HR Case 1: “Microsoft India's HR Policies”

1. Summary of the case study

The case study mainly focuses on different HR policies followed by one of the tech giants;
Microsoft India Corporation Pvt Ltd. According to the case study the HR policies for recruitment
and selection are that they hire first-year students and seasoned professionals from the
university, according to their recruitment and selection requirements. Written exams and
numerous rounds of personal interviews are used in the selection process. They used to attend
high-level educational institutes such as IIT, which is one of India's most well-known brands for
the brightest and most professionally trained students. They screen candidates for experienced
experts and undertake at least four rounds of interviews, which include discussions with
technology and human resources. Candidates with strong basic computer abilities, the ability to
build accurate applications of high-quality software, and an understanding of technology are
prioritized. They also created a unique recruitment effort for women. They have a formal
structure for the presentation, as well as a "buddy" who is "assigned" to each new employee to
help them adjust to the company culture.

Microsoft India’s human resources strategy focuses on building organizational capabilities and
improving employees’ commitment to use limited human resources to complete the company’s
mission. In a challenging global business environment, this case examines Microsoft India’s
talent management and employee retention practices, and how they use HR metrics to develop
HR accountability to achieve business success. This case study also contains other relevant
information to HR such as the HR approach, Training and Development, career management,
compensation and benefits which is all responsibilities of the HR of Microsoft India.

2. Critical analysis of the case

2.1 Problems identified
One of the problems identified in the case study is that for 10 years, almost every company
setting up a centre in India has been faced with the challenge of hiring IT professionals.
Compared to the European and American markets, their purpose is to use the cheap and skilled
labour available here. Therefore, there is a high demand for skilled workers in the industry, and
many companies need to establish a personnel management strategy to retain and manage
 talent. Microsoft India has very friendly personnel policies and practices in all locations. Politics
should be one of the pillars of the creation and development of human resources.

2.2 Relevant theories and models of leadership

Human resource management is about analysing the different visions and ambitions of people in
the organization and letting them work for the company's success. In short, how a company
interacts with employees is entirely related to human resources. Solving human resource
problems in management Various methods of solving problems have been proposed, and
experts have put forward various theories and concepts trying to define human resource
management. human behaviour. The fact that people always strive to meet specific needs when
climbing the corporate ladder is an important study that worries many experts.

3. Questions:
3.1 Question 1
a list of all policies that Microsoft put in place.

HR Approach

For more than a decade, almost all companies that set up centres in India have faced the
challenge of recruiting IT professionals. Compared with the European and American markets,
their purpose of coming here is to use the cheap and skilled labour available here. Therefore,
this industry has a great demand for skilled workers, so many companies must be established.
A strategic human resource approach to talent retention and management. Microsoft India has
very friendly human resources policies and practices in all regions. Politics should be one of the
pillars of recruitment and growth.

Recruitment and Selection

According to their recruitment and selection guidelines, they recruit freshmen and experienced
professionals from universities. Selection includes written examinations and multiple rounds of
personal interviews. They used to study in high-end educational institutions such as IIT, which is
one of the most popular brands for the most talented and professionally trained students in
India. They selected candidates from experienced experts and conducted at least four rounds
of talks, which also included talks with technology and human resources. Software and those
who have the ability to understand technology. They also launched a special campaign to
 recruit women. For introductions, they have a formal structure and a "friend" who is "assigned"
to each new employee to help them adapt to the corporate culture.

Training and Development

They have a very strict training policy called the Engineer-to-Engineer Acceleration Program
(LEAP), which teaches the personal and technical skills needed to complete the job, as well as a
guidance system that helps employees get advice from employees. Interactive learning
process. In addition, they have also carried out various management and technical training
programs, and encouraged employees to leave. In addition, the company has identified
promising young professionals with strong leadership potential and prepared them for various
future management positions. His employee development work helps retain employees by
providing talent.

