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Through websites and job fairs, people are encouraged to take it aptitude tests, with the hope that many of them may find an interest in working in the software industry. Applied at student level, this program may be efficient and it is also something which is cost efficient.
The second solution that may be applied in this case is finding specialists overseas, with an accent on the relocation process that Microsoft has been using (Ireland and Puerto Rico are two excellent examples in this sense). Countries in Eastern Europe or India, for example, provide excellent specialists. If they are used in their country of origin, the company can save immense costs on salaries, additional work-related packages (insurance, pensions) or the administrative costs of an outlet. In countries in Eastern Europe, despite their admittance to the European Union, salaries up to $600-$800 for a programmer (with increases up to $1,200-$1,500 for senior programmers and project managers) are still very high. If we compare this to the salary cost of an average programmer in the United States, we may sense a remarkable difference. Such an extended relocation program will certainly prove cost efficient in the long run as well.
Another problem that Microsoft faces on a day-to-day basis refers...
As I have previously mentioned, Microsoft's activity relies greatly on its research and development departments. In this sense, it needs to assure that the most qualified and best skilled workers available are discovered and directed towards the company. Additional investments in extending the screening and discovery phases of the recruitment process are most important.
There have been some issues (including a lawsuit) raised related to discrimination within Microsoft. The entire allegation seemed rather silly, as it relied on the open door policy that Microsoft practiced and that should have been seen as a positive issue. However, there are no reasonable arguments that would favor such a point-of-view, if we look, first of all, at the fact that members of ethnic minorities do make it to the upper management levels (otherwise, the discrimination issue related to the open door policy would have never been raised).
Finally, Microsoft needs to work on its full time employee / part time contractors strategy. This has caused the company problems in the past and it should be seen as an issue of concern in the future as well. This proportion needs to be fitted on Microsoft's needs and worked out in accordance to the existing legislation.
Do not penalize strong performers for being members of strong teams. Lackluster employees would be penalized because no one would want them on their 'team.' Now, there is an incentive to work with weak employees, to boost one's own relative performance rating. This idea seems strong, and although it world reduce competition on work teams, as there would be less jockeying for power and the chance to win the
strong Bench The concept of a strong bench for an organization suggests that an organization becomes a fort in the today's competitive business environment if it has a strong team of employees to support the organizational goals and mission. This concept of strong bench further illustrates that the workforce is not just for the current situation but is geared to the future needs of the organization. The future needs can
Human Resource Recruitment Human Resources Planning Recruitment Organization's strength is based on the quality of its employees an aspect that places high relevance to the human resource departments and the practices used (Ume, 2008). MSCG concerns in consultancy targets to, direct clients towards adopting the best practices in their recruitment process. This will guarantee recruitment of ideal candidates, professionalism in HR practices, employee and talent retention and productivity in optimal deployment of
Gap, by Jeffrey Pfeffer and Robert Sutton According to authors of the book, The Knowing-Doing Gap, the greatest problem that modern businesses face is the gap between knowing and doing. According to the authors, this gap costs businesses billions of dollars per year. The world has become a haven for knowledge experts in every business niche. However, organizations do not have enough "doers" in their organization to turn the knowledge
Again, it is not simply good enough to have a policy that addresses the need for a broad, systematic outline of changes to the telecommunications network, such as is the case with Coach, Inc. But rather, it is imperative this policy address both the broad policy issues (strategies) and the daily integrations of this new policies within various aspects of the organization (tactical)(MILLER 2003). The third component of this methodology
Abstract This paper provides a comprehensive progressive discipline policy that will be utilized in managing employee behavior in the workplace. This policy is developed on the premise that managing employee conduct is crucial towards enhancing workplace productivity and organizational success. The policy includes an overview of purpose and procedures that will be undertaken for corrective/disciplinary action by the human resource department. It also includes a brief description of the appeal process