Microsoft Vera Project
How does Microsoft conduct strategic planning and what role human resource management plays in that process?
It is apparent that people are Microsoft's greatest asset. Linking production areas and using an atmosphere that caters to the 30 year old average employee age, has made the company a fantastic place of employment. Human Resources is responsible for identifying, hiring, and retaining their gifted talent. Microsoft has also boasted as very generous compensation and benefits program that has created a quality employee experience. Microsoft's work environment, is a catalyst for great achievements.
With a strategic human resource plan, Microsoft ensures that a diverse range of candidates are considered for opportunities as well as retaining them in a very competitive market. Their results are shown through enhanced product development and employee …show more content…
performance. The HR department is great at spotting talent and potential and aim to hire people who are smart, work hard, and get the right things done. HR staffing seeks to hire talented people who are passionate about their work. This passion translates directly into products and services that enable Microsoft customers to do their very best.
It's an important mission — bringing the right people in and taking good care of them.
It plays a critical role in helping Microsoft generate technology that positively affects the lives of millions of people around the world (Microsoft.com 2008).
The case study on the Vega Project shows that HR department as well as company directors are using the plan to promote, educate, and empower individuals. As this case shows, it does not always work out to be a successful match. However, according to Microsoft’s home page, I believe their HR approach is a great example of how to recruit, retain, and promote motivated employees.
Where along the transactional-commitment continuum does Microsoft choose to be located ?
Transactional leaders use strategy, structure and culture to strengthen their organization.
This type of leadership can be displayed through a system of contingent-reward exchanges as well as active management. This style of leadership can be characterized through a process of goal-setting, setting expectations, and defining how followers will be rewarded (Gerhardt
2004).
By achieving specific goals for both leaders and their followers, transactional leadership seeks to maintain stability rather than promoting change within an organization. This leadership style is closley related to the style used by Jim Kaplan in 1998. By recruiting MacLellan, he set goals, explained the rewards associated for meeting those goals, and maintain as close relationship with his new recruit. MacLellan was very excieted about his new Vega project and felt empowered to complete the project on time and meet the specified goals. He had a great commitment to the project, his team, and used many resources to ensure that it was a success. In my opinion I feel that due to the nature of Microsoft’s business, the company is high on the transactional-commitment continuum. This type of leadership is shown through the offer to MacLellan from Kaplan. Delivering the Vega project would mean a 14,000 dollar bonus, an allocation of 2,800 stock options, and promoted to a level 33 program manager, which carried a salary range of 85,000 to 110,000 dollars (Bassert page ?).
Microsoft Home Page http://members.microsoft.com/careers/careerpath/humanresource/default.mspx 2008
http://www.paulgerhardt.com/homework/TranformationalTransactonalLeadershipInRetail.pdf Paul Gerhardt-Transformational and Transactional Leadership in Retail (2004)
It is apparent that people are Microsoft's greatest asset. Linking production areas and using an atmosphere that caters to the 30 year old average employee age, has made the company a fantastic place of employment. Human Resources is responsible for identifying, hiring, and retaining their gifted talent. Microsoft has also boasted as very generous compensation and benefits program that has created a quality employee experience. Microsoft's work environment, is a catalyst for great achievements.
With a strategic human resource plan, Microsoft ensures that a diverse range of candidates are considered for opportunities as well as retaining them in a very competitive market. Their results are shown through enhanced product development and employee …show more content…
performance. The HR department is great at spotting talent and potential and aim to hire people who are smart, work hard, and get the right things done. HR staffing seeks to hire talented people who are passionate about their work. This passion translates directly into products and services that enable Microsoft customers to do their very best.
It's an important mission — bringing the right people in and taking good care of them.
It plays a critical role in helping Microsoft generate technology that positively affects the lives of millions of people around the world (Microsoft.com 2008).
The case study on the Vega Project shows that HR department as well as company directors are using the plan to promote, educate, and empower individuals. As this case shows, it does not always work out to be a successful match. However, according to Microsoft’s home page, I believe their HR approach is a great example of how to recruit, retain, and promote motivated employees.
Where along the transactional-commitment continuum does Microsoft choose to be located ?
Transactional leaders use strategy, structure and culture to strengthen their organization.
This type of leadership can be displayed through a system of contingent-reward exchanges as well as active management. This style of leadership can be characterized through a process of goal-setting, setting expectations, and defining how followers will be rewarded (Gerhardt
2004).
By achieving specific goals for both leaders and their followers, transactional leadership seeks to maintain stability rather than promoting change within an organization. This leadership style is closley related to the style used by Jim Kaplan in 1998. By recruiting MacLellan, he set goals, explained the rewards associated for meeting those goals, and maintain as close relationship with his new recruit. MacLellan was very excieted about his new Vega project and felt empowered to complete the project on time and meet the specified goals. He had a great commitment to the project, his team, and used many resources to ensure that it was a success. In my opinion I feel that due to the nature of Microsoft’s business, the company is high on the transactional-commitment continuum. This type of leadership is shown through the offer to MacLellan from Kaplan. Delivering the Vega project would mean a 14,000 dollar bonus, an allocation of 2,800 stock options, and promoted to a level 33 program manager, which carried a salary range of 85,000 to 110,000 dollars (Bassert page ?).
Microsoft Home Page http://members.microsoft.com/careers/careerpath/humanresource/default.mspx 2008
http://www.paulgerhardt.com/homework/TranformationalTransactonalLeadershipInRetail.pdf Paul Gerhardt-Transformational and Transactional Leadership in Retail (2004)