap, and they’ll be automatically applied when you pay in store or online.

If you choose to connect your bank account or cards to Google Pay, the app will provide periodic spending summaries and show your trends and insights over time—giving you a clearer view of your finances. 

Google Pay can also understand and automatically organize your spending. This lets you search across your transactions in new ways. For example, you can search for “food,” “last month,” or “Mexican restaurants” and Google Pay will instantly find the relevant transactions.

A safer way to pay

It’s important that your money and private information are safe and in your control. Google Pay alerts you when you might be paying a stranger, protects you with advanced security, and gives you transparency and control to choose the privacy settings that are right for you. You can change these settings at any time.

And when you sign up for Google Pay, you choose whether you’d like to use your transaction history to personalize your experience within the app. That setting is off by default, but you can turn it on or try it for three months to see if you like it. At the end of three months, you can decide if you want to keep it on or off.

Most importantly, Google Pay will never sell your data to third parties or share your transaction history with the rest of Google for targeting ads.

Coming soon—a new way to bank

People do almost everything on their phones today, but for many, the way they save, pay and engage with their bank has remained unchanged.

That’s why we’re working with trusted financial institutions to create Plex, a new mobile-first bank account integrated into Google Pay. Plex Accounts are offered by banks and credit unions, include checking and savings accounts with no monthly fees, overdraft charges or minimum balance requirements and help you save toward your goals more easily.

Starting in 2021, 11 banks and credit unions , including minority-owned depository banks, in the U.S. will start offering Plex Accounts in Google Pay. In the meantime, you can join the waitlist on the app and be one of the first to apply for a Plex Account from Citi or SFCU.

So that’s the new Google Pay—a safe, simple and helpful way for you to pay and manage your finances. Get started by downloading it on Google Play  or the App Store today.

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Seconds to set up — easy checkout every time

Seamless payments across all of your devices begin with a few quick steps. Add your card details to your Google Account, and they will be stored safely for a smoother checkout experience.

This helpful button lets you enjoy a simplified checkout experience and added security using your saved details.

Add cards to Google Wallet and tap to pay with them at the world’s leading retailers. Put your old wallet away; your phone’s got this.

Save and secure your payment details just once. Google will encrypt them and have them ready for use at checkout on Chrome and on Android devices.

Safe, secure transactions

With built-in authentication, transaction encryption, and fraud protection, Google Pay helps keep your money and personal information safe. Plus, the control is in your hands.

With safety at heart

Google Pay will never sell your personal information or transaction history.

Google Pay offers built-in security, like fraud alerts and encryption when paying online.

Google Pay lets you choose your preferred privacy settings.

Google Essay for Students and Teacher

500+ words essay on google.

Google is named after the mathematical word “googol,” described as the value represented by one followed by 100 zeros. Google is the leading Internet search engine; its main service provides customers with targeted search outcomes chosen from over 8 billion web pages. Both Stanford dropouts, Larry Page and Sergey Brin, developed Google search technology from a college project. Thus, an insight into Google Essay discusses how Google works and came into existence.

Google is undoubtedly today’s most famous and interesting business in the globe. It’s the mission, according to its corporate website, is to “organize the data of the world and make it widely available and helpful” (Google, 2010).

Google ranked first in the annual “Best companies” of Fortune Magazine, winning other top businesses in 2007 and 2008 for two successive years. His performance as a top employer is due to his inner corporate culture the most quoted reason. Google is the ultimate global company and is defined as a “fast-paced, high-energy working setting” (Google, 2010).

Because Google is focused on its “young” internet-savvy market, its employees ‘ average age is significantly smaller than most businesses. Google’s median age is 30 and the distribution of sex is 65% male and 35% female (Linkedin, 2010).

The dress code is “casual” and laid-back because it values skill and hard work, not appearance. Google has a very engaging culture of the business. Also, Google Mountain View’s headquarters, CA called Googleplex, is intended to have a “campus-like” feel in tune with its predominantly young new recruits at the college level (Google, 2010).

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Google and Rivals

Microsoft and Yahoo both invest strongly in search technology and gain market share on an ongoing basis. 2. With few rivals like Yahoo and MSN, Google operates in an oligopoly sector.

Thus, Google may find it hard to maintain its customers with low differentiation within the consequence of the search engine. Also, Yahoo and MSN launch their own search engines and targeted marketing systems; Google is in a race to create fresh search instruments to attract customers and grow their marketing networks.

Click fraud mentioned by Google as one of the potential “concerns” that may influence its income. In reality, due to click fraud, Google confessed to frequently paying refunds.

In reality, due to click fraud, Google confessed to frequently paying refunds. Click fraud happens when an individual, automated script or computer program imitates a lawful user of a web browser clicking on an advertisement in order to generate an inappropriate charge per click in the online pay-per-click advertisement.

For instance, Network click fraud-you are hosting ads on your own private website from Google AdSense. Google charges you each time you click on your website’s ad. Its fraud if you sit on the desktop constantly clicking on the ad or writing a computer program that clicks on the ad constantly. Such fraud is simple for Google to spot, so smart network click fraudsters simulate distinct IP addresses, or install Trojan horses on pcs from other people to produce fake clicks.

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Compensation Philosophy of Google – Structure & Benefits Essay

Google’s bonus structure plays a vital role in the retention and motivation of their employees. Learn more in the essay on this page.

Introduction

Hr practices at google, google’s compensation philosophy, google’s compensation structure, google’s compensation and benefits – employee motivation, works cited.

Google’s achievements as a technology company over the last decade are remarkable. The company started as a college project and is now a leading global player in the IT sector. The company acquired a solid reputation as an innovative player early in its life. While the main product offered by Google is its internet search service, the company is behind very innovative practices in other business areas.

The company attributes its success in business to its ability to attract and retain top talent. This paper examines the compensation plan of the company. The purpose of this paper is to examine the contribution of Google’s compensation plan to its efforts to motivate and retain talented employees.

