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
Microsofts 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 Microsofts campus almost 400 accepted.
3. To build relationship with industrys 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 MICROSOFTS OHI MANAGEMENT

TOOL

WHAT THE PROS AND CONS TAKEN BY

MICROSOFT EMPLOYEES