Microsoft Corporation is an American multinational corporation head quartered in Redmond, Washington, that develops, manufactures, licenses, supports and

sells computer software, consumer electronics and personal computers and services. Its best known software products are the Microsoft Windows line of operating systems, Microsoft Office suite, and Internet Explorer web browser. Its

flagship hardware products are Xbox game console and the Microsoft Surface series of tablets. It is the world's largest software maker measured by revenues. It is also one of the world's most valuable companies. Microsoft was founded by Bill Gates and Paul Allen on April 4, 1975 to develop and sell BASIC interpreters for Altair 8800. It rose to dominate the personal computer operating system market with MS-DOS in the mid-1980s, followed by the Microsoft Windows. The company's 1986 initial public offering, and subsequent rise in its share price, created an estimated three billionaires and 12,000 millionaires from Microsoft employees. It is considered the third most successful startup company of all time by market capitalization, revenue, growth and cultural impact. Since the 1990s, it has increasingly diversified from the operating system market and has made a number of corporate acquisitions. In May 2011, Microsoft acquired Skype Technologies for $8.5 billion in its largest acquisition to date. As of 2013, Microsoft is market dominant in both the IBM PC-compatible operating system and office software suite markets (the latter with Microsoft Office). The company also produces a wide range of other software for desktops and servers, and is active in areas including internet search (with Bing), the video game industry (with the Xbox, Xbox 360 and Xbox One consoles), the digital services market (through MSN), and mobile phones (via the Windows Phone OS). In June 2012, Microsoft entered the personal computer production market for the first time, with the launch of the Microsoft Surface, a line of tablet computers.

MICROSOFT'S WORK ENVIRONMENT: THE CAFFEINE CULTURE Microsofts cultural norms could be traced back to the companys start-up days when Gates, Allen and four programmers created a hot-house of innovation and hard work. Software developers dominated the company, and up until the early 1980s, Gates knew all their names, faces and telephone extensions by heart. Yet to many, Microsofts resource-constrained, intellect-driven management model was disorganized, even chaotic. By 1986, Microsofts nearly 1,200 employees moved into new offices in Redmond, Washington. The low-slung buildings nestled into the 29-acre wooded campus were

designed in the shape of an X to maximize the number of windows. Unlike in the open-plan buildings popular elsewhere, each employee still had a full y enclosed 9 x 12 office with a door, to ensure privacy necessary to sit and think. Numerous cafeterias, with food at prices subsidized by the company, facilitated social interaction. Microsoft spent more than $8,000 per employee each year on non-mandated benefits, with more than $715 a year per employee on beverages and food subsidies alone. As one employee noted, Anything with caffeine is free. In many ways, it had the feeling of a college campus and provided a comfortable postcollege sense of familiarity and belonging. Although employees average age moved above thirty in the mid-1990s, the culture remained remarkably unchanged: employees dressed informally, there were no status symbols, and the early ethos of thrift remained. There were no set work hours, but the culture attracted those comfortable with fourteen-hour days and working weekends. Yet motivation and morale routinely measured in internal surveysremained high Microsoft is considered by many to be an ideal place to work. The company has won several awards for innovation, for their commitment to diversity, and for their flexible work arrangements. It has always been a leader in the market with regard to its compensation. With a total strength of about 80,000 employees across the globe, and a total revenue exceeding $15 billion, it is one of the biggest and bestknown6 technology companies in the world. Employees have access to the most current resources, from an intranet with source code libraries to periodical libraries to stateoftheart research labs. Their work is personally challenging and on the cutting edge of technology. The organization believes in providing the employees whatever tools and technologies they need to achieve the best results possible; and the employees are expected to create software and entertainment products that could sell

millions of copies worldwide. The office campuses at most locations are considered the benchmark of technology hubs, with fir trees, forested trails, snowcapped mountain vistas, basketball courts, and even shuttle buses for employees to make use of. Employees at Microsoft are recognized as the intellectual fuel and are provided with various benefit plans and resources, which are designed to retain them. Lisa Brummel, who joined as the Chief of Human Resources at Microsoft, in 2005, started reshaping the company's HR strategies to make them more innovative and customized to individual employee needs. The focus was to project Microsoft, from an HR perspective, as an employeedriven organization. As an organization, Microsoft offers a lot of flexibility to employees the flexible work arrangements and flexible benefit plans offered at Microsoft are often considered Best Practices by many employers. HR STRATEGY AT MICROSOFT: Microsoft Corporation has adopted the Performance Culture Model`` as the best approach to drive its

