DOCSLIB.ORG

Knowledge Fuel of the Technology World HR Strategy at Microsoft

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Knowledge Fuel of the Technology World HR Strategy at Microsoft Preview Human Resources Department at any organization is a crucial and indispensable part of the operational strategy1. It can directly affect the results of the organization, and make a very important difference between the success and failure of any organizational strategy or goal, both in the long and well as short term. An efficient HR department should be able to access, forecast, predict, design, and implement its strategies in direct sync with the business goals and strategies of the organization for a mutual and coherent environment, or completely fail at one or more steps to create imbalance and instability within the organization. With the present economic cycle of recession2 at probably its worst for close to 15 years, it is all the more important for the HR department to act as a strategic partner of the business, so as to ensure that the long term and short terms visions and goals of the organization from the financial and human capital perspectives are perfectly aligned and harmonious. At the same time, an efficient HR department can also help in accurate environment scanning and forecasting, and use its knowledge and resources for nearǦexhausting set of scenarios for the organization to plan for. Elements of Effective HR Strategy Before3 selecting a strategy or transitioning into a new one, it is important to study the organisation's business goals and its competitiveness in the industry. Microsoft: Knowledge Fuel of the Technology World Microsoft is considered by many to be an ideal place to work. The company has won several awards for innovation, for their commitment to diversity, and for their flexible work arrangements. It has always been a leader in the market with regard to its compensation. With a total strength of about80,0004employees5 across the globe, and a total revenue exceeding $15 billion, it is one of the biggest and bestǦknown6tech nolog y companies in the world. Employees have access to the most current resources, from an intranet with source code libraries to periodical libraries to stateǦofǦtheǦart research labs. Their work is personally challenging and on the cutting edge of technology. The organization believes in providing the employees whatever tools and technologies they need to achieve the best results possible; and the employees are expected to create software and entertainment products that could sell millions of copies worldwide. The office campuses at most locations are considered the benchmark of technology hubs, with fir trees, forested trails, snowǦcapped mountain vistas, basketball courts, and even shuttle buses for employees to make use of. Employees at Microsoft are recognized7 as the intellectual fuel and are provided with various benefit plans and resources, which are designed to retain them. Lisa Brummel, who joined as the Chief of Human Resources at Microsoft, in 2005, started reshaping the company's HR strategies to make them more innovative and customized to individual employee needs. The focus was to project Microsoft, from an HR perspective, as an employeeǦdriven8 organization. As an organization, Microsoft offers a lot of flexibility to employees ± the flexible work arrangements and flexible benefit plans offered at Microsoft are often considered Best Practices9 by many employers10. HR Strategy at Microsoft Microsoft Corporation has adopted11 the ³Performance Culture Model`` as the best12 approach to drive its success. All the critical people metrics are categorized and measured as per the Growth Pyramid shown in Figure 1. The amount of investment made in external and internal surveys is very substantial and projects Microsoft as a leader13 in this regard across the industry. Some of the categories across which the surveys are done, analyzed, and the results published are mentioned below14. 1. Organisation: Organisation size, open positions, line HR ratios 2. Organisation Health: Workgroup Health Index, Microsoft Pulse Index, Microsoft Culture Index 3. Staffing: Hiring stats ± types of hires, channel wise hiring stats, positions closed internally, hiring spends, lead time, % of hiring plan, net adds, offer acceptance rates, reasons for offer decline 4. Talent Management: Good attrition, bad attrition, YOY and QtrǦonǦQtr tracking, reasons for bad attrition, % retention of high positions, % of promotions, succession panning indicator, succession planning usage 5. Diversity: % of women (target vs. actual), % of women hired, % of women talent losses, reasons for bad attrition, % of women in leadership succession slate, % of Managers and employees completing MS Diversity training programs, % of other diversity hiring 6. Manager Capability: Span of Control, Organisation Depth, % of Managers 7. Learning & Development: Field Readiness Index, number of employees trained on employee development programmes, number of managers trained through management excellence framework (that provides