The paper evaluates several facets of Google’s HR practices as the basis for discussing the contribution of its compensation plan to its talent retention strategy. In this regard, this paper evaluates the HR practices at Google and the compensation philosophy that guides remuneration and benefits.

Thereafter, the paper evaluates Google’s compensation system. The paper then looks at how the compensation system contributes to employee motivation and employee retention in the company. A brief conclusion examines the criticisms against Google’s compensation system.

The three main HR practices at Google that influences its talent management practices are reliance on data, the use of analytical tools, and reliance on internal referrals. These practices attract both the support and criticism of HR professionals in equal measure.

Most activities at Google are data driven. This is not surprising considering that the company’s core business is organizing data. Google decided to use its ability to analyse data to develop data-driven services within the company. The company insists on using hard data to support all its important decisions. In this sense, it is accurate to say that reliance on hard data is part of the company’s corporate culture. Critics of Google’s reliance on data feel that the company lacks a human touch.

The critics say that in the place of feelings, Google has algorithms (Manjoo). Proponents of this approach argue that the use of hard data to make business decisions is laudable. Google’s HR department, known as People Operations, relies on hard data to make HR decisions. Reliance on hard data is part of Google’s DNA. The company uses its massive data processing capabilities to handle its HR functions.

The second element of Google’s HR practices is the use of “people analytics” (Carroll). Google’s HR department uses this term to describe the use of algorithms to make HR decisions.

The company has good reasons for using data processing methods to handle hiring. Every year, the company receives more than one million job applications (Manjoo). The process of sifting through all these applications requires advanced data management techniques. The company must use advanced data processing methods to find the talent it needs from the overwhelming number of applications.

In addition to using data processing techniques to handle recruitment, the HR department also relies on data to track the performance of each employee. In this regard, performance evaluation at Google does not rely on subjective scores, but on hard data. Another interesting application of data processing techniques is the development of algorithms that can identify high flight risk employees. Google values its talent pool. The ability to identify, motivate, and retain such employees is crucial for the success of the company.

The third HR practice at Google is the use of internal referrals to find suitable talent. Google recognises that talented employees have equally talented associates. The company therefore uses its employees to identify potential recruits. When an employee refers someone to the HR department, the HR department uses the established procedures to check whether the person can fit in the company. This saves time and increases the odds that a new employee will fit into the company’s culture.

It is worth noting that Google has very many data analysts and software engineers in its ranks. This gives the company’s HR department an advantage over its competitors in the application of data management techniques. The main risk associated with the reliance on data to recruit and assess employees is the loss of the human touch in employee relations (Manjoo).

Behavioural psychologists know that the performance of an employee can wane because of personal issues. High potential is not always an indicator of good performance. At the same time, the systems can fail to identify talented employees who do not fit in the conventional profiles of top talent.

Google’s compensation philosophy is not radical in comparison to those of its competitors. The advantage Google has over its competitors is that it has the financial muscle and the boldness to implement innovative compensation approaches. The five main aspects that define Google’s compensation philosophy are as follows.

First, Google bases its compensation plan on hard data and research. The decisions the company makes arise from conclusions derived from research. The company believes in finding out which aspects of its compensation plan produce the best results. It achieves this by conducting surveys and talking to its employees. This approach gives the company confidence that the changes it makes to its compensation plan lead to greater employee motivation.

Secondly, Google has a commitment to pay its employees as competitively as possible. The company regularly conducts assessments to find out how its competitors pay their employees. In the past, Google set the salaries of its employees at the ninetieth percentile. It ensured that it was always among the top ten best paying companies in any job group.

The company recently made a decision to become the best paying company among its peers. Therefore, it implemented a ten percent salary increase for all its employees. This notwithstanding, Google understands that money is not sufficient to motivate high performing employees. However, it also believes that uncompetitive pay is a loophole that its competitors can use to poach its talented employees.

Thirdly, Google believes that is must reward top talent. This is not only fair, but is also necessary for retaining the best employees. Google competes for talented people with other players such as Apple, and Microsoft (Manjoo). In addition, many start-ups with funds from venture capitalists also compete for top talent.

The financing gives them an advantage over established firms. Talented people tend to be risk takers and a start up that recognises and rewards their talent can be a more appealing destination compared to an established firm like Google. In this regard, Google knows it must maintain its reputation as a company that recognises and rewards top talent.

The fourth aspect of Google’s compensation philosophy is giving employees a satisfying work environment. The company tracks the happiness levels of its employees and tries to make them happier.

This aspect explains the unconventional office practices at Google. The company recognises that if its employees are satisfied with their working environment, they are likely to remain there. The importance of this aspect in Google’s compensation philosophy is that the employees feel rewarded simply for being employees. This works by giving them ongoing satisfaction as Google employees.

The main elements of Google’s compensation system are similar to those found in other companies. The compensation system includes salaries and bonuses, good working conditions, stocks, and various benefits. The genius in Google’s compensation system is its ability to harness ordinary compensation elements and to optimise them to achieve organizational goals. The company uses its data processing capabilities to ensure that the benefits achieve maximum effect.

The first element of any compensation system is a salary. As discussed in the section above, the company is currently implementing salary hikes that will make it the best paying company among its competitors. The salaries given by the company have always been high as compared to industry standards. The company now wants to be a market leader when it comes to salaries. The ten percent salary increase for all its employees is the first step in this direction.

The second element in Google’s compensation system is workplace perks. Google believes that it needs to reward its employees on an ongoing basis to ensure that they fully focus on working for the company. Google believes that if it makes working conditions for its employees as conducive as possible, then they will focus on their work.

Google therefore goes out of its way to offer employees various incentives to ensure that their working environment is conducive. Google gives its employees free lunch. The company also ensures that snacks are available only a short distance from each employee. In addition, Google gives the employees free transport as well as access to laundry services. The company also operates a concierge service for employees who need to run errands.

One method that many organizations use to motivate their employees is to give them annual bonuses. Companies base their bonuses on the performance of the company in a given year.