success. All the critical people metrics are

categorized and measured as per the Growth Pyramid shown in Figure. The

amount of investment made in external and internal

surveys is very substantial and projects Microsoft as a leader in this regard across the industry. Some of the categories across which the surveys are done, analyzed, and the results published are mentioned below. 1. Organization: Organization size, open positions, line HR ratios 2. Organization Health: Workgroup Health Index, Microsoft Pulse Index, Microsoft Culture Index 3. Staffing: Hiring stats types of hires, channel wise hiring stats, positions closed internally, hiring spends, lead time, % of hiring plan, net adds, offer acceptance rates, reasons for offer decline

4. Talent Management: Good attrition, bad attrition, YOY and QtronQtr tracking, reasons for bad attrition, % retention of high positions, % of promotions, succession planning indicator, and succession planning usage 5. Diversity: % of women (target vs. actual), % of women hired, % of women talent losses, reasons for bad attrition, % of women in leadership succession slate, % of Managers and employees completing MS Diversity training programs, % of other diversity hiring 6. Manager Capability: Span of Control, Organization Depth, % of Managers 7. Learning & Development: Field Readiness Index, number of employees trained on employee development programmes, number of managers trained through management excellence framework (that provides for management development through career events, continuous learning and building connections) 8. Leadership Development: % of leadership hires, % of leadership attrition, succession planning index (% of successors in stages of readiness for a Leadership role) 9. Rewards: % of budget used on rewards Besides this, they periodically run market surveys to ensure their competitive positioning on compensation. While tracking the above metrics has shown more robust action planning to improve scores on each of them, there are two that that have made their People Review process much more meaningful ensuring both organizational readiness and talent management. These are the SPI and the SPU: The Succession Planning Indicator (SPI) that is designed to help measure how well the organization is positioned with weightings assigned to Ready Now and One Move Away successors for leadership positions. The Succession Plan Usage (SPU) is an index designed to assess both the quality of the previous years succession plans and whether an organization is effectively leveraging its succession plans when filling open leadership positions. It indicates the percent of leadership team positions that were filled during the past year by someone who was on last years succession slate. In present times of recession and organizational restructuring, what businesses seek of HR is to: a) understand the talent needs of the business b) help develop strategic plans regarding

employees c) identify talent issues before they impact the business and d) very importantly, help identify new business strategies. At Microsoft, the HR department is made accountable for maximizing the value of their people asset to drive business success. Core HR functions, processes and practices are divided among vertical tower structures for easier and more transparent flow of information. The relatively independent functions also enable the business needs to be more closely aligned and measured from a function unit perspective. 1. Talent Acquisition & Development 2. Management Development 3. Leadership Development 4. Management of the evolution of the Microsoft Culture At Microsoft, the organizational culture is often termed as facilitative by the management there are significant investments made in the development of employees, and most current support is provided for optimum career growth. The aim is to receive the best talent which is passionate, capable, and growthoriented. RECRUITMENT AND SELECTION: Attracting the Best and the Brightest Beginning from its initial days, Microsoft has believed in recruiting extremely intelligent staff, favoring intelligence over experience. Cofounders Bill Gates and Paul Allen shared a preference for hiring extremely intelligent, not necessarily experienced, new college graduates dated from Microsofts startup days. Microsofts recruitment strategies reflect their philosophy Microsoft is an aggressive recruiter and is often the first company to offer jobs to elite graduates at campuses and career fairs across the world. At the beginning, the recruitment strategies at Microsoft included sourcing people from the elite educational facilities such as Harvard, Yale, MIT, CarnegieMelon and Stanford. Microsoft recruiters would visit these universities in search of the most brilliant, driven students. Experience was not required and it was in fact, preferred that new employees had no experience. The selected recruits would undergo a selection process which was focused more on problem solving and thoughtprocess & composuretesting exercises rather than the actual technical interviews. This interviewing process was seen as one which would push the interviewees to the limit of their creative and analytic abilities rather than their familiarity with a computer

