Best-Practices-Chapter-Microsoft
Essential resources for training and HR professionals
BEST PRACTICES in TALENT
MANAGEMENT
H OW T H E WO R L D ’ S L E A D I N G C O R P O R AT I O N S M A N AG E , D E V E L O P, A N D R E TA I N TO P TA L E N T
EDITED BY
MARSHALL GOLDSMITH
AND
L O U I S C A RT E R
A P U B LI C ATI O N O F TH E B E ST P R A C TI C E I N STITUTE
CHAPTER
10
MICROSOFT CORPORATION
SHANNON WALLIS, BRIAN O. UNDERHILL, AND CARTER MCNAMARA Leaders Building Leaders—transforming Microsoft’s high-potential development experience that integrates assessment, coaching, mentoring, learning circles, action learning, and business conferences.
■ ■ ■
Introduction What Led Microsoft SMSG to Make the Change Expo Leaders Building Leaders—The New High-Potential Development Experience
■ ■ ■ ■
High-Potential Identification ExPo Tiers Five Drivers of Accelerated Development for High-Potentials Five Development Components Key Steps and Timeline Research Activities
■
The Process of Redesigning the High-Potential Development Experience
■ ■
177
(c) 2010 by John Wiley and Sons. All Rights Reserved.
178
Best Practices in Talent Management
■ ■ ■
Team Structure and Thought Leaders Transition Management Activities
Coaching as a Primary Development Component for HiPo Development in SMSG Learning Circles as a Primary Development Component for HiPo Development in SMSG
■ ■ ■ ■ ■ ■ ■ ■ ■
■
Circles Process Mirrors How Today’s Leaders Work and Learn Unique Principles of Learning Behind Learning Circles Learning Circles Compared to Traditional Forms of Training Life of a Circle Coaching Goals Actions Between Meetings Circle Termination and Renewal How Circles Are Organized Results and Benefits for Circle Members
■
Conclusion
INTRODUCTION
The opportunity for ongoing learning and development is a commitment Microsoft makes to all employees. Microsoft invests more than $375 million annually in formal education programs directed at the employee,
BEST PRACTICES in TALENT
MANAGEMENT
H OW T H E WO R L D ’ S L E A D I N G C O R P O R AT I O N S M A N AG E , D E V E L O P, A N D R E TA I N TO P TA L E N T
EDITED BY
MARSHALL GOLDSMITH
AND
L O U I S C A RT E R
A P U B LI C ATI O N O F TH E B E ST P R A C TI C E I N STITUTE
CHAPTER
10
MICROSOFT CORPORATION
SHANNON WALLIS, BRIAN O. UNDERHILL, AND CARTER MCNAMARA Leaders Building Leaders—transforming Microsoft’s high-potential development experience that integrates assessment, coaching, mentoring, learning circles, action learning, and business conferences.
■ ■ ■
Introduction What Led Microsoft SMSG to Make the Change Expo Leaders Building Leaders—The New High-Potential Development Experience
■ ■ ■ ■
High-Potential Identification ExPo Tiers Five Drivers of Accelerated Development for High-Potentials Five Development Components Key Steps and Timeline Research Activities
■
The Process of Redesigning the High-Potential Development Experience
■ ■
177
(c) 2010 by John Wiley and Sons. All Rights Reserved.
178
Best Practices in Talent Management
■ ■ ■
Team Structure and Thought Leaders Transition Management Activities
Coaching as a Primary Development Component for HiPo Development in SMSG Learning Circles as a Primary Development Component for HiPo Development in SMSG
■ ■ ■ ■ ■ ■ ■ ■ ■
■
Circles Process Mirrors How Today’s Leaders Work and Learn Unique Principles of Learning Behind Learning Circles Learning Circles Compared to Traditional Forms of Training Life of a Circle Coaching Goals Actions Between Meetings Circle Termination and Renewal How Circles Are Organized Results and Benefits for Circle Members
■
Conclusion
INTRODUCTION
The opportunity for ongoing learning and development is a commitment Microsoft makes to all employees. Microsoft invests more than $375 million annually in formal education programs directed at the employee,
References: Underhill, B., McAnally, K., & Koriath, J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. San Francisco: Jossey-Bass.