Many companies give bonuses when the profit margins improve. The idea is that bonuses promote teamwork. For many years, Google gave bonuses to employees in proportion to the growth in its profit margins. In the recent years, the company has started to look for other ways of giving bonuses to its employees. As discussed earlier, this method is not unique to Google.

What is unique is Google’s way of issuing bonuses. The company conducted research among its employees to find out whether they prefer salary raises or bonuses. The research also sought to find out the level at which bonuses became attractive. The company found that on average, a Google employee prefers a 0.9-dollar salary raise to a 1-dollar bonus (Carroll). The reasoning is that a raise is permanent, but a bonus is dependent on the performance of the company every year, making it unpredictable.

Early on, Google used stock options to retain its employees. This strategy is very common with start-ups that are seeking to retain top talent. Such companies give their employees the opportunity to become shareholders. The companies usually restrict how soon the employees can sell the stocks. It is common to give employees a five-year hiatus barring the transfer of stocks. In many cases, the employees do not benefit from the stocks if they leave earlier.

Google was no different in the early years. It recently reduced the time it takes before employees can trade in their stocks. The company knows that it has the capacity to retain its top talent regardless of what the employees do with their stocks. The opportunity to own part of the company is very attractive to many employees. It is also a very effective way of creating a sense of ownership in the company because the employees know that their stocks will appreciate if the company performs well.

Another strategy used by Google to retain top talent is giving a generous maternity and paternity leave for new parents. When the company started its operations, it realised that the attrition rate of its female employees was very high. Research showed that the company lost its women employees at twice the average rate after childbirth. The length of the maternity leave at the time was twelve weeks, which was consistent with industry standards.

The company then sought ways of retaining women employees. Part of the current strategy is to give new mothers a paid maternity leave of five months. New fathers now get a seven-week paternity leave. In addition, the company gives a bonus to any employee who gets a new child. The bonus caters for the costs associated with getting a new child such as diapers, clothes, baby cots, among others. This strategy reduced the attrition rate of women employees to normal levels.

The compensation system used in Google is a key part of its employee motivation and retention strategy. Employee motivation encapsulates the activities, programs, and conditions created by an organization to induce high performance. Retention in the other hand refers is the ability to stem high staff attrition rates.

It is important to note that it is impossible to avoid employee attrition completely. In fact, a certain amount of attrition is necessary to ensure a company has an inflow of new ideas and energy. However, very high attrition rates can affect the performance of an organization. The high tech industry is notorious for very high attrition rates. Google’s compensation system has several elements that support employee motivation and retention.

First, Google implements measures that give employees certainty about their benefits and rewards. The reliance on data and analytical methods makes it possible for Google employees to predict what will lead to better rewards. In this regard, the Google compensation system has ensured that all employees know what to do and what to expect.

This seems simplistic because of the obviousness of the need for predictability when it comes to compensation and benefits. However, many companies lack clear policies on how to compute bonuses, and how to reward top performers. In such companies, the employees do not know what to do to earn higher rewards.

The second element of Google’s compensation plan is that it ties rewards to performance. Again, since the company keeps elaborate employee performance records it is easy to know which ones deserve rewards. One example of a reward that followed performance is the Orkut platform.

Orkut was one of the attempts Google made to take advantage of the social web. The platform got its name from the employee who developed it. His name was Orkut. When Google named the application after its employee, it demonstrated that it rewards high performers.

The fourth way in which Google motivates its employees is by the design of its workplace. The company offers a range of services geared towards making the lives of its employees as stress-free as possible. Google believes that personal responsibilities away from work can lead to loss of productivity.

In this regard, Google offers free transport to ensure that its employees do not worry about commuting. Secondly, Google provides laundry facilities for its employees. The company also has day care centres to cater for mothers with young children. Apart from these, the company offers free lunch, and all employees have easy access to snacks near their workstations. In total, these measures take care of some of the most pressing concerns of its employees. This frees the employees to concentrate on their work.

Google has a unique death benefits program for its employees. If an employee dies, the family receives fifty percent of the employee’s salary for a period of ten years. Employees with young families are likely to stay with Google for a long time as insurance that their family will not suffer in case they die.

Google is implementing a policy that will see it become the best paying company among its competitors. Over the years, Google has been ensuring that the remuneration of its employees falls in the ninetieth percentile. Recently, the company instituted a ten percent pay increase across the board to ensure that its employees become the best-paid ones among its competitors.

Google fully understands that money is not sufficient to motivate staff. However, it is also committed to removing any reasons employees might have to leave Google. Becoming the best paying company in every job group will ensure that no Google employee will leave the company because of money.

Google’s reliance on hard data is making its compensation plan one of the most optimised plans in industry. This means that its employees cannot find any other job that has comparable compensation plans. Google works hard to ensure that the measures it employs for employee motivation and retention create the most happiness for its employees (Manjoo).

Google also uses an algorithm that detects how easy it is to retain a particular employee. The algorithm analyses various factors in the profiles of Google’s employees and applicants, and then it flags those with high flight risk. The use of such algorithms attracts admiration and condemnation in equal measure.

Opponents feel that it is impossible to predict human behaviour using computer programs, while proponents feel that it is a reliable way of evaluating potential employees. The algorithm compares traits found in employees who have left the company with the traits of those who have lasted long in the company. The results indicate the degree of flight risk an employee or applicant presents to the company.

Google conducted research into how it’s the employees wanted to manage their stock options. The company found that the employees wanted more flexibility in regards to how they dealt with their stocks. Google therefore decided to give them more sway in the decisions regarding when and how to dispose their stocks.

This decision illustrates Google’s commitment to the welfare of its employees. Within reason, giving employees the power to decide what happens to their stocks makes the company more favourable to work with compared to competitors who limit stock movements.

Finally, Google gives its employees the freedom to use part of their time to do personal projects of interest, which they believe will be beneficial to their company. Most employees can use twenty percent of their time to carry out any projects that they feel will benefit the company. This is one of the sources of Google’s innovative culture because the company allows employees to pursue their passions. Orkut was one such project that later became a major product offered by the company.