programming language. The importance of hiring the right people is also shown in Microsofts n minus 1 strategy which means less people are employed than are required. This policy reinforces that hiring the right people is more important than hiring just to fill a position. Microsoft retains the same basic principles as they have expanded but had to change their methods when the number of new employees required could no longer be sourced only from universities. The recruiting practices continue to be active rather than passive, with Microsoft head hunting the best staff. These staff are found, monitored and recruited from other companies by over 300 recruiting experts. These staffs actively recruit suitable employees and focus on the right type of person rather than the right type of skill level. Microsoft uses human resources for competitive advantage, basing its success on having the very best25 people in the industry and inspiring them to be the best. It is this that leads to Microsofts unique recruitment practices. What is most crucial here is that Microsofts recruitment practices meet its human resource needs. It is an important sign of the focused approach of Microsoft, with its actions always leading towards its ultimate goals. Some important factors to be considered in recruiting staff include that the recruiter should be from the same functional area and that candidates should not be deceived about the negative elements of a job. The interview process at Microsoft reflects this with the new employee being interviewed by the manager. The recruitment process also goes further than just informing the employee about the negative aspects, instead the recruitment process actually tests the employee on the negative aspects, putting them under the same type of pressure they would be put under on the job. TAKING ADVANTAGE OF MARKET CONDITIONS: Microsoft also took advantage of breaking opportunities such as company layoffs; one example is with the AOL down size. The CEO announced that when they heard AOL was downsizing Netscapes operations in the valley, they assembled a team to identify the best talent and go knocking on doors. EMPLOYEE MOTIVATION: The key to supporting the motivation of their employee is to understand what motivates each of them. While the recruitment and selection process at Microsoft aims to employ people who will be motivated by the environment they are provided, the HR department at Microsoft takes great care to understand such needs and try fulfilling them for the employees. Opportunity and environment to allow the employees to progress and self-develop is a part of

the work culture that the HR staff is expected to adhere to. The fit between employee and organization is important to motivation and this is what Microsoft ensures. Microsoft ensures that the goals of the organization are understood via its strong culture and by employees being clearly aware of what is required of them. Motivation can be described as providing a work environment in which individual needs become satisfied through efforts that also serve organizational objectives. Microsoft achieves this by incorporating their goals into their human resource management programs. The people recruited and the systems within the organization all serve to motivate the type of people that Microsoft values. Employee motivation can also be related to Maslows hierarchy of needs theory. This theory has the top level of the needs theory as selfactualization28 needs, which is a person`s need to be self fulfilled. This is exactly what Microsoft provides for its staff and also exactly what it expects, for them to be the very best they can be. The link can also be seen here between the type of people that are employed and what is expected. Microsoft hires the very best people, for these people to achieve selfactualization they need to be pushed harder than most and given greater opportunity to achieve than most. EMPLOYEE SATISFACTION AND LOYALTY: Microsoft attempts to cater to the needs of its employees by recognizing that the majority workforce comprises fresh graduates just out of college. This is the premise behind Microsoft setting up its offices as campuses rather than plain workspace and parking space setting that was the norm before Microsoft. The environment it provides also includes every employee being free to decorate their office as they please; and the provision of subsidized food and drink. Employee satisfaction was also afforded by the opportunity for growth, development also occurred by encouraging horizontal transfers, and employees were encouraged to develop themselves by switching jobs. Top management is required to coach lower levels and assisting in their development. These practices are designed to increase employee satisfaction and commitment to the organization, while maintaining the same spirit the small company began with. For many organizations, empowering employees is seen as a relatively new approach to handling and motivating employees one which requires gradual changes to the corporate government and the work culture. However, in case of Microsoft, it can be seen as an inverted view wherein the idea of employee empowerment was an inherently intrinsic part of the work culture since its inception. Three aspects of tasks that affect job satisfaction are job complexity, degree of physical strain and perceived value of the task. Microsoft manages this by providing the high complexity high achievers require and by ensuring the

