When it comes to innovation and employee satisfaction, Microsoft is but a mouse-click away from that ideal workplace package, as Ailene Belesina discovers
The appointment of Rose Clements as director of HR at Microsoft in 2006 signalled a new era in the development of business and organisational direction at the company locally. Partnered with years of HR experience and a resume of qualifications - including being a chartered member of the Institute of Personnel and Development in the UK - Clements was certainly office ready for this renowned corporation.
Displaying one of the key attributes of a strategic and influential HR professional, Clements is an expert adviser and mentor when it comes to developing leaders - who in turn set the strategic direction for the business.
"[We are] trying very hard to ensure that we have involvement and engagement in all levels of the organisation, including governance and compliance requirements," explains Clements.
Indeed, it could be argued that in Bill Gates, Microsoft has set the leadership bar for others to follow. Beyond Gates' legendary business skills, it's been a combination of effective marketing strategies, unique products and the ability to adapt to the constantly changing market that has ensured Microsoft's continued success since its conception in 1975. According to Clements, Microsoft's genuine curiosity about the future formed the platform of success that it is known for today.
Open collaboration
However, with great responsibility, comes great challenges - one of which is ensuring that individuals are made to feel that they are working in a climate and culture of involvement and participation. Staff are not only encouraged to voice their concerns, but to articulate on how they would like to grow within the company and where they would like to see themselves long term.
"We encourage open communication in the business and eradicate the notion of fear about speaking out," says Clements.
"Understanding what the career goals and aspirations of our employees are and to transparently share with them the opportunities within organisation, shows Microsoft's dedication and commitment to its people," says Clements.
"We help people recognise and detoxify what they're thinking but not really saying, so that the values of honesty and respect for the individual can co-exist."
Despite the fact that the majority of Microsoft employees in Australia are based in Sydney, Clements must ensure that programs, people practices and initiatives are not overwhelmingly Sydney-centric.
"We are always thinking outside the square, always exploring ways to add something of value to the business," Clements says.
Raising the (task)bar
Clements says that Microsoft strongly invests in finding and cultivating great managers and leaders as she believes that this is one of the key ingredients which separate Microsoft from its competitors.
"We focus on what the business needs today and tomorrow. It's about looking beyond the short term and looking at the long term planning to shape the organisation".
The company utilises the services of mid-market recruitment firm, Derwent Executive, in locating and enhancing hidden talent both within Microsoft and from external talent pools.
"Derwent Executive work with Microsoft in terms of talent mapping to source for their immediate and future requirements," explains Suzanne Day, one of the seven partners and industry experts in this decade old company.
"We are experts in recruiting talent from the active and inactive candidate pool for those hard to fill roles. We have one of the largest inhouse research teams to identify and recruit talent for clients in a range of markets," says Day.
Suite of benefits
Aside from the multitude of software available at hand for its employees, Microsoft also offers a suite of benefits and initiatives to keep a happy medium within the workplace.
"We have a great benefit suite which I would call focused rather than frivolous. [They're] benefits which have real meaning for people as it helps them achieve some of their ambitions and aspirations," says Clements. "Work is something that we do, it's not a just place that we go."
Benefits include fitness allowances, access to competitive and high quality healthcare, car allowances and fuel reimbursements
Staff are not necessarily restricted in the office or at their work stations. Allowing employees to work outside the traditional office realm - such as the bistro, outside in the garden and even at home - ensures that employees retain their passion, commitment and dedication to their role. Break-out spaces have also been made available where staff can engage themselves in informal gatherings and meetings.
Clements believes that creating and having the right environment has been a contributing factor in the retention of staff. With the increasing demands of work and family commitments, Microsoft has always tried to encourage its staff to achieve that elusive work-life balance. "This [way of thinking] enables people to achieve that Holy Grail of a balance," she notes.
Up close and personal
This multi-billion dollar enterprise is heavily involved in several community-based programs as a way to get in touch with its biggest fan base.
The Imagine Cup is the world's premier student technology competition to encourage young people to apply their imagination, passion and creativity to technology. Students from around the globe participate in this world recognised event which is focused on finding solutions to real-world issues.
Microsoft has also joined forces with some of the country's big name universities such as Melbourne University and University of Sydney by way of funding specific programs to enhance services to their students. Scholarships, sponsorship of .NET computer labs and bestowing the Microsoft Research Asia Fellowship Award are just a few examples of its contribution.
By also providing staff additional three paid days of leave per year to engage in community or volunteer work, Microsoft aims to move corporate social responsibility beyond empty corporate rhetoric and firmly into the lives of its employees.
Positive outlook
Microsoft has also put together internal development programs to assist its employees, partners and customers fulfill their ambitions and objectives.
* Workforce planning: The required skills and capabilities are determined and mapped to enable continued growth and performance of the employees and the organisation as a whole.
* Management development: This is considered to be a vital part of the employee experience. Microsoft invests very significantly and purposely to create the best managers in their field. Three times per year, management from all over the country are brought together for a two-day conference. This allows for exchange of ideas and information, to refresh current skills or be trained in new areas of the business.
"We talk about management from an academic, almost cerebral, perspective rather than just from a practical and task oriented perspective," explains Clements.
* Cultural development: Clements considers this to be a continual evolution rather than a specific workplace program. Workplace culture is continually being shaped and evolves with the changing structure and alignment of Microsoft's business and its values.
"As the strategy evolves, so does the culture. We work to bring a level of consciousness to our managers and leaders so they see themselves as a vehicle for change. They are the culture change agent of the company," Clements concludes.
Top six business tips
Rose Clements outlines the factors she sees as being critical for any business success
1. Foster an environment where you illustrate trust and value for the people
2. Encourage collaboration and cooperation
3. Aim high and celebrate success
4. Be passionate and love what you do
5. Have both commitment and accountability
6. Have a vision
Employee attraction and retention
Attracting new employees and retaining existing ones can be a challenge for any organisation. Rose Clements reveals Microsoft's strategy:
* Recruit the right people to begin with: Getting that piece right upfront pays off in the long term
* Emphasise the importance of trust: Relationships based on trust is essential. Employees need to feel valued, appreciated, respected and know that they are able to openly communicate with their managers
* Leave no 'undiscussibles': Employees need to feel that they can talk about the business as well as things that are important to them such as career performance and progression
* Honour commitment: Encourage employees to trust that other people around them will do what they say they will do
* Develop outstanding managers: Invest in finding great managers, but also believe that every good manager has the potential to become a really great manager