Syndicate 7 Microsoft Competing On Talent A

 

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”, people/genius”, not necessarily necessarily experienced experienced (looking for best fresh new graduates). •

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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, MIT, Carnegie-Melon, and Stanford). 3. Interview : the candidates interviewed by at least three and sometimes up to 10 Microsoft’s Microsoft’s employees. •

The candidates were tested more on their thought processes, problem solving abilities, and work habits, than on specific knowledge or experience.

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Technical Tec hnical 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, successful, so Microsoft make changes : 1.

Mikee Maple Mik Mapless ( Exec Executi utive ve VP) made made empl employe oyeee survey surveyss  to quantify employee

2.

Interna Inte rnall experts experts devel developed oped OHI OHI (Organ (Organiza izatio tional nal Healt Health h Index) Index)  annual employee surveys.

attitudes.

 

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1.

Recruiting : In mid-1990s, mid-1990s, Micros Microsoft oft recruiter recruiterss were scanni scanning ng CVs of the entire populat population ion of about 25.000 computer science graduates in the U.S. to create a shortlist of 8,000.

2.

Identify Iden tify appro approxim ximate ately ly 2.600 2.600 targe targeted ted for for campus campus int intervi erviews ews  800 candidates were invited to Microsoft’s campus  almost 400 accepted.

3.

To build relat relationship ionship with industry’ industry’ss most most talented talented people and try to attract 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.

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Ballmer started carrying the high potential people list with him and executives began invest a lot of time in identifying potential leaders.

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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