Exclusive Interview with Microsoft Human Resources Director: Revealing Microsoft’s Human Resources Strategy

Exclusive interview with Microsoft’s Human Resources Director: Revealing the secrets of Microsoft’s human resources strategy. As a global software giant, Microsoft’s rich creativity fills our eyes with a magical seven-color aura. What contributes to Microsoft’s everlasting prosperity? With these questions, the reporter interviewed Mr. Patrick Sullivan (Chinese name: Su Ruiwen), the director of the human resources department of Microsoft China R&D Group, and he unveiled the mystery of Microsoft's talent strategy for us. Reporter: What channels does Microsoft mainly use to recruit senior technical talents? On the one hand, we will develop and train a large number of our own employees, which is the main thing. This will not only have good career development prospects for our employees, but will also help the cultivation of local talents in China and the development of the information industry. On the other hand, when we need to recruit talents from outside, we usually focus on people who are technically competent and passionate about developing new products and technologies. Generally, we will recruit such talents locally, and we will also attract outstanding talents from Hong Kong, Taiwan and other countries and regions to work in China. In addition, we will also select internal employees from different countries and regions around the world to join the Microsoft China R&D Group. Reporter: What do you think is the biggest difference between domestic technical talents and foreign ones? The biggest difference is that the background of the technology market is different. In Silicon Valley, the technology market is very mature. The entire software industry and the entire ecosystem have been developing for a long time. In this relatively mature background, American engineers generally have long-term work experience in different multinational companies. , what they accept is very systematic. China is now in a period of rapid development, and the software industry is not yet very mature. We hope that these local high-level technical talents in China will devote their efforts to continuously promote the development of individuals and companies, and at the same time drive the development of the entire industry. Microsoft's unique culture will pose a unique challenge to domestic technical talents, which is mainly reflected in two points. The first point is that they are required to not only engage in team management work, but also engage in technical work. Some people may be able to reach certain senior positions. I don’t want to do programming anymore; The second point is that on the contrary, there are many positions, such as architects, who are technical leaders, but they may not necessarily lead a team, and some senior technical talents may have to lead a team when applying. The team’s psychological expectations. When Microsoft builds its employee career system planning, it has two different development paths: expert and managerial. Both types of work are equally important. Reporter: Where is the value and contribution of the Microsoft Human Resources Department mainly reflected? First of all, our Human Resources Department has a complete system called Career Stage Profiling, which provides a corresponding career model for different positions including software engineers, test engineers, project managers, financial personnel, etc. This model is Identify what experience you should have in this position and what results you need to achieve. We use this CSP to measure each candidate. This is also used when there is a conflict between the HR manager and the hiring manager. At the same time, we also refer to the performance and abilities of the company's current employees in this recruitment position for comparison. Of course, we have a strict recruitment system. It will not be one or two people who make this decision. We will interview across departments. Many people, including the applicant’s colleagues, superiors, and subordinates, will interview him. In the end, we will Referring to everyone's interview results, an objective evaluation result will be produced to determine whether the candidate is hired. At Microsoft, the work value of the human resources department is not independent, but is tied to the cooperation with other departments. Reporter: How to make many excellent technical talents work better as a team? Does Microsoft have a complete and mature management solution? We believe that when an outstanding talent enters Microsoft, the company's culture will first affect him. We pursue openness, respect, honesty, challenge, and passion. We will tell each person these six values ??as soon as he joins the company, and we will continue to strengthen them in the future. Because of this culture, many outstanding talents in our company will have very heated discussions, regardless of the level. We can have different opinions, but we respect each other, but in the end a decision is made, and we respect this decision. Another point: when excellent and smart people work together, it will attract more excellent and smart people to work. This is also a challenge for everyone, because you are surrounded by smart people, which prompts you to work harder and improve yourself faster. , this is a virtuous circle.

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