Microsoft employee growth strategy

Microsoft employee growth strategy

 

Author: Can you talk about the growth strategies of Microsoft R & D group and its employees?

Zhang yaqin: our three years of rapid development have grown from the first 600 to the present 1700. Sometimes, I even want to slow it down so that we have time to build the foundation and improve some methods. At present, we have enough senior management managers, most of whom come from the headquarters and bring good R & D experience. We have also recruited many new players in the industry, who are enthusiastic and energetic and constantly enterprising. The intermediate management class is a little weak, although we can either introduce intermediate management talents from overseas or actively cultivate local talents. We chose the latter as our primary measure because we trust the capabilities of local talents and are not afraid of potential risks. To help the growth of local talents, we have set up our own superior Engineering Department to help all employees receive technical and skill training. At the same time, a special personnel system is also established to randomly select and promote talents. In addition, in order to attract talents from the headquarters to work in China, our R & D group's leadership team has made great efforts to solve the long-standing problems at different levels of headquarters and Microsoft in China, but they are worried about coming to China. At the same time, it also helps them with specific things, such as helping their children enter international schools for study. Therefore, the overall morale of Microsoft in China is very high. Our employees are conscious and hard-working, and we are hopeful about the future of Microsoft.

Author: Can you give an example of how Microsoft leaders attach importance to talents?

Zhang yaqin: That's too much. Go to the company's president, go to the supervisor's engineers, attach importance to talents, and cultivate talents is the basic work of Microsoft. Have you heard of Steve's talent card? In his bedroom, he has an important talent profile about the current company's leadership and future candidates. There are pictures of everyone, recording their experiences, future, and even their personal interests and family information. Steve used this intelligence to help him get familiar with these invaluable talents and find ways to leverage their strengths and develop their potential to meet their needs. Microsoft's emphasis on talent is evident.

Author: You are a minority of Microsoft's Chinese Vice Presidents. What advantages do you think you have compared with other vice presidents?

Zhang yaqin: There are three main aspects. First, I am able to maintain a positive attitude and tolerate stress and failures. As mentioned above, this positive attitude is an important success quality. Second, I am confident. Because I have a successful experience in both academia and the business world, I know my strengths and I believe in my abilities. Third, I do not engage in political games, treat people fairly, and maintain transparency.

-- For more highlights, refer to "Microsoft 360 degrees -- success and growth"