for management development through career events, continuous learning and building connections) 8. Leadership Development: % of leadership hires, % of leadership attrition, succession planning index (% of successors in stages of readiness for a Leadership role) 9. Rewards: % of budget used on rewards Besides this, they periodically run market surveys to ensure their competitive positioning on compensation. While tracking the above metrics has shown more robust action planning to improve scores on each of them, there are two that that have made their People Review process much more meaningful ensuring both organisational readiness and talent management. These are the SPI and the SPU: The Succession Planning Indicator (SPI) that is designed to help measure how well the organisation is positioned with weightings assigned to Ready Now and One Move Away successors for leadership positions. The Succession Plan Usage (SPU) is an index designed to assess both the quality of the previous years¶ succession plans and whether an organisation is effectively leveraging its succession plans when filling open leadership positions. It indicates the percent of leadership team positions that were filled during the past year by someone who was on last year¶s succession slate. In present times of recession15 and organizational restructuring16, what businesses seek of HR is to: a) understand the talent needs of the business b) help develop strategic plans regarding employees c) identify talent issues before they impact the business and d) very importantly, help identify new17 business strategies. At Microsoft, the HR department is made accountable18 for maximizing the value of their people asset to drive19 business success. Core HR functions, processes and practices are divided among vertical tower structures for easier and more transparent flow of information. The relatively independent functions also enable the business needs to be more closely aligned and measured20 from a function unit perspective. 1. Talent Acquisition & Development 2. Management Development 3. Leadership Development 4. Management of the evolution of the Microsoft Culture At Microsoft, the organizational culture is often termed as facilitative by the management ± there are significant investments made in the development of employees, and most current support is provided for optimum career growth. The aim21 is to receive the best talent which is passionate, capable, and growthǦoriented. Recruitment and Selection: Attracting the Best and the Brightest Beginning from its initial days, Microsoft has believed in recruiting extremely intelligent staff, favouring intelligence over experience. CoǦfounders Bill Gates and Paul Allen shared a preference22 for hiring extremely intelligent, not23 necessarily experienced, new college graduates dated from Microsoft¶s startǦup days. Microsoft¶s recruitment strategies reflect their philosophy ± Microsoft is an aggressive recruiter and is often the first24 company to offer jobs to elite graduates at campuses and career fairs across the world. At the beginning, the recruitment strategies at Microsoft included sourcing people from the elite educational facilities such as Harvard, Yale, MIT, CarnegieǦMelon and Stanford. Microsoft recruiters would visit these universities ³in search of the most brilliant, driven students´. Experience was not required and it was in fact, preferred that new employees had no experience. The selected recruits would undergo a selection process which was focussed more on problem solving and thoughtǦprocess & composureǦtesting exercises rather than the actual technical interviews. This interviewing process was seen as one which would push the interviewees to the limit of their creative and analytic abilities rather than their familiarity with a computer programming language. The importance of hiring the right people is also shown in Microsoft¶s µn minus 1¶ strategy which means less people are employed than are required. This policy reinforces that hiring the right people is more important than hiring just to fill a position. Microsoft retains the same basic principles as they have expanded but had to change their methods when the number of new employees required could no longer be sourced only from universities. The recruiting practices continue to be active rather than passive, with Microsoft µhead hunting¶ the best staff. These staff are found, monitored and recruited from other companies by over 300 recruiting experts. These staffs actively recruit suitable employees and focus on the right type of person rather than the right type of skill level. In µHuman Resource Management:
Load more

Recommended publications
  • Microsoft 2012 Citizenship Report