Career Management

You ensure the horizontal and vertical growth of all employees. Their career management
policies enable them to switch between different business areas according to their areas of
interest. You also learned about other business areas through guidance from experienced
Microsoft experts from around the world. They previously outlined guidelines for women’s
empowerment and organized the Microsoft One India Women’s Conference, which is held
annually for all female employees. It provides them with a platform to exchange experiences in
overcoming professional barriers and coordinating work and private life.

3.2 Question 2
What is the EVP (employer value proposition) of the company? How do you think the HR policies
have helped Microsoft India to feature in the list of ‘Best Companies to Work for in India’?

The Employer Value Proposition (EVP) is the core strength of your company, and it defines your
employer brand. In return for their skills and experience, they can benefit from your company’s
culture and the services your organization provides them.

HR policies have helped Microsoft India to feature in the list of ‘Best Companies to Work for in
India’ by
 Providing higher employee productivity: Studies have shown that when supervisors and
managers pay more attention to employees, employees are more productive.

Supporting corporate culture: The human resources department ensures that all employees can
adapt well to the corporate culture. With a healthy corporate culture, you can obtain employee
loyalty, a good reputation, and higher productivity and quality.

Improving employee satisfaction-effective human resource management supports your

employees, understands their motivations and ensures a better employee experience.

Training and developing: Determine employee training needs; suit the broader business strategy
needs; continuous learning enables employees to keep up-to-date skills and bring valuable and
innovative ideas to the company.

4. Conclusion
Although Microsoft India’s HR practices have been highly praised in many respects, Dataquest’s
2008 Best Employer Survey found that the overall employee satisfaction of Microsoft India is
lower than the industry average in India. Succession Planning Indicator (SPI) and Succession
Planning Usage (SPU) are the two key performance indicators developed by them. The SPI
identified employees who were willing to assume leadership responsibilities and those who
were a step away from it. SPU reports the percentage of senior positions held by those on the
list of successor plans. The first is to evaluate the organization's motivation to conduct business
without interruption, and the second is to evaluate the effectiveness of the organization to
implement these plans from a leadership position. Critical personnel metrics are measured at
Microsoft.

HRM Case 2: “Bata and Its Employee Relations Issues”

1. Summary of the case study
BSO reorganized the whole board and put in a team led by Weston after the firm went into the red
for the first time in 1995. Several managerial changes were made soon after he took over. Living
abroad Weston took over as managing director, replacing Indians who held important roles in senior
management. Mike Middleton was named deputy managing director, while R. Senonner was named
director of marketing. They implemented a number of significant adjustments, including a full
reorganization of the business' operations and major departments. In an attempt to minimize costs,
Bata chose to sell its headquartered facility in Calcutta for Rs. 19.5 crores just two months after
Weston took control. Despite trade union resistance, the business relocated sales, marketing &
transport, and the corporate section to Bhatnagar.

More than 250 executives and their associates were invited to resign by the executive team as part
of a huge restructuring effort. Bata has chosen to cease recruiting. The team provided a
performance-based compensation to its employees. For the very first moment in Bata's 62-year
existence, a long-term bipartite deal was concluded in 1996. Work was not disrupted during the
signing of this contract. Bata's greater design and excess labour remained a concern by the end of
1997. In reality, the unions had become more confrontational and exacting as a result of the
reversal. Ever since third period of 1997, Weston has been unable to reach an agreement with the
All-India Bata Shop Managers Union (AIBSMU). The concerns were mostly related to economic
concerns. The demands for the restoration of the four fired employees was included in the set of
non-problems. The group had also requested that a plan for worker engagement in administration
be implemented. On the financial aspect, the Association had sought a weekly salary rise of about
Rs. 90, increased pension scheme allocations above the regulatory maximum by administration, a
raise in 'plan reward,' and the establishment of a presence bonus for migrant employees.