Weakness of Google’s Bonus Structure

Google has many admirers and critics based on its reliance on analytical tools for its HR activities. The arguments against Google’s HR activities range from the fact that computer models cannot accurately determine the choices made by an individual. In addition, too much reliance on hard data can lead to the loss of the human touch in HR issues. In conclusion, it is fitting to examine some of the weaknesses of its compensation system briefly.

First, some analysts believe that the company’s compensation system is not sustainable. Google is a very young company in a very volatile industry. Therefore, its current success in HR and talent retention is not a good predictor of its future success. Its compensation system is possible to sustain because of the abnormally high returns it is achieving at this time. The returns will flatten out as the IT industry matures and maintaining the benefits it currently offers to its employees will become impossible.

The second weakness of Google’s compensation system is that its reliance on data may edge out human insight from its HR practices. For a long time, HR has been an art. In recent years, the use of computer models to analyse data is making it easier for HR to use scientific methods to make decisions. However, total reliance on computers can lead to the loss of insights into human behaviour. In addition analytics cannot predict how people will change based on the conditions of a new working environment.

The third aspect of Google’s compensation system is that it relies on financial incentives at various levels. The main argument in this regard is that the power of money to motivate declines beyond a certain point. Being the best paying company is not enough to retain top talent if employees want to take personal risks or to become entrepreneurs. In addition, the use of financial incentives depends on the availability of funds.

The fourth criticism against Google’s compensation plan is that it can destabilise the business environment. For instance, the recent announcement by Google that it will increase the salary of all its employees by ten percent can lead to similar actions by other players. Such a move can trigger a flurry of salary raises in the industry that can affect the availability of talent. Eventually, it can negatively affect the overall financial performance of these companies.

Carroll, Stacey. Google’s HR Practices Explained. 2011. Web.

Manjoo, Farhad. The Hapiness Machine: How Google Became such a Great Place to Work. 2013. Web.

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Guest Essay

What the Fight Over the Capital One-Discover Merger Misses About Our Terrible Credit Card System

By Aaron Klein

Mr. Klein served as deputy assistant secretary of the U.S. Treasury from 2009 to 2012.

A fight has commenced over Capital One’s effort to acquire Discover, a deal that would birth an enormous credit card company rivaling Visa, Mastercard and American Express. The resulting competition could, in the short run, lower some costs to businesses and consumers. However, over the longer term, the merger would keep intact the broken and predatory system in which credit card companies profit handsomely by rewarding our richest Americans and advantaging the biggest corporations.

Credit card companies increasingly generate money via swipe fees, or the money merchants pay issuers every time a credit card is used. Total swipe fees rose 20 percent in 2022 to an estimated $160 billion a year nationally. The pandemic changed how we buy things, significantly increasing the share of transactions put on credit cards rather than conducted in cash, adding to the swipe fees merchants pay.

On top of this, a 2018 Supreme Court ruling effectively forces merchants to accept either every type of card — from, say, a basic Green Card to the Platinum Card — from an issuer like Amex or none of them. And even though fancier types of cards generally demand higher swipe fees, the ruling also barred merchants from incentivizing consumers to use the cheaper ones. These facts combine in a way that makes it even more appealing for Capital One, a giant credit card issuer, to merge with Discover, which owns a payment system, and generate greater profits from credit cards, particularly higher-end reward cards.

Your Rewards Card Is Actually Bad for You, and for Everyone Else

Chasing credit card points is a game in which everyone loses..

This is a story about you and your favorite credit card, the one that earns you points. You use your card for everything. You pay off your balance every month. And you watch with glee as your rewards grow and grow and grow. And when it’s time to cash in, you announce that you’re going to get a family gift. And each member will get one vote. And then your daughter argues that the family needs another iPad. And your son has fallen in love with the ugliest garden gnome that you’ve ever seen. And so to break up the skirmish, you decide that you’ll be getting the frying pan. Because what brings the family together more than food? Marty is the answer. But let’s keep him out of this. And when they complain and say, “But that’s not what I wanted,” you look them in the eye and say, “This was never about you.” “It’s about us, all of us.” And then two weeks later your frying pan arrives. And you can’t help but smile because you kind of did get this for yourself, though you’ll never admit it. And you’re looking at the frying pan. And it’s staring at you and you at it and it at you and you at it. And you just have this split second where you think to yourself: Who actually paid for this? Who pays for all of this? Well, if you love your rewards card, then you’re probably not going to like the answer. Because you try to be a good person, you shop locally. And each week you buy, let’s say, $100 in groceries from MJ. When you swipe your card, that $100 doesn’t go straight to MJ. Instead, store owners are charged a series of fees, the largest of which is called the swipe fee. It’s set by the card network, usually Visa or Mastercard. And your bank uses it to pay for your rewards. The swipe fee is usually between 1.5 percent and 3.5 percent of your total. The more premium your credit card, the more that MJ is charged. Now, that might not sound like much. But it can add up. For small businesses like MJ’s, swipe fees can be one of their biggest expenses. And small stores like hers get charged higher rates than big-box competitors. In order to cope, store owners like MJ raised their prices. That means that all of us are paying more. But only those who have special cards are getting rewards. And here’s the catch: The wealthiest Americans tend to have the best cards that give them the most rewards, while poorer Americans are more likely to pay in cash or debit with no rewards or benefits. So what we really have is a system that forces everyone to pay higher prices in order to subsidize rewards that primarily go to the wealthy. So this rewards card, it’s really a screw-over-poor- people card. Every time you use it, you’re contributing to inequality, helping to drive up prices and further squeeze the most cash-strapped Americans, all so that you can get that free frying pan. You’re probably not benefiting from rewards as much as you thought. In 2020, the Federal Reserve found that the average American at every income level loses more to swipe fee price hikes than they earn in rewards. And of course, the poorest Americans are still getting handed the worst deal. On average, they pay five times more in price mark-ups than they’ll ever receive in rewards. Why are we stuck in this system? Why are swipe fees in the U.S. nine times higher than they are in Europe? Why do we have to pay so much just to pay? Well, it’s largely thanks to two companies, Visa and Mastercard. This system is their core business. It’s what they do for a living. And, sure, they’re providing a service and deserve to earn a profit. But these two companies control over 80 percent of the credit card market. With scant competition, Visa and Mastercard have faced little pressure to rein in swipe fees. The truth is for the vast majority of Americans, the best deal might not come in the form of a new piece of plastic but instead a new piece of legislation. That’s because Congress has the power to regulate swipe fees. In fact, in 2010, they did just that for debit cards. Remember the swipe fee on that $100 grocery purchase? If you paid with a debit card, it would have only cost MJ 26 cents. Dick Durbin, the senator who helped crack down on swipe fees for debit cards, has authored a bipartisan bill that would use competition to drive down credit card swipe fees. But the banks and credit card companies are, of course, pushing back. Right now, there are two things that you can do. First, call your senator and encourage them to support this bill. You can go to this website to find their number. Second, if you’re shopping at a small business that you want to support, remember that how you pay can make a difference. Using your debit card can save small businesses a lot in swipe fees. But the best solution might be elsewhere in your wallet. Increasingly, small businesses are offering discounts for cash payers. Avoiding this predatory system can be a win for both of you. And if those rewards are just too good to say goodbye to, well, then at least don’t go around telling people that you’ve never taken a handout, because you have. And the working class is paying for it. [MUSIC PLAYING]