perceived value of the task is high. This high value is communicated via the highachieving culture the company maintains. EMPLOYEE REWARDS: The Options driven Engine As an organization, Microsoft still follows the firm belief of its followers in linking employee ownership with employee motivation and retention. Critical to this is the link between individual performance and reward, with semiannual performance reviews linked to pay increases, bonus awards and stock options. The formal review system also includes more common evaluations by managers to ensure no unexpected deviations. The system also includes the process of employees evaluating themselves, these selfevaluations then being sent to the manager who does their own evaluation. The employee and manager then meet to discuss the review. Stock options awards are based on whether the employee is considered a longterm asset of the company and awarded on this basis. This is an important symbol of Microsofts commitment to retaining good employees. In Ideas That Will Shape the Future of Management Practice (Bohl, Luthans, Hodgetts & Slocum) human resources is described as being the way of the future with it being argued that they will see a more mature articulation of the importance of people as a firms only sustainable competitive advantage. The change is described as giving high reward for high performance with the focus on a partnership. Microsoft recognizes the importance of its people and this is reflected in the reward systems, in the sense that not only current achievements are rewarded but also rewarded are stocks to those employees that are seen as valuable future assets of the company. This can be seen as a prime example of the focus on a partnership that Microsoft aims to foster with its employees. Important to the reward system is also the fact that there are two reward paths available, one for those following the technical path and one for those following the management path. The skills of employees can be divided into three areas: conceptual skills, human skills and technical skills. Typically, conceptual skills become more required and technical skills less required as one moves up the corporate ladder. Microsoft is a company valuing technical skills, due to the nature of its product. In most organizations, employees with conceptual skills would be rewarded by moving up the corporate ladder, while those with technical skills would not advance. Microsoft, however, offers two advancement paths allowing those with technical skills to advance as technical experts, just as those with conceptual skills advance as managers. By having these two reward systems, Microsoft effectively communicates that both sets of skills are valued. This is also an

important sign of Microsofts consistency. They recruit people for technical ability and so not rewarding for it would be dissatisfying to employees.

GLOBAL BENEFITS: Everyone works differently and is motivated by different things. Thats why they offer competitive pay and a wide assortment of benefits to help employee make the most of their life at work and away from it. In exchange for a job well done, they reward employee well, invest in their health and financial future, and because employee are more than their job make sure employee have time to pursue their interests and passions away from the office. Even their products and technologies help employee balance work with their life away from work by making it easier to work remotely and manage their schedule. They understand that employee will enjoy work more and do a better job if employee also have a full, rewarding life. Compensation A competitive base salary Bonuses based on performance and achievements of objectives Employee Stock Purchase Plan

Health & Wellbeing Annual Physical Check-up Stay Fit Program

Insurance Group insurance for employees and dependents Travel insurance Personal accident insurance Mandatory national health insurance and labour insurance

Employee Recognition Stock Award Spot Award GM Award

Service Award

Allowance & Subsidy/Discount Holiday allowance for Mid-Autumn Moon Festival, Dragon Boat Festival & Chinese New Year Allowance for special occasions, such as marriage, maternity, and bereavement Social club funding Discounts on Microsoft products and software

Work & Life Balance Work From Home Policy Employee Assistance Program & confidential counseling

Paid Leave Twelve days of annual leave, and fifteen days each year after service of five years, plus one additional day for each additional year of service after the sixth service year; up to 30 days a year. Paid sick leave up to fifteen days a year Maternity leave up to ten weeks for female employees Paternity leave Volunteer leave up to three days each year

Fantastic Office Facilities Bi-weekly Happy Hour (tea breaks) for employees Free breakfast and beverages Private and comfortable nursery rooms Recreational and social areas

Employee Welfare Committee Benefits Year-end party Personal travel allowance Family days Movie days Discounts on massage service, shops and restaurants

Sports club activities

Career Development Internal & external training Mentoring Career path options & movements across professions Global career opportunities