    Citizenship at Microsoft Our Company Serving Communities Working Responsibly About this Report Microsoft 2012 Citizenship Report Microsoft 2012 Citizenship Report 01 Contents Citizenship at Microsoft Serving Communities Working Responsibly About this Report 3 Serving communities 14 Creating opportunities for youth 46 Our people 85 Reporting year 4 Working responsibly 15 Empowering youth through 47 Compensation and benefits 85 Scope 4 Citizenship governance education and technology 48 Diversity and inclusion 85 Additional reporting 5 Setting priorities and 16 Inspiring young imaginations 50 Training and development 85 Feedback stakeholder engagement 18 Realizing potential with new skills 51 Health and safety 86 United Nations Global Compact 5 External frameworks 20 Supporting youth-focused 53 Environment 6 FY12 highlights and achievements nonprofits 54 Impact of our operations 23 Empowering nonprofits 58 Technology for the environment 24 Donating software to nonprofits Our Company worldwide 61 Human rights 26 Providing hardware to more people 62 Affirming our commitment 28 Sharing knowledge to build capacity 64 Privacy and data security 8 Our business 28 Solutions in action 65 Online safety 8 Where we are 67 Freedom of expression 8 Engaging our customers 31 Employee giving and partners 32 Helping employees make 69 Responsible sourcing 10 Our products a difference 71 Hardware production 11 Investing in innovation 73 Conflict minerals 36 Humanitarian response 74 Expanding our efforts 37 Providing assistance in times of need 76 Governance 40 Accessibility 77 Corporate governance 41 Empowering people with disabilities 79 Maintaining strong practices and performance 42 Engaging students with special needs 80 Public policy engagement 44 Improving seniors’ well-being 83 Compliance Cover: Participants at the 2012 Imagine Cup, Sydney, Australia.
    [Show full text]
  • Microsoft 2006 Citizenship Report
    partners in innovation 2006 CITIZENSHIP REPO R T about this report ScOPE CUrrENCY In the 2006 Microsoft Global Citizenship Report, All money figures in this report are in we discuss our key citizenship initiatives and U.S. dollars unless otherwise noted. activities worldwide, highlight some of our more significant accomplishments in fiscal year TERMINOLOGY 2006, and share our goals for fiscal year 2007. The terms “Global Citizenship” and “Corporate Citizenship,” which are used throughout REPORTING PERIOD this report, are interchangeable with This report focuses on Microsoft’s fiscal similar terms such as “Corporate Social year 2006 (which began July 1, 2005, Responsibility” and “Corporate Sustainability.” and ended June 30, 2006). All data is for that period unless otherwise noted. GLOBAL REPORTING INITIATIVE (GRI) The function of the GRI performance REPORT STRUCTURE indicators is to make it easier to compare This report is organized to reflect the organizational reports on the basis of economic, structure of our Global Citizenship Initiative environmental, and social impacts. In the and related activities, because we want our online portion of this report, we have included stakeholders — employees, customers, partners, references to applicable GRI indicators to assist shareholders, and others—to be able to stakeholders in their review and assessment compare our program goals and objectives of our Global Citizenship Initiative. with our results. The report is a combination of this print volume, which highlights and More information provides an overview of some key issues, and about the GRI performance indicators is a more detailed online publication that we will available at www.globalreporting.org. update annually.
    [Show full text]
  • LISA18 Takeaways
    LISA18 Takeaways These slides will be available at: https://www.usenix.org/conference/lisa18 October 29–31, 2018 | Nashville, TN, USA www.usenix.org/lisa18 #LISA18 Save the Date! October 28–30, 2019 Portland, OR, USA Program co-chairs: Pat Cable and Mike Rembetsy October 29–31, 2018 | Nashville, TN, USA www.usenix.org/lisa18 #LISA18 Training and Attendee Surveys Your feedback is essential to shaping the future of the LISA conference. Please look out for the survey(s) in your email, and take a few minutes to offer your feedback when you receive them. Contact [email protected] with any survey questions. October 29–31, 2018 | Nashville, TN, USA www.usenix.org/lisa18 #LISA18 Make your system firmware faster, more flexible and reliable with LinuxBoot David Hendricks, Andrea Barberio (Facebook) If you don’t own your firmware, your firmware owns you. Open Source firmware helps improving your physical infrastructure and gives you back control of it. With LinuxBoot, Linux engineers become Firmware engineers! linuxboot.org How Bad is your Toil? The Human Impact of Process manual, but automatable repetitive short term value scales up with load ➔ Even squishy, difficult things can be measured ➔ Start somewhere and chip away at the iceberg ➔ Every little bit helps (see the talk slides for several measurement approaches we have used) Taking Over & Managing Large Messy Systems (Our Experience from China) By Steve Mushero - ChinaNetCloud & Siglos.io Every System is Messier than You Think Don’t Assume DevOps/Cloud Native is Perfect Trust, but Verify: Infrastructure, Configs, Code ... Slides: https://www.SlideShare.net/mushero/presentations How to be your Security team’s Best Friend ● Keeping an inventory helps for security, operations, and lifecycle management.