Credit card companies found they could command ever-greater swipe fees from merchants while at the same time offering their wealthiest consumers more deluxe credit cards that reward big spending with cash back, travel points, access to fancy airport lounges and the like — and then pass on the cost of those rewards to merchants. Merchants must then choose whether to accept and pay the higher swipe fee demanded by these platinum expensive cards or not take any from that card company. In our increasingly digital economy, most merchants have little alternative but to accept the pricey versions and to pay for the privilege. Naturally, merchants pass on their increased cost to all of their customers.

That’s how the rest of us, whether we pay with cash, a debit card or a middle-of-the-road credit card, wind up paying more — because we are subsidizing these rewards cards for whom only the wealthiest qualify. One study from economists at the Boston Federal Reserve estimated that the highest-income households profit over $1,000 a year tax-free from the payment system, adjusted for inflation .

Because swipe fees include a fixed cost in addition to a percentage of the total cost, small-dollar transactions are extremely expensive for merchants. My research found huge costs for such transactions as buying a cup of coffee or paying for a bus or subway ride. One year my oldest friend’s small coffee shop paid more in card processing costs than for coffee beans.

Big companies can leverage their resources to lower swipe fees, giving them a leg up. Starbucks stole a page from the credit card playbook and built an app that gives consumers rewards on future purchases if they upload larger amounts of money from their credit cards, thus lowering the total fees Starbucks has to pay the credit card companies for each swipe.

Some big businesses negotiate discounted swipe fees. Costco is the most aggressive; there have been reports that the big discount retailer’s contract with Citibank and Visa lowered its costs to 0.4 percent while a local dry cleaner may be paying closer to 3 percent.

The problem isn’t limited to nonwealthy consumers and small businesses: Parking meters that used to run on coins now rely on credit-card-powered apps, which charge transaction fees that can be over 20 percent, such as 45 cents on $2. Public transit agencies can lose 7 percent of the money they generate in fares in card-processing fees. A growing gap between what users pay and local agencies receive could stress budgets and require higher taxes, increased fees or reduced public services.

To fix the problem, Congress should legislatively correct the Supreme Court’s mistake. For starters, give merchants the power to reject the priciest credit cards, and let’s see if their users are willing to pay the true cost of their rewards. This solution ought to have some bipartisan support; the idea was strong enough politically to be supported by states as diverse as Ohio, Texas and Maryland. Bipartisan legislation to overturn a conservative Supreme Court ruling may sound like a pipe dream, but in payments policy we’ve seen a few examples such as the Durbin Amendment to what became the Dodd-Frank Act, which lowered debit interchange fees, received 64 votes (including 16 from Republicans) in the Senate and made it into law.

Second, brave policymakers could start taxing reward points. The richer you are, the more likely you qualify for bigger rewards. Progressive taxation rates mean that exempting rewards from taxation makes them nearly four times as valuable to those in the top tax bracket as the bottom. Why is interest from my savings account taxed, but the cash back from card spending not? Once upon a time the value of frequent flier miles was hard to quantify; now the Points Guy has it down.

Finally, we could require all merchants have access to the same swipe-fee pricing, regardless of size. Why should the payment system give big business another advantage? The electronic cash register should not tilt the playing field.

Our payment system’s problems will not be solved by allowing or stopping a combination of Capital One and Discover. Adding a fourth major issuer to compete with the big three will make little difference if the system’s rules remain the same. Capital One already seems to be competing with American Express for wealthy customers who like elite airport lounges and big travel perks, which are funded in part from higher swipe fees. The rewards have kept getting richer over the past 20 years. Simply adding one more company to earn large profits through the existing system will hardly stop it.

Blocking the merger will fail to change the payment system that continues to drive greater rewards to those with the most money already, paid for by merchants and consumers who use cash, debit or lower-tier cards because they are not rich enough to qualify. As the economy continues to digitize with more micropayments, the credit card burden will keep growing, particularly on smaller businesses. Today’s large banks and payment companies will make more profit, sharing it based on who qualifies for elite status.

Until legislators are willing to change a system that showers tax-free rewards on the upper middle class, the cash register will continue to exacerbate the wealth gap and help big business get even bigger. It may feel great to stand up against a merger and fight those “big banks” — while enjoying a “free meal” at an exclusive airport lounge before taking a vacation using frequent flier miles. But if victory is more of the status quo, then the biggest losers will be those the government should protect the most.

Aaron Klein is a senior fellow at the Brookings Institution. He served as deputy assistant secretary of the U.S. Treasury from 2009 to 2012.

The Times is committed to publishing a diversity of letters to the editor. We’d like to hear what you think about this or any of our articles. Here are some tips . And here’s our email: [email protected] .

