Microsoft : Competition on Talent (A)

Sindikat 8
29121094 - Putra Ash Shiddiq
29121106 - Angela Davita Budiarto
29121118 - Bagas Pryambodo Hutomo Akhbar
29121258 - Roderick Afta Asyawan
29121282 - Hillary Karina N. Sihotang

HR ROLES 1980
● Recruitment
For Gates, acquired knowledge was less important than “smarts” in ability to
think creatively. Experience was less important than ambition in drive to get
things done. Above all, however, he wanted to use recruiting to continually
raise the bar. Underlining the importance of hiring and retaining superior talent.
In recruiting process there an interview process that quite harrowing. The
candidates were by 3 up to 10 microsoft employees and tested more on their
thought processes, creative problem solving, and work habits than on specific
knowledge or experience.
● Managing Culture
Microsoft's culture tends to provide comfort to its staff because they are aware
that the mental health of their staff is important. Some supporting facilities such
as workspaces with good privacy to food and beverage subsidies provided by
Microsoft in the hope that the staff can provide feedback by working 100%.
Every one of his staff is working to do better every day, work hard and work
hard. Microsoft's work environment also forces one person to be better than
others, which triggers the staff to work as well as possible.
●
Development
The development of Microsoft occurred by encouraging horizontal transfer
and employees also develop themselves by switching their job, typically every
2 or 2,5 years. Positively the personal growth created and become a major
source of motivation. Usually personal mistake were examined for their
learning than punished. The previous success was not necessarily the key
criterion, and Microsoft had a long tradition of promoting people who were in
charge of failed projects.
● Review & reward
Employee ownership raised motivation and retention, even in Microsoft’s
earliest days, key employees were given equity in lieu of high salaries—a
strategy that also conserved cash for growth. The semi-annual reviews also
reflected Gates’s passion about learning from mistakes—referred to as “the
disease model of management.” Sessions were routinely punctuated with
questions such as, “What did we learn?” or “What could we have done better?”
Performance review interactions were soon recognized as one of Microsoft’s
best employee development forums. All employees filled out performance
review forms describing what they achieved in the previous six months and
rating themselves.

HR ROLES 1990
● Recruitment
In this recruitment process Microsoft did not change their hiring principles but
maintained a full-time team of more than 300 recruiting experts whose job was
to identify the industry’s most talented people, build a relationship with them,
and eventually attract them to Microsoft to identify and track these potential
experienced recruits. Microsoft also attracting the best talent to the company.
The fact is Microsoft has earned a place on Fortune’s elite list World’s Most
Admired Companies, and specifically as the company with the highest rating for
its ability to attract, develop, and retain talented employees.
● Managing culture
Gates became concerned that it was losing some of the values and spirit so
corporate HR hired several experts qualified in designing, conducting, and
interpreting data on organizational climate and employee satisfaction. Create a
program to develop leaders capable of clearing the obstacles, making decisions
quickly, and defining clear goals.
●
Development
The greatest constraints the company felt was a lack of sufficient capable
managers and leaders. Management try to create One of the earliest initiatives
was the “Bench Program,” created in 1994 “to identify our future leaders, then
try to find specific ways to help them grow. Create program “key people
review,”—as a combination career-planning, early- identification, and job-
slotting program.
● Review and Reward
Played a key role in ensuring open, honest communication, individual and
organizational learning and the diffusion of core norms and values. HR
specialist asked 50 long-time senior executives to describe what made
Microsoft successful. From this process emerged six values. These six core
values “success factors": taking a long-term approach to people and
technology; getting results;individual excellence; a passion for products and
technology; customer feedback; and teamwork.Some, like a passion for
products and technology, or individual excellence, were already widely
understood and deeply embedded; others, like teamwork or customer feedback,
were more recently emphasized values and tended to be more aspirational.
BUSINESS STRATEGY - HR STRATEGY MICROSOFT

Based on net revenue and the number of employees who continued to increase from 1986 to 1999, indicating that
microsoft has grown rapidly in that time period, several changes in internal management consisting of recruitment,
culture, development and reward processes carried out have succeeded in making microsoft develop without
forgetting the principles of value that have been embedded in microsoft since the beginning. This indicates
microsoft's business strategy is in line with the HR strategy.
Protecting Past, Building Future
These remarkable change to Microsoft’s well established ladder levels and compensation philosophy was simply the latest
manifestation of the dilemma facing top management related how to protect the human resource policies and practices that had made
Microsoft on the right track while adapting the new business realities. Microsoft begging to modify some aspects of the company’s
legendary “hard core” culture.

