long term talent attraction strategies yes even in difficult economic times !
TRANSCRIPT
Microsoft Russian Federation – Fast Facts
• FY08 Revenue $1.2B; FY09 Target $1.59B• Headcount Statistics FY08 Close to 1000• Mainly Sales and Marketing B2B & Consumer• Small Development Centre• Russia is Microsoft’s fastest growing market• Top line growth has been close to 100% each year
Challenging Market for Sourcing Experienced Hires, shortage of:
• Experienced Mangers, • Marketing Excellence Capability, • Leadership potential• Language skills or International experience• All Multinationals and local companies are
increasingly fishing in the same pond!• Russian companies willing to exceed the
remuneration packages we offer
Microsoft takes a strategic HR approach to our Business Growth
• Without a sharp approach to recruiting, developing & retaining talent, How do you maintain competitive edge?
• Plan is mid-long range and reviewed regularly• Anchor with detailed workforce planning &costing• Break into “buckets” of talent e.g. level, skill set etc• Allow strategy to drive a programmatic approach
Key Areas of FocusFY 11 Business Strategy & Execution Plan
Organisation Leadership Talent
Phase I • High-level findings on desired capabilities
• Defined desired profile and gaps
• Engaged country leaders
• Identified trends in market
Phase II • Define Organisation Design based on FY11 Business strategy
• Processes• Capabilities• Infrastructure • Roles/job families
• Org Design blueprint and change management plan for sign off
• Drive assessment of top 50 in each country
• And action as a result• Accelerated development of
top talent• Robust development
plans and action• Sourcing – proactively source
top leadership talent externally
• Countries commit to action plan
• Build FY11 Workforce plan driven by Organisation Design
• Build development strategy by country against FY11 talent and organizational capabilities
• Sourcing strategy• Employer brand• Development programs,
incl rotation
• Business case for investment, e.g.,
• MS ‘University’• Structured rotation
program• MBA recruiting strategy
Phase III(FY09)
• Implement • Continue building leadership bench
• Implement *
5
Responding to Volatility and Uncertain Economic Times
• Talent Plan – may need revision based on economic reality – ensure specific fit and resource prioritisation!
• Any change management process should still balance short and long term strategic needs
• Focus on performance management – strongest/ weaker performers
• Yes -Still focus on Talent Acquisition
Aggressively Pursue the Hearts and Minds of Top Performers
• Economic uncertainty leads to drop in attrition – need to performance manage this effectively
• However as Labor market tightens -more essential to maximize employee engagement, attraction, performance, and development approaches in order to protect a competitive position on talent.
Trade up on Talent!
• Volatility, acquisitions, and lack of alternative employment options, may free top talent into the labor market.
• Target outstanding employees - take a hard look at your talent bench and think about upgrades
Effective Sourcing- The solution •Workforce planning process – where do we need to look?
•Multiple pipelines in with different sourcing strategies
•Attraction and Branding should be tailored. Consider attracting the people who match the value proposition not just the competencies.
•High touch with candidates, dig deep for passive candidates, funky approach using technology.
•Use executives, alumni, employees with blogs. Develop a Talent Magnet
•Talent Pool should also encompass attracting/sourcing internal talent pool
Sources of Talent• Internal Key Hipo's• Promotions strategy• MBA program • Outside Russia - Internal MS expats (e.g. Rotation
program)• Competitive Recruiting/local market• Returning Russian Expats• External Expats who speak Russian• Re-hiring former Employees• Graduates
Ask yourself the Right Questions• Key questions to address
– What are the buckets?– What's the cost ? e.g., expat twice the cost, – Quality what can we can get?– How can we accelerate developing more of our internal talent?
• Double/triple promotions… promote like hell, pay attention to people earlier?
– How can we improve quality of hire?– Consider MBA program?– Who are the best headhunters? Do we know them? – Targeted Market intelligence?– Include diversity all the way through
Critical Factors to success in attracting and sourcing candidates
• Work the Employer Value Proposition, messaging and brand
• Think globally not locally• Targeted recruitment strategy – with numbers• Build a talent mindset from within the organisation,
retention and acquisition• Approach the talent pool from a CRM perspective
Talent Pool• Attraction strategies establish talent pools for the
organisation but key message here is around the effective and ongoing engagement with these pools. Basically never kid yourself that you “own” your talent pool – it’s how you leverage it!
• Things to consider:• Recruitment Teams can’t do this alone: suggest
also use, executives, alumni, existing employees with blogs. Develop a Talent Magnet
• Talent Pool should also encompass attracting/sourcing internal talent pool