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Home — Essay Samples — Business — Google — An Overview Of The Company: Google

An Overview of The Company: Google

• Categories: Google Swot Analysis

About this sample

Words: 1480 |

Published: Feb 8, 2022

Words: 1480 | Pages: 3 | 8 min read

Table of contents

Goals and objectives, swot analysis, recommendations, future plans, works cited:.

• They have got a strong brand image and it is well known by most people around the world.
• They have a large and diversified business as they have been around for more than 20 years.
• They have a large number of customers and a vast market share.
• They are working on many different projects simultaneously instead of just focusing on google search engine.
• They receive a huge amount of revenue from advertisements, displays and partnerships.
• They depend too much on the Internet and not all countries have access to the Internet.
• They have got very little physical presence since they are an online based business.
• They haven’t made enough physical products people would want.
• They depend too much on advertisements.

Opportunities

• They can exploit the current trend of increased mobile usage by offering mobile-friendly products.
• They get the chance to become a far better company because more and more people are getting access to the Internet each day.
• They have got some tough competition.
• Other firms can copy Google’s products.
• They have a problem that a few customers don’t trust them with personal information because they fear it might get leaked.
• Bianco, R. (2007). Grey's Anatomy: the unofficial guide. ECW Press.
• Boller, M. (2006). Grey's Anatomy: Notes From the Nurse's Station. Hal Leonard Corporation.
• Delaney, S. (2017). Reality vs. Television: Grey’s Anatomy. American Journal of Nursing, 117(2), 57-59.
• Gaither, S. (2019). Medical drama TV shows and viewer perceptions of medical issues. Health communication, 34(8), 876-883.
• Grey's Anatomy. (n.d.). IMDb. Retrieved April 16, 2023, from https://www.imdb.com/title/tt0413573/
• James, M. (2017). TV medical dramas and their impact on patient expectations: health services management. Health Services Management Research, 30(1), 54-60.
• Kliman, S. (2015). “Grey’s Anatomy” and the Invisibility of the Nurse. Journal of Medical Humanities, 36(4), 321-333.
• Lee, H., & Kim, J. (2018). Influence of medical drama viewing on patients’ expectations from real-life physicians. Health communication, 33(3), 313-320.
• Miller, R. (2017). Using Grey's Anatomy to teach medical ethics: a systematic review of the literature. BMC medical education, 17(1), 1-10.
• Williams, M. (2012). Grey’s Anatomy and Private Practice: spin-off success. Journal of popular television, 1(1), 49-60.

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Android Police

Your google wallet is now more secure with this new feature.

The app demands user authentication for safer transit payments

• Google Wallet offers convenience and security with contactless payments and biometric authentication for transit passes.
• The new feature requires user verification for transit payments, enhancing security without sacrificing convenience.
• The option is already rolling out to users in the latest app version, along with support for cards from more US banks.

Google has a suite of apps designed to tie into each other for maximum convenience, but if we were to pick one app which makes life easy all by itself, Google Wallet would probably win. It is one of our favorite wallet apps because it is available on mobile and Wear OS, giving users ready access to contactless payments, digital IDs, and other passes. Presently, the company is focusing on in-app security with a new feature mandating user authentication for transit payments.

Google Wallet vs. Samsung Pay: Which tap to pay system is best?

Google Wallet can store your transit passes for you, so you don’t need to carry one additional card in an already-bulky physical wallet. However, you might be worried people could misuse your transit pass if they gain access to your phone. Google is cognizant of the security risks associated with digital wallets, and 9to5Google noticed the app has a new feature to secure transit passes with biometric authentication.

Protect your passes from misuse

Google has added a new settings toggle called Verification required under Wallet settings → Security → Verification settings → Transit payments . When the toggle is switched on, Wallet will demand user authentication by device lock settings such as PIN or fingerprint before processing transactions for transit payments.

The Verification required toggle is switched on by default if you already have a transit pass added to Wallet, but is an optional feature turned off by default if you’re paying by credit or debit card. The toggles are separated on the Transit payments page under Transit cards and Credit or debit cards . However, you will have to authenticate all other payments with the same cards.

The new option requesting user verification for transit pass payments by default should greatly improve the security in Google Wallet, without hamstringing the convenience we love. The new option is already rolling out to users running version 24.10 of the app, and we are seeing it on our devices too. In other news, the app also added support for cards from 30 more banks in the US in March, steadily expanding support for digital payments.

I got laid off from Google so I started my own business. I make $100,000 less but I love it.

• Keith Chaney was laid off from Google in January 2023 from the strategy and partnerships team. 
• Despite the initial disappointment, Chaney was inspired to take his startup side hustle full-time. 
• As a founder, his salary is lower than at Google but he loves his job and believes in his company. 

This as-told-to essay is based on a transcribed conversation with Keith Chaney from Washington DC, who launched his startup Peadbo following a layoff at Google. It has been edited for length and clarity.

I started at Google in early 2022, working with colleagues across EMEA and APAC as part of the global partnerships and strategy team. Before landing this job, I'd worked in strategy at McKinsey and Capital One and received my MBA.

Less than a year into my time at Google, I discovered I'd been laid off . I remember finding out in the car park of my daughter's daycare. The layoffs were part of a bigger trend for many tech companies like Google to "correct" rapid over-hiring post-COVID – and were something I'd been privy to since the fourth quarter.

Being laid off was a blessing in disguise

Being laid off in January 2023 was a blessing in disguise despite my initial shock and disappointment.

While at Google in 2022, I started my side business, Peadbo, which helps users build and manage teams dedicated to personal or professional growth.

Growing up, my family would do anything to help me succeed, but they didn't have experience working at big organizations. They couldn't offer me hands-on advice to help me advance my career. I recognized the value of mentorship and building an inner circle in the corporate world. So, I created a platform that helps individuals develop their professional networks and get mentorship.

When I was laid off, Peadbo was still in its inception stage, and I had no full-time employees. The only people involved were my co-founders, who had full-time jobs. Still, I realized this was the point where I had to take a leap of faith and put all of my energy and time into Peadbo.

