Submitted by: Submitted by rechner
Views: 602
Words: 577
Pages: 3
Category: Business and Industry
Date Submitted: 02/27/2011 10:25 PM
Microsoft - Competing on Talent
|Situation analysis |
| |
|Microsoft started as a small startup with 1000 employees and grew to more than 30000 employees in 1999, with an emphasis on having |
|the brightest and the best talent since they believed only the best minds can deliver the most efficient software in the world. The |
|recruitment process was also rigorous with almost more than ten interviews before hiring the candidate. The general principle was "n|
|minus 1" which meant they would not have many people in the company and would depend on the number they had, to stretch, execute and|
|deliver on their tasks. This brought about what we know as Microsoft culture, working almost 14 hours a day. Successful technical |
|employees were promoted as managers sometimes managing a team of 10 or 200 overnight depending on the scale of project. |
|Decision moment |
| |
|Steve Balmer was appointed as the COO and brought in an improvement in the performance review and the entire change in traditional |
|Microsoft HR practice. He increased the base pay from the 50th percentile to 65th percentile and at the same time the nonexecutive |
|ladder levels were increased from 12 to 22 which helped in promoting people who are doing well every 18 months to 2 years rather |
|than 3 to 4 years earlier. |
|Issues...