분야
docx1) Introduction of Company
2) History of Microsoft
3) Mission statement of Microsoft
4) Vision and Strategic of Microsoft
2. HRM of Microsoft
1) The philosophy of HRM (1980s)
3. Problems
1) Outflow of the best brains
2) Ineffective system
3) Organization structure and culture
4. A solution
1) Effort to create values
2) Mentoring program
3) Diversity of performance-based bonuses
4) Organization culture
5. Conclusion
Microsoft has been serving hundreds of millions of customers around the globe. Microsoft built new businesses that have tremendous opportunities for growth. And Microsoft investing for the long term to help people and businesses realize their full potential. Microsoft is able to do great things in part because their incredible team is a diverse one. At Microsoft, They define diversity broadly, beyond race, national origin, gender, age, disability, sexual orientation, or gender identity or expression. Ensuring diversity in Microsoft business provides Microsoft the opportunity to take advantage of the much strength they all bring to the table.
2. HRM of Microsoft
1) The philosophy of HRM (1980s)
• Elite
• Smart
• Intelligence
• Bright
[The source of competitive power is the best brain]
Development of HRM
① Since MS's growth was so fast, they were in HR shortage. At 1998, corporate made 5,000 new position. Therefore the newcomers has to believe and follow the people who wwcomersco already.
Before 1990s external recruitment was the main stream, but after 1990s the percentage of internal recruitment went over 75%. Everyone in the corporate felt to be responsible in recruiting HR. To maintain and recruit the best people, N-1 policy(Fly all around to find the best people) were preservate.
② After 1990s, lack of good manager and leader, they focused more on development of leadership and management development. MS develop a leadership development program called “KEY PEOPLE" to find the potential leaders for the future.
③ At 1994 a bench program was developed to find the potential leader, but it was rejected by all MS managers.
At 1995,after MS and ROBERT HERBOLD got together, and development of leadership became a big issue.
Therefore MS persuade to find potential key players and made a program called "Key player Preview" and it started to activate properly at 1998.
④ HR department has a specific HR map so that they can polt in the right person in the right place, and also shift one's position to another so they can do a better performance. Moreover if a key-player's performance is bad, HR department is in charge to find the reason and solve it. On the other side, by shifting one's job into certain position,in can encourage them to develop themselves. By shifting a key player from one position to another can fill the key-player's insufficiency and this management became compulsory.
MS policy(recruitment & development)
• Steve Balmer's recruitment policy is to hire smart people and not to hire neglect people.
• To hire the best people, strict interview is compulsory, run N-1 recruitment policy and hire a person who can not only one thing but also do many things.
• After recruitment, stimulate the employers all the time. Bill evaluates product's portfolios and competitive power and this is very harsh and critical. Therefore Bill stimulate the developers so that they can work hard and try to know more day by day. They believe people develop by concentrating on their work or by challenging. This all sum up on "N-1" policy.
• Since Balmer became the CEO, he concentrate on leadership development. He spent time to find potential leaders. He was always concerned that did he make a g
