HR HR PRACTICESPRACTICES

Introduction…. HRM is a series of integrated decisions that

form the employment relationship; their quality contributes to the ability of the organizations and the employees their objectives.

Human Resource Management involves attracting, developing, and maintaining a quality workforce.

Basic responsibilities… Attract a quality workforce - human

resource planning, recruitment, and selection.

Develop a quality workforce - employee orientation, training, performance appraisal.

Maintain a quality workforce - retention and career development.

Cont’d… Joji S. Gill is the Director for Human Resources at Microsoft

India.

She is responsible for driving the overall people strategy and building synergies for Microsoft across its six distinct business

units in India namely: Microsoft Corporation India (Pvt.) Ltd., which is the Marketing

Subsidiary Microsoft India Development Centre Microsoft Global Technical Support Centre Microsoft Global Development Centre India Microsoft Global Services India and Microsoft Research India.

Cont’d… At Microsoft India, HR growth model is based

on ‘one solid infrastructure’ to grow through flawless execution into leading change and becoming strategic business drivers.

Execution excellence is important and lays the foundation for HR to grow – relationship building is important but it needs to be supplemented by a real value to the business.

Strategic pillars….. Talent Acquisition & Development Management Development Leadership Development Management of the evolution of the Microsoft

Culture

HR aspects at Microsoft…. Organisation: Organisation size, open positions, line HR ratios Organisation Health: Workgroup Health Index, Microsoft Pulse

Index, Microsoft Culture Index

Staffing: Hiring stats – types of hires, channel wise hiring stats, positions closed internally, hiring spends, lead time, % of hiring plan, net adds, offer acceptance rates, reasons for offer decline

Talent Management: Good attrition, bad attrition, YOY and Qtr-on-Qtr tracking, reasons for bad attrition, % retention of high positions, % of promotions, succession panning indicator, succession planning usage

Cont’d… Diversity: % of women (target vs. actual), % of women hired, %

of women talent losses, reasons for bad attrition, % of women in leadership succession slate, % of Managers and employees completing MS Diversity training programs, % of other diversity hiring (differently abled) .

Manager Capability: Span of Control, Organisation Depth, % of Managers.

Cont’d… Learning & Development: Field Readiness Index, number of

employees trained on employee development programmes, number of managers trained through management excellence framework (that provides for management development through career events, continuous learning and building connections)

Leadership Development: % of leadership hires, % of leadership attrition, succession planning index (% of successors in stages of readiness for a Leadership role)

Rewards: % of budget used on rewards

HR metrics The Succession Planning Indicator (SPI) that is designed to

help measure how well the organisation is positioned with weightages assigned to Ready Now and One Move Away successors for leadership positions.

  The Succession Plan Usage (SPU) is an index designed to

assess both the quality of the previous years’ succession plans and whether an organisation is effectively leveraging its succession plans when filling open leadership positions. It indicates the percent of leadership team positions that were filled during the past year by someone who was on last year’s succession slate.