Related stories

I'm a risk-averse person, so it took getting laid off to push me toward pursuing my startup full-time.

Big tech employee to startup founder has been a jump

One of the biggest changes was the financial reality of going from a full-time job to a startup. At Google, I earned over $200,000 with robust benefits. As a startup founder, my salary is less than half that, but I love what I do and strongly believe in my mission.

It's an adjustment for finances; I make less than half of what I made in my most recent roles. I was never one who spent what I earned, so while it's been a major change, my wife and I ensure that we do whatever it takes to prioritize our two daughters.

We've been able to maintain our daughters' school work, activities, and hobbies and enjoy our lives without spending a ton of money.

We also really believe in splitting responsibilities . For example, when I need to travel for business, the trip goes on the shared calendar immediately so that my wife can try to schedule her work days around it. We always work as a unit.

My wife understands we need to invest in Peadbo to help the company grow. Although we've made some initial out-of-pocket investments into Peadbo, we have since received seed funding from Techstars.

Despite the limits on money, the most rewarding part of startup life is being able to manage my time.

I always block out time to spend with my daughters and my wife, showing up to drop-offs and pick-ups and even scheduling time for myself to protect my peace.

The autonomy of self-employment is a mixed bag

I love the autonomy of being self-employed, though I admit that I miss the certainty of knowing where my salary would come from when I was a full-time tech employee.

Running a startup takes a lot of thought, effort, and belief in yourself and your advisors to grow your company. Organizationally, Peadbo is very flat and has only five employees. I love that I got to choose my co-founders intentionally. I always try to work with people who are smarter than me and will challenge me to step up. My goal is to surround myself with people who will make me better.

The toughest part of being a founder is always thinking about the financial state of the company and the "runway." As a founder, you must have a "hunt what you eat" mentality. It's very different from working at a company that will still be fine even if employees are not performing at their peak potential.

I am always working hard to secure investors. We recently were selected as winners of the speed pitch round at SXSW . Working like this is different from working at a big organization like Google, where I am supported by hundreds of staff members and a robust, developed company. Still, this win made me realize we are pivoting in the right direction.

I miss the security of a steady income and consistent cheques each month, but I have learned a lot about myself and entrepreneurship with Peadbo.

Watch: Nearly 50,000 tech workers have been laid off — but there's a hack to avoid layoffs

• Main content

Ronna McDaniel quickly demonstrates that her view isn’t worth the cost

There’s not a lot of value for journalists in interviewing an echo. Instead of standing inside a canyon trying to ask follow-up questions of the words bouncing off the walls around you, better to just go to the source.

Ronna McDaniel’s tenure as chair of the Republican Party unfolded in the Donald Trump era of American politics. She assumed the position a day before Trump was inaugurated in 2017 and remained there until Trump decided it was time for her to go. As the titular head of a party actually led by the former president, McDaniel’s Linda Yaccarino -like role was largely centered on having the party do the things it normally does and then appearing at news conferences to nod along with the things Trump was saying.

He’d shout; she’d echo. But last week NBC News decided it was worth paying her money to hear what she had to say.

McDaniel debuted her role as a contributor to the network on Sunday’s episode of “Meet the Press.” She tried to explain to host Kristen Welker that she did have a point of view that did extend beyond serving as Trump’s hypeman.

“When you’re the RNC chair you, kind of, take one for the whole team, right?” she said. “Now I get to be, a little bit, more myself, right?”

This came as she was distancing herself from Trump’s rhetoric celebrating those arrested for the riot at the Capitol on Jan. 6, 2021 — celebrations to which she said she objected. But when Welker later pointed to McDaniel’s new claim that President Biden had been elected “fair and square” to ask why viewers should trust her, the former party chair insisted that she was being consistent.

“I am not changing my tune,” McDaniel said. “This is where I have been.”

Of course there’s no reason to grant McDaniel a baseline assumption of honesty, much less consistency. But this top-line conflict between past and current statements obscures the real issue.

McDaniel did say Biden won “fair and square,” yes, but also insisted that “it’s fair to say there were problems in 2020.”

She offered an example.

“When you have states like Pennsylvania go from 260,000 mail ballots in 2016 to 2.6 million,” McDaniel said, “saying, ‘You know what? When you get rid of ID for all mail-in ballots,’ that’s a concern. We should all be concerned about the care, custody, integrity of every ballot.”

Welker responded to this claim by saying that the Supreme Court “didn’t take up concerns about the election results in Pennsylvania and the slew of other states.” But she could have pointed out that everything McDaniel said was easily explained — and a reiteration of the same strain of election denial that NBC News and any other legitimate news outlets should strive to uproot.

Pennsylvania saw a surge in mail-in ballots partly because of the coronavirus pandemic, of course, as anyone who was a sentient adult before 2020 should recognize. But it is also because, in 2019 — before the pandemic — the Republican-led legislature in the state passed Act 77 , a law expanding the ability of residents to vote absentee.

As the election approached, Pennsylvania Secretary of State Kathy Boockvar, responding to a lawsuit , released guidance that counties couldn’t reject mail-in ballots on the basis of signature comparisons — a subjective and dubious means of validating ballots. In October 2020, the state Supreme Court upheld Boockvar’s guidance , with two Republican justices joining the Democratic majority.

A subsequent attempt by Trump allies to throw out all of the mail ballots in the state on the grounds that Act 77 was unconstitutional was rejected by the court, with the chief justice noting that there had been “too much good-faith reliance by the electorate” on those mail ballots to warrant invalidating all of them anyway. In the time that’s elapsed since, no evidence of rampant (or even significant) mail fraud has emerged in Pennsylvania or anywhere else.

The legal issues were largely resolved before Biden took office. McDaniel has had more than three years to understand that her argument is invalid. But she still presents it as legitimate, either because she refuses to understand that it is inaccurate or because she views it as useful to suggest that the 2020 election was suspect.

Either reason should be considered disqualifying for someone asked to contribute to a discussion during a news program.