    [Show full text]
  • These Outleaders Know the Power of Good Connections
    WINTER 2012 A QUARTERLY PUBLICATION FROM SEATTLE’S STRENGTHENING OUR MEMBERSHIP AND LESBIAN, GAY, BISEXUAL, TRANSGENDER CONNECTING OUR COMMUNITY THROUGH AND ALLIED CHAMBER OF COMMERCE EFFECTIVE, INFORMATIVE COMMUNICATION perspective These GAIL BENZLER OUTLeaders Know the Power of Good MARGARET BERMAN Connections DAVID HERNANDEZ (LEFT) AND BY GAIL BENZLER HIS PARTNER, DAN RICHARDSON EDITOR-IN-CHIEF RCHITECT MARGARET BERMAN AND NEW YORK LIFE for yourself against job loss, disability or death and insuring you AGENT DAVID HERNANDEZ know good connections mean have income in the future isn’t just about you. It’s about your even better business. partner or spouse, too.” Margaret’s firm, Berman & Associates, focuses on predesign Margaret and David both espouse client-centered approaches to and all kinds of architectural services, partnering with industry business. Hernandez is a people person in a people-driven industry. experts in building, zoning, real estate, appraisals and finance to “People trust me with their financial futures. New York Life really fit projects to desired outcomes. “As a registered architect, I’ve goes above and beyond for its customers and staff. Our company helped people express themselves by involving them in the design has stayed mutual. We’re not publicly traded, so we answer to the process” Margaret says. “Together, we identify what defines a people who buy our products, not shareholders, and our customers nurturing, intriguing, renewing, exciting, spiritual and playful space appreciate that.” for the client and their family, or a purely functional, interesting For Berman, being people-orientated means making sure client business space.” and architect are on equal footing.
    [Show full text]
  • Microsoft Overhauls, the Apple Way Consolidating Units to Harmonize Technology, As Its Rivals Have
    The New York Times Replica Edition - The New York Times - 12 Jul 201... http://nytimes.newspaperdirect.com/epaper/showarticle.aspx?article=94c... Previous Article Next Article 12 Jul 2013 The New York Times By NICK WINGFIELD Microsoft Overhauls, the Apple Way Consolidating Units to Harmonize Technology, as Its Rivals Have SEATTLE — A couple of years ago, a satirical set of diagrams depicting the organization of Amazon, Apple, Facebook and other technology companies made the rounds on the Internet. The chart for Microsoft showed several isolated pyramids representing its divisions, each with a cartoon pistol aimed at the other. MANU CORNET A satirical set of diagrams from 2011 illustrating technology companies’ structures made the rounds on the Internet. The illustrator works at Google. Printed and distributed by NewpaperDirect | www.newspaperdirect.com | Copyright and protected by applicable law. Previous Article Next Article 1 of 2 7/17/2013 2:19 PM The New York Times Replica Edition - The New York Times - 12 Jul 201... http://nytimes.newspaperdirect.com/epaper/showarticle.aspx?article=94c... 2 of 2 7/17/2013 2:19 PM Microsoft Overhauls, the Apple Way - NYTimes.com http://www.nytimes.com/2013/07/12/technology/microsoft-revamps-struc... July 11, 2013 Microsoft Overhauls, the Apple Way By NICK WINGFIELD SEATTLE — A couple of years ago, a satirical set of diagrams depicting the organization of Amazon, Apple, Facebook and other technology companies made the rounds on the Internet. The chart for Microsoft showed several isolated pyramids representing its divisions, each with a cartoon pistol aimed at the other. Its divisions will war no more, Microsoft said on Thursday.