The proposed change would bring some problems and concerns. Most of people who were hired for their drive and passion didn’t
easily rebalance their lives. Then the reality of business was always surrounded by pressure, deadline, and demand that required
extraordinary effort. Microsoft hard-core macho culture would not compromise the very heart of its competitive advantages.

As we know, many senior managers argued that the campus’s pressure cooker atmosphere was vital both to the company’s survival
and to the development of staff.

The fact is the turnover of microsoft was running at half industry norms and the company received 15,000 job applications in a month.
Microsoft stated that the system was not broken and should not be tinkered with.
JetBlue Airways : Starting from
Scratch
Sindikat 8
29121094 - Putra Ash Shiddiq
29121106 - Angela Davita Budiarto
29121118 - Bagas Pryambodo Hutomo Akhbar
29121258 - Roderick Afta Asyawan
29121282 - Hillary Karina N. Sihotang
Background

Jetblue Airways is one of the successful airline in US. Jetblue was founded by, David Neelman, based on a combined
strategy of common sense and technology. Common sense mean to have flights with low fares. Technology means
substituting computers to give information from flight planning to aircraft maintenance and use ticketing to reach
goals of efficiency. Jetblue also focused on high quality of services. To provide services as expected, Jetblue need to
build a good staff management and have a good value. JetBlue also align the business strategy with their HR strategy
because to support the implementation of the strategy that has been made, Neeleman must be able to manage and
develop talent which is then in accordance with the core values that have been set.
HR Strategy : Leveraging Human Resources

It is one thing to aspire to create an airline that provides low fares and great service, and another thing to deliver
on that promise over time. JetBlue to care about our people from beginning to end.

● Values : safety, caring, integrity, fun, passion (stated in the Bluebook as the employee’s handbook)
● A non-union environment : create an positive environment to keep this place union-free
● Employment Package : JetBlue makes innovation for customize employment packages , each package is
based on design of jobs, benefit packages, and compensation.
● Selecting Right People : Implementing the value that jetblue has made is the important key for them to
recruit new employees.
● Other HR Practices : Implementing the value of the company with their orientation program, formal
training and one on one conversation.
Business Strategy

Vision : Bring humanity back to travel again

Misson : First paperless airline and high quality services at affordable fares.

There are several strategies that Neeleman design to make JetBlue a successful airline. And the strategies are :

● Run a low cost airline business with high quality services

● Use computerized technology to run their business
● Use aircraft that are better in technology and more capacity (Airbus A320)
● Open new flight destinations to take chance of the niche market

The business strategy that Neeleman has designed is aligned with the HR strategy they have implemented in the company.
The company's core values are then used as guidelines in running their business. To support the implementation of the
above strategy, Neeleman must be able to manage and develop their staff fit with the core values that have been set.
Future Challanges

JetBlue has through an excited and succeed on the first year, the team had provided “cool, convenient, cost-effective”
service to the customer and a fun, productive environment for JetBlue employees. The fact is the customer love the airline
with the new planes, low fares and various snack. It’s a positive feedback for JetBlue.

But JetBlue doesn’t stop there, they also think ahead about the future challenge and they will prepare to face it. Jetblue is
going to maintain the success through long periods of sustained growth. JetBlue will come with 10 new aircrafts.
Therefore, JetBlue need to hire more employees, expanding number of cities served, opening new facilities including a
second -city, and “keeping a small company feeling” will take them to meet these growth targets and remain productive
and flexible.

JetBlue will always maintain their best service for their customers.
Lesson Learned

Jetblue can be very successful because it successfully combines service with technology. Jetblue managed to
answer concerns regarding the absence of low-cost flights but still put safety first. For technology perspective,
they tries to make everything efficient. Internally they move the company according to the values they create,
have top management, always maintain to keep a positive environment for every stakeholder and they are very
concerned about employees by providing innovations that can be adjusted to the needs of employees.