Google: To TVC or Not to TVC - Management Assignment Help

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By 2018, Google was widely considered a top destination for job-seekers. Fortune Magazine had rated it as the best company to work for every year from 2011 to 2017,1 and more than two million people applied for jobs there each year.2 Noting that the company had an acceptance rate of 0.2%,3 one business journalist mused that “landing a job at Google is roughly ten times more difficult than getting into Harvard.”4 According to Glassdoor, a popular website where employees can post reviews of their employer, 86% of the company’s employees reported they were satisfied with their jobs at Google.5 However, by the end of the year, evidence emerged suggesting that a significant portion of Google’s workforce was unhappy with the company. On December 5th, an open letter to Google’s CEO, Sundar Pichai, was published to Medium.com. While the exact author (or authors) was anonymous, the letter was signed by “TVCs at Google.”6

‘TVCs’ was an abbreviation for temporary help workers, vendors, and contractors, who collectively represented Google’s “extended workforce.”7 Typically sourced through staffing agencies, TVCs performed tasks ranging from custodial services to computer programming to linguistic analysis and frequently worked alongside Google’s full-time workers, but were not employees of Google themselves. Shortly after the letter’s publication, an employee at Google told The Guardian that Google’s global workforce of 170,000 people was 50.05% full-time employees and 49.95% TVCs.8

1. An end to pay and opportunity inequity for TVCs. We demand better pay and access to benefits that meet the full-time employee standard, including high-quality healthcare, paid vacations, paid sick days, holiday pay, family leave, and bonuses. This must also include a consistent and transparent conversion process to full-time employment, as well as adoption of a single badge color for all workers.
2. Access to company-wide information on the same terms as full-time employees. We want access to town hall discussions; all communications about safety, discrimination, and sexual misconduct; and a reinstatement of our access to internal forums like Google Groups. This must also include career growth, classes, and counseling opportunities like those offered to full-time workers.

Silicon Valley, Flexible labor, and the “Future of Work”
In 1950, San Francisco’s “Silicon Valley” was mostly an orchard near Stanford University. Just a fewdecades later, the region had turned into the world’s leading hub of innovation in the information technology (‘IT’) sector,11 with the collective market capitalization of its companies surpassing $3 trillion in 2015.12

By the end of the 20th century, many commentators thought that the business world would look increasingly more like Silicon Valley. Downsizing and corporate break-ups (e.g., AT&T) throughout the 1980s and 90s had led some observers to announce the “demise of size,” and to place their bets on nimble entrepreneurial ventures instead.13 At the same time, the rise of computers and the internet elevated the strategic importance of IT across industries and exposed more firms to the growing “knowledge economy,” where employees’ specialized knowledge was a source of production itself.14 Silicon Valley’s status as a hub for IT companies placed it at the intersection of both trends. Consequently, the region became a popular bellwether for predicting what the “Future of Work” might look like. As The Economist summed up in 2000, “the same forces which have reshaped work habits [in Silicon Valley] are likely to have similar effects in many other places.”15

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