    [Show full text]
  • MICROSOFT CORPORATION (Exact Name of Registrant As Specified in Its Charter)
    Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-Q x QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Quarterly Period Ended December 31, 2009 OR ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Transition Period From to Commission File Number: 0-14278 MICROSOFT CORPORATION (Exact name of registrant as specified in its charter) Washington 91-1144442 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) One Microsoft Way, Redmond, Washington 98052-6399 (Address of principal executive offices) (Zip Code) (425) 882-8080 (Registrant’s telephone number, including area code) None (Former name, former address and former fiscal year, if changed since last report) Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No ¨ Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).
    [Show full text]
  • HRM0040 Mandatory Cost to Enhance Savings
    HUMAN RESOURCE MANAGEMENT 1 www.ibscdc.org On-Site Medical Clinics: Perks or Teaching Note Available • To understand how Google has been Productivity Boosters? Struc.Assig. Available successful in making its employees brand ambassadors. This case study helps in analysing how Keywords companies can derive benefits from a Industry Internet search and Navigation On-Site Medical Clinics, On-Site clinics, Reference No. HRM0040 mandatory cost to enhance savings. The Company Doctors, Health Insurance, case also helps in understanding the Year of Pub. 2009 Employee Health, Medical Costs in the Teaching Note Available importance of On-Site clinics in the era of US, Outsourcing Healthcare Management exorbitant medical costs, ever escalating Struc.Assig. Available healthcare-related expenses of the Keywords employees and companies and enables a discussion on whether this model is Employees as Brands: The Case Google, Brands, Employees, HRM, Culture, sustainable. Or will it meet the fate of its of Google Motivation, Compensation, Employee predecessor – the Company Doctor, Retention, Talent Management, Best abandoned during 1960s. This case is written primarily to raise an practices, work culture, Organisational interesting arguement over a simple, yet, culture, Innovation For many observers, 'On-Site' medical thought-provoking concept – how can clinics are the refined version of Company human resources be leveraged as a source Doctor – a practice that has long been out of competitive advantage? Illustrated fashioned by high maintenance costs. through the example of Google, this case Microsoft: Reshaping HR However, for the HR executives, 'On-Site' raises many intriguing issues. In a span of a Strategies medical clinics are a novel concept that decade, Google has emerged as a Founded in the year 1975, Microsoft is the improves the morale of the employees and technological powerhouse with two worldwide leader in software, services and for top managers, this is a cost item which extraordinary innovations, ‘search’ and solutions.
    [Show full text]
  • Microsoft Corporation
    Microsoft Corporation General Company Information Address One Microsoft Way Redmond, WA 98052-6399 United States Phone: 425 882-8080 Fax: 425 936-7329 Country United States Ticker MSFT Date of Incorporation June 1981 , WA, United States Number of Employees 89,000 (Approximate Full-Time as of 06/30/2010) Number of Shareholders 138,568 (record) (as of 07/20/2010) Company Website www.microsoft.com Annual Meeting Date In November Mergent Dividend Achiever No Closing Price As of 02/18/2011 : 27.06 02/20/2011 1 Mergent, Inc. Microsoft Corporation Business Description Industry Internet & Software NAICS Primary NAICS: 511210 - Software Publishers Secondary NAICS: 334119 - Other Computer Peripheral Equipment Manufacturing 423430 - Computer and Computer Peripheral Equipment and Software Merchant Wholesalers 541519 - Other Computer Related Services SIC Primary SIC: 7372 - Prepackaged software Secondary SIC: 3577 - Computer peripheral equipment, nec 7379 - Computer related services, nec Business Description Microsoft is engaged in developing, manufacturing, licensing, and supporting a range of software products and services for several computing devices. Co.'s software products and services include operating systems for personal computers, servers, and intelligent devices; server applications for distributed computing environments; information worker productivity applications; business and computing applications; software development tools; and video games. Co. also provides consulting and product and application support services, as well as trains and certifies computer system integrators and developers. In addition, Co. designs and sells hardware including the Xbox 360 gaming and entertainment console and accessories, the Zune digital music and entertainment device and accessories, and Microsoft personal computer (PC) hardware products. Co. operates through five segments.