2. Critical analysis of the case

2.1 Problems identified
Whenever the BMU urged the West Bengal authorities to take action in what it considered to be
a corporate restructuring operation in September 2000, Bata was once again on the verge of a
labour crisis. BMU explained the action by claiming that administration has expanded product
contracting and that the Bhatnagar unit is seen to be diminishing in relevance. Bata has begun
transferring the Power series of completely produced footwear from China, according to the
group, as opposed to merely exporting structure and sewing line jobs previously. Hawaii chappal
output at the Bhatnagar plant has also decreased by 58 percent from a weekly capability of
 0.144 million pairs. Workers' incomes were reduced as a result of these measures, causing them
to seek assistance from the government to safeguard their investments.

2.2 Relevant theories and models of leadership

Human resources management can analyse the diverse views and ambitions of people within
an organization and empower them to act for the success of a company. In other words, how a
company treats its employees relies entirely on its human resources. Solutions to the problem
are being proposed, and experts are proposing various theories and concepts to define human
resource management. human behaviour. When climbing the ladder is an important study that
plagues many professionals, people always try to cater to specific needs.

3. Questions:
3.1 Question 1
The role played by the BMU is of a destructive nature. Comment.

Physical abuse in any organization is strictly prohibited. The BMU leader and his staff were
unacceptable to Mr. Weston's behaviour. They should continue to protest in a non-violent
manner, which may be in their hands. Also, throughout history, Bata suffered from labour
problems due to frequent strikes and shutdowns in factories, and labour problems caused huge
labour costs. Weston was violently attacked by four factory workers in Bhatnagar during a
business meeting. BMU members met with Weston to discuss the issue of suspended
employees. The union leader Datta was very angry. Talk to Weston. When Weston got up and
left the room, the workers went crazy and attacked him. In early 1996, the director of social
services was also attacked. The management fired three employees for lack of discipline and
violence. The employee accepted the dismissal letter, but forced other employees to strike to
protest the management’s actions. The strike lasted for two days, and then the management
decided to suspend the expansion of the Bhatnagar factory.

At a business meeting, Bhatnagar’s Weston factory was brutally attacked by four workers. BMU
members met Weston to discuss the issue of full-time employees. Union leader Douta had a
heated discussion with Western. When Western got up and left the room, the workers went
crazy and attacked him. In early 1996, the director of the Social Welfare Bureau was also
attacked. Management fired three employees for lack of discipline and violence.
 3.2 Question 2
Why has maintaining good IR been a problem for Bata? From your perspective, what advice
could you give them to maintain sound IR?

Bata cannot maintain good working practices due to the following reasons:

Employees always have a feeling that management constantly ignores new employees,
and more and more employees are being laid off and laid off.

a) Manage the phase-out recovery plan.

b) The management is very suspicious of the workers and their intentions. The attack
on Weston added fuel to the fire. The government is becoming stricter with workers.
Bata’s management took a hard line and fired employees who had made mistakes in
the 1996 attack on the director of social services and in 1998 Weston. On the other
hand, the union requires these workers to reinstate their jobs, creating a dead end
between the management and the union.

In order to maintain a good working relationship, Bata can take the following steps:

a) Work hard together using a participatory leadership style.

b) Strengthen your complaint resolution mechanism (mechanism).
c) Maintain good local government relations with local governments, and send signals
that allow government intervention but not political parties.2
d) Collective bargaining (a process of resolving employee issues through mutual
discussion and negotiation) should be implemented.

4. Conclusion
In conclusion, management carried out major reforms, inviting 250 executives and young people
to retire. The union tried to show management that it could be as productive as any other union
in the country. In early January 1999, BMU submitted an official notice to management, mainly
dealing with economic issues. Non-economic issues included the reinstatement of four laid-off
employees and the introduction of employee participation. About 90 raises per week and some
extra pay. Management has fired three employees due to lack of discipline and violence.
Employees forced other workers who accepted the dismissal email to strike to protest the two
days of practice. Bhatnagar factory expansion stopped.