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    Syndicate 7 Microsoft Competing On Talent A

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    Microsoft changed its HR strategy in the 1980s and 1990s as it grew from a small startup to a large company with over 20,000 employees. Originally, Microsoft focused on hiring extremely intelligent graduates from top schools, prioritizing smarts and ambition over experience. It later introduced surveys and the Organizational Health Index to quantify employee attitudes as the company grew. Microsoft also formalized its approach to identifying and developing high potential employees through key people reviews and having executives invest in leadership development. This transition reflected Microsoft adopting a best practice of managing its growing people and ensuring the right people were in the right roles.

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    Syndicate 7 Microsoft Competing On Talent A

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    Skf
    56 views8 pages
    Microsoft changed its HR strategy in the 1980s and 1990s as it grew from a small startup to a large company with over 20,000 employees. Originally, Microsoft focused on hiring extremely intelligent graduates from top schools, prioritizing smarts and ambition over experience. It later introduced surveys and the Organizational Health Index to quantify employee attitudes as the company grew. Microsoft also formalized its approach to identifying and developing high potential employees through key people reviews and having executives invest in leadership development. This transition reflected Microsoft adopting a best practice of managing its growing people and ensuring the right people were in the right roles.

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    330473187 Syndicate 7 Microsoft Competing on Talent A

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    Microsoft changed its HR strategy in the 1980s and 1990s as it grew from a small startup to a large company with over 20,000 employees. Originally, Microsoft focused on hiring extremely intelligent graduates from top schools, prioritizing smarts and ambition over experience. It later introduced surveys and the Organizational Health Index to quantify employee attitudes as the company grew. Microsoft also formalized its approach to identifying and developing high potential employees through key people reviews and having executives invest in leadership development. This transition reflected Microsoft adopting a best practice of managing its growing people and ensuring the right people were in the right roles.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    56 views8 pages

    Syndicate 7 Microsoft Competing On Talent A

    Uploaded by

    Skf
    Microsoft changed its HR strategy in the 1980s and 1990s as it grew from a small startup to a large company with over 20,000 employees. Originally, Microsoft focused on hiring extremely intelligent graduates from top schools, prioritizing smarts and ambition over experience. It later introduced surveys and the Organizational Health Index to quantify employee attitudes as the company grew. Microsoft also formalized its approach to identifying and developing high potential employees through key people reviews and having executives invest in leadership development. This transition reflected Microsoft adopting a best practice of managing its growing people and ensuring the right people were in the right roles.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 8

    MICROSOFT : COMPETING

    ON TALENT (A)
    Syndicate 7 :
    Fammy Pertiwi
    Muhammad Aristya Wiratama
    Rozean Wijaya
    IDENTIFY HR STRATEGY AT MIRCROSOFT
    (1980S)
    • - Microsoft
    1. Hiring for “extremely intelligent people/genius”, not necessarily experienced (looking for best fresh new graduates).
    • Smart (ability to think creatively) is more important than acquired knowledge.
    • Ambition (the drive to get things done) more important than experienced.
    2. Favorite recruiting grounds were elite educational institution (Harvard, Yale, MIT, Carnegie-Melon, and Stanford).
    3. Interview : the candidates interviewed by at least three and sometimes up to 10 Microsoft’s employees.
    • The candidates were tested more on their thought processes, problem solving abilities, and work habits, than
    on specific knowledge or experience.
    • Technical interviews typically focused on programming problems, that candidates were expected to answer by
    writing code.
    WHY COMPANY HAD TO CHANGE THE HR
    STRATEGY IN 1990S ? WHAT ARE THOSE
    CHANGE ?
    Because their number of employee had been increased up to 20.000, Bill Gates concerned that it
    was losing some of the values and spirit that had made it successful, so Microsoft make changes :
    1. Mike Maples ( Executive VP) made employee surveys  to quantify employee attitudes.
    2. Internal experts developed OHI (Organizational Health Index)  annual employee surveys.
    • Recruiting :
    1. In mid-1990s, Microsoft recruiters were scanning CVs of the entire population of about 25.000
    computer science graduates in the U.S. to create a shortlist of 8,000.
    2. Identify approximately 2.600 targeted for campus interviews  800 candidates were invited to
    Microsoft’s campus  almost 400 accepted.
    3. To build relationship with industry’s most talented people and try to attract them.
    ARE THE CHANGES REFLECTING THE BEST
    PRACTICE WHICH IS ADAPTED BY MICROSOFT TO
    MANAGE HER PEOPLE ? WHY ?
    • In our opinion was adapted Best Fit People Management Practice, because they began to develop
    a more formal approach the-so-called “key people review” as a combination career planning,
    early identification, and job slotting program.
    • Ballmer started carrying the high potential people list with him and executives began invest a lot
    of time in identifying potential leaders.
    • HR executive explained : “Do I have the right people in the right places making the right
    decisions for the company”.
    DESIGN THE ORGANIZATIONAL MODEL FOR
    MICROSOFT IN 1990S?
    DESIGN MICROSOFT’S OHI MANAGEMENT
    TOOL
    WHAT THE PROS AND CONS TAKEN BY
    MICROSOFT EMPLOYEES

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