    [Show full text]
  • 2011 Atlanta Dream Roster
    1 TABLE OF CONTENTS General Information WNBA Court Diagram …………………….103 Table of Contents . .2 MEDIA INFORMATION OPPONENTS 2010 Atlanta Dream Schedule . .3 Chicago Sky ……………………………..105 Quick Facts ……………… . ... 3 Connecticut Sun ………………………….105 General Media Information . …… 4 Indiana Fever …………………………….106 Los Angeles Sparks ……………………...106 DREAM FRONT OFFICE Minnesota Lynx ………………………….107 Office Directory …………………………….6 New York Liberty ………………………..107 Owner Bios ………………………………..7-8 Phoenix Mercury …………………………108 Front office Bios ………………………… 9-12 San Antonio Silver Stars …………………108 Seattle Storm ……………………………..109 MEET THE TEAM Tulsa Shock ………………………………110 Dream Roster & Pronunciations.……………14 Washington Mystics ……………………...110 Marynell Meadors ……………………….15-16 2010 Regular Season in Review …….111-116 Carol Ross …………………………………..17 Fred Williams ………………………………18 Sue Panek …………………………………..19 PHILIPS ARENA Kim Moseley ……………………………… 20 General Arena Information …………117-118 Seating and Ticket Information ………….119 Spotter‘s Chart ………………………………21 Dream Roster ………………………………..22 Alison Bales ………………………………23-24 Felicia Chester ……………………………….25 Iziane Castro Marques …………………..26-28 Erika De Souza ………………………….29-30 Lindsey Harding …………………………31-32 Sandora Irvin …………………………….33-34 Shalee Lehning ………………………….35-36 Sancho Lyttle ……………………………37-38 Angel McCoughtry ……………………...39-40 Shannon McCallum ………………………...41 Coco Miller ……………………………...42-44 Armintie Price …………………………..45-46 Brittainey Raven …………………………47-48 DREAM HISTORY Key Dates …………………………………50-51 All-Time Results ……………………………..52 Draft History ……………………………...53-54 All-Time Roster …………………………..55-57 All-Time Transactions ……………………57-59 2010 Season in Review …………………...60-61 2009 Season in Review …………..……….62-63 2008 Season in Review …………………...64-65 WNBA & QUICK FACTS WNBA Quick Facts ………………………67-73 WNBA Timeline …………………………73-87 2010 WNBA PR Contacts ……………….88-90 WNBA Award Winners ………………..91-101 2 SCHEDULE & QUICK FACTS 2011 Atlanta Dream Schedule ADDRESS: ATLANTA DREAM MAY 225 Peachtree Street NE 2011 PRESEASON Sun.