We should differentiate here with Rep. Jim Jordan’s (R-Ohio) appearance on “60 Minutes,” where he was asked to defend his claim that the federal government had violated the First Amendment by asking social media companies to police misinformation. This was a recorded interview, allowing “60 Minutes” to interject corrections as needed — and, in fact, to make obvious that Jordan’s presentation was fundamentally inaccurate.

(Among the social media posts identified as misinformation — unfairly, according to Jordan — was one from Newt Gingrich . It used the Pennsylvania Supreme Court’s decision that signature-matching could be set aside to argue that “Pennsylvania democrats are methodically changing the rules so they can steal the election.” Untrue then, untrue now — and an obvious contributor to the false idea that the 2020 results should be considered suspect.)

Not only was Jordan’s interview recorded, allowing for corrections, he was treated as someone who could not be relied upon to offer unbiased information. He’s a politician, acting politically. McDaniel, in theory, is a private citizen free to speak her mind. But her debut on NBC News still resulted in familiar echoes of Trump. Viewers were presented with McDaniel doing what she has done for seven years, making Trump’s approach more palatable.

At one point, Welker asked McDaniel whether she’d facilitated Trump’s lies about the 2020 election. McDaniel claimed that her support for the nonsense that emerged in the wake of the election was simply her doing due diligence about the claims being elevated by Trump’s allies.

“So [from] where I was in 2020, and the quotes that are being taken from a very long time ago,” she said, “three and a half years ago, to where I am today, you’ve got to allow that process to play out.”

Less than a minute before, she had claimed that the results in Pennsylvania that year were dubious, which they weren’t. This is what NBC News is paying for.

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Caught off balance —

Google balks at $270m fine after training ai on french news sites’ content, google agrees to end sketchy negotiations based on flat rates and limited data..

Ashley Belanger - Mar 20, 2024 7:53 pm UTC

Google has agreed to pay 250 million euros (about $273 million) to settle a dispute in France after breaching years-old commitments to inform and pay French news publishers when referencing and displaying content in both search results and when training Google's AI-powered chatbot, Gemini.

According to France's competition watchdog, the Autorité de la Concurrence (ADLC), Google dodged many commitments to deal with publishers fairly. Most recently, it never notified publishers or the ADLC before training Gemini (initially launched as Bard) on publishers' content or displaying content in Gemini outputs. Google also waited until September 28, 2023, to introduce easy options for publishers to opt out, which made it impossible for publishers to negotiate fair deals for that content, the ADLC found.

"Until this date, press agencies and publishers wanting to opt out of this use had to insert an instruction opposing any crawling of their content by Google, including on the Search, Discover and Google News services," the ADLC noted, warning that "in the future, the Autorité will be particularly attentive as regards the effectiveness of opt-out systems implemented by Google."

To address breaches of four out of seven commitments in France—which the ADLC imposed in 2022 for a period of five years to "benefit" publishers by ensuring Google's ongoing negotiations with them were "balanced"—Google has agreed to "a series of corrective measures," the ADLC said.

Google is not happy with the fine, which it described as "not proportionate" partly because the fine "doesn’t sufficiently take into account the efforts we have made to answer and resolve the concerns raised—in an environment where it’s very hard to set a course because we can’t predict which way the wind will blow next."

According to Google, regulators everywhere need to clearly define fair use of content when developing search tools and AI models, so that search companies and AI makers always know "whom we are paying for what." Currently in France, Google contends, the scope of Google's commitments has shifted from just general news publishers to now also include specialist publications and listings and comparison sites.

The ADLC agreed that "the question of whether the use of press publications as part of an artificial intelligence service qualifies for protection under related rights regulations has not yet been settled," but noted that "at the very least," Google was required to "inform publishers of the use of their content for their Bard software."

Regarding Bard/Gemini, Google said that it "voluntarily introduced a new technical solution called Google-Extended to make it easier for rights holders to opt out of Gemini without impact on their presence in Search." It has now also committed to better explain to publishers both "how our products based on generative AI work and how 'Opt Out' works."

Google said that it agreed to the settlement "because it’s time to move on" and "focus on the larger goal of sustainable approaches to connecting people with quality content and on working constructively with French publishers."

"Today’s fine relates mostly to [a] disagreement about how much value Google derives from news content," Google's blog said, claiming that "a lack of clear regulatory guidance and repeated enforcement actions have made it hard to navigate negotiations with publishers, or plan how we invest in news in France in the future."

What changes did Google agree to make?

Google defended its position as "the first and only platform to have signed significant licensing agreements" in France, benefiting 280 French press publishers and "covering more than 450 publications."

With these publishers, the ADLC found that Google breached requirements to "negotiate in good faith based on transparent, objective, and non-discriminatory criteria," to consistently "make a remuneration offer" within three months of a publisher's request, and to provide information for publishers to "transparently assess their remuneration."

Google also breached commitments to "inform editors and press agencies of the use of their content by its service Bard" and of Google's decision to link "the use of press agencies’ and publishers’ content by its artificial intelligence service to the display of protected content on services such as Search, Discover and News."

Regarding negotiations, the ADLC found that Google not only failed to be transparent with publishers about remuneration, but also failed to keep the ADLC informed of information necessary to monitor whether Google was honoring its commitments to fairly pay publishers. Partly "to guarantee better communication," Google has agreed to appoint a French-speaking representative in its Paris office, along with other steps the ADLC recommended.

According to the ADLC's announcement (translated from French), Google seemingly acted sketchy in negotiations by not meeting non-discrimination criteria—and unfavorably treating publishers in different situations identically—and by not mentioning "all the services that could generate revenues for the negotiating party."

"According to the Autorité, not taking into account differences in attractiveness between content does not allow for an accurate reflection of the contribution of each press agency and publisher to Google’s revenues," the ADLC said.

Also problematically, Google established a minimum threshold of 100 euros for remuneration that it has now agreed to drop.

This threshold, "in its very principle, introduces discrimination between publishers that, below a certain threshold, are all arbitrarily assigned zero remuneration, regardless of their respective situations," the ADLC found.

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