    [Show full text]
  • Citizenship Report
    Citizenship Report 2013 Citizenship at Microsoft Our Company Serving Communities Working Responsibly About This Report Back to Contents Contents Citizenship at Microsoft Serving Communities Working Responsibly 5 Working responsibly 15 Microsoft YouthSpark 47 Our people 6 Serving communities 17 Empowering youth through 48 Compensation and benefits 6 Citizenship governance technology and education 51 Diversity and inclusion 7 Setting priorities and 19 Inspiring future innovators 52 Training and development stakeholder engagement 21 Helping youth realize their potential 52 Health and safety 7 External frameworks 24 Technology for Good 56 Environmental sustainability 25 Donating software and services 57 Making our operations carbon to nonprofits worldwide neutral Our Company 26 Improving access to hardware 64 Developing technologies to 28 Sharing knowledge to deepen reduce environmental impact impact 9 Our business 68 Human rights 30 Solutions in action 9 Where we are 70 The power of technology 9 Engaging our customers 33 Employee giving to promote human rights and partners 35 Making a difference 74 A global approach 11 Our products 75 Engagement 39 Humanitarian response 12 Investing in innovation 75 Good governance and 41 Accessibility the rule of law 42 Expanding opportunity for 77 Privacy and data security people with disabilities 80 Responsible sourcing 45 Improving wellness for seniors 82 Hardware and packaging production 91 Conflict minerals 93 Governance 94 Corporate governance 96 Maintaining strong practices and performance 97 Public policy engagement 99 Compliance About This Report Cover: Fashion entrepreneur Johnnie Lovett credits much of his success to Network for 101 Reporting year Teaching Entrepreneurship (NFTE), a Microsoft- 101 Scope funded high school program that inspires youth 102 Additional reporting from low-income areas to stay in school, identify 102 Feedback career opportunities, and focus on their future.
    [Show full text]
  • 1 the New Human Resource Management Process
    distribute or ©iStockphoto.com/GlobalStock The New Human Resource 1 Managementpost, Process LEARNING OUTCOMES After studying this chapter, you should be able to do the following: 1-1 Identify the difference between copy,the traditional 1-4 Discuss the line manager’s HRM responsibilities. view of human resource management and the PAGE 17 21st century view. PAGE 7 1-5 Identify and briefly describe the major HRM 1-2 Identify and brieflynot describe the four critical discipline areas. PAGE 18 dependent variables that managers must control in 1-6 Explain the practitioner’s model for HRM and how order to compete in a 21st century organization. it applies to this book. PAGE 26 PAGE 10 1-7 Define the key terms found in the chapter margins 1-3 DescribeDo the major HRM skill sets. PAGE 14 and listed following the Chapter Summary. PAGE 33 Copyright ©2015 by SAGE Publications, Inc. This work may not be reproduced or distributed in any form or by any means without express written permission of the publisher. Chapter 1: The New Human Resource Management Process 3 Practitioner’s Perspective Cindy reflected on the current state of the HR field: Choice and change—two things you can rely on today! No longer merely concerned with hiring, firing, and record keeping, the average human resources department (HR) increasingly partners with the strategic planners in the executive suite, thanks to HR-based education and certifications. HR certification is available through HRCI with PHR, SPHR, and GPHR designations, and SHRM also offers its own program of certifica- tion with SHRM-CP and SHRM-SCP.
    [Show full text]
  • Microsoft: New Wine in an Old Bottle?
    HK1039 ALI FARHOOMAND MICROSOFT: NEW WINE IN AN OLD BOTTLE? Within four weeks of becoming the new CEO of Microsoft, Satya Nadella laid out the major challenges that awaited him in the two letters he sent to everyone at Microsoft.1 He defined Microsoft’s battlefield as the “mobile-first and cloud-first world.” 2 That was where Microsoft needed to get its products and technology right, to build platforms and ecosystems and to integrate Nokia devices, services and the new mobile capabilities. In order to do so, Microsoft needed to zero in on a mobile and cloud-first world and do new things. In his view, “industry does not respect tradition – it only respects innovation.” And in order to innovate, he needed his 130,000-strong staff around the world to lead and help drive cultural change, to find Microsoft’s swing so that the team was “in such perfect unison that no single action by any one is out of synch with those of all the others.”3 Many challenges awaited Microsoft in its transformative journey. On platforms, the future of Windows was not clear. On devices, Microsoft needed to find ways to woo application developers to build its mobile ecosystem. On integration, the company had to find ways to transfer and to grow the mobile capability acquired from Nokia. And most importantly, Nadella had to figure out how he could achieve cultural changes to focus everyone on innovation via collaboration. The Business Legacy Business Performance When Steve Ballmer retired, he left behind a record high revenue year in 2013 but a trail of sluggish stock performance [see Exhibit 1 for the company’s revenue and net income figures 1 Nadella, S.
    [Show full text]