CAREER DEVELOPMENT: The doors wide open A mentoring discussion over coffee. Whether employee choose a management role, dive deep into a technology, or explore multiple professions, employee will find everything employee need to drive their career at Microsoft. It goes beyond trainingalthough with over 2,000 courses available globally in classrooms or online, employee will have plenty of opportunities for that. They make sure employee and their manager dedicate time each year to discussing their career development, and employee can access their online career resources anytime. Plus, to give each other a hand in getting ahead, they are all encouraged to chooseor to bea mentor. More Than a Job: While a career at Microsoft will always be about working with smart people, taking on big challenges and defining the future of technology, it's also about enjoying their life. Their people really value the idea having a good life, both at work and away. Their culture, their benefits and their work style truly reflects this. Vibrant and Passionate Culture: The passion of their employees is at the very essence of who they are. The energy is totally infectious and the people around employee bring out the best in employee every day. The camaraderie at Microsoft is unique for a large company. Their Philosophy: An individual adventure Defined roles. Each of their jobs has clear requirements for success but lots of room to push boundaries and grow. Managers provide ongoing support, but ultimately employee are empowered to shape their personal experience and chart their own career path. Employee can go deep in an area of expertise, or move across functions or businesses to experience a breadth of opportunity.

Career path options. Employee dont have to be a manager to move up. Both individual contributor and management careers progress all the way through senior levels they highly value both. Movement across professions. They define desired results and consistently apply them for all professions available in their business groups. This makes it easy for employee to learn about each profession and identify and develop the skills employee will need if employee want to make a change. Their Career Guide: a clear way to manage their career Their Career Guide is a tool that describes careers across the company and provides visibility to those opportunities to help employee manage their career. The Career Guide helps employee understand the skills and capabilities that contribute to success in todays environment, and provides a variety of ways to develop both in role and for their future career. As part of their development, employee will have the option to engage in some 2,000 training programs taught by instructors from leading educational institutions and offered online, virtually, or in classrooms around the globe. Employee cant beat the level of investment they place on career development. Mentoring & Networking: Connections to help us grow At Microsoft they share knowledge, experiences, and resources to help each other achieve their career goals and grow both professionally and personally. Mentoring allows employee to learn from the experiences of professionals within and outside of their own area of expertise, and to build a network to help find opportunities that can promote their development. Mentoring is a great way to make a big company feel smaller and its opportunities more accessibleto each of us. Employee Resource Groups, Employee Networks and Employee social groups allow people with common interests or backgrounds to connect with each other. Do employee love pets, vegetarian cooking, or the environment? Do employee share a cultural background or special need with other employees? Chances are employee will find a network of people with similar interests and/or needs at Microsoft, and employee can connect with them as employee develop their career and lifestyle. Being a part of the Microsoft community is a rich, fulfilling experience.

MICROSOFT PERFORMANCE REVIEW FORM: Key Sections. Part 1. Performance Review and Planning A. Evaluate Performance against Objectives List each performance objective in priority order Beneath each performance objective summarize and rate results for this Review period Discuss specific reasons for the level of performance achieved on each objective, for example: Personal factors that helped or hindered performance Situational factors (e.g., resources, people, events) that helped or hindered performance Give constructive suggestions for how performance could be improved

B. Identify Performance Plan for Next Review Period List 5-7 specific, measurable performance objectives in priority order for the next Review period Identify keys to success for achieving each objective, for example: Resources, tools, or other kinds of support Training or development needs Performance objectives should be mutually agreed upon by employee and manager If employee are a manager, objectives should cover their contribution to their group or organization, as well as their individual contribution If employee are a senior manager, include steps employee are taking to understand and value diversity in their organization Part 2. Competency and Career Development At Microsoft, each employee is responsible for owning and driving his/her own development. The employees manager is responsible for providing appropriate mentoring and guidance. This section of the Performance Review process provides a framework for a useful employee-manager discussion. Ratings are not used in this part of the Review. A. Identify and Discuss Strengths and Weaknesses In this section, the employee should briefly evaluate his/her competencies: Strengths or personal assets (e.g., attributes, skills, knowledge, experience) that can be leveraged for career development

 Current weaknesses or personal liabilities (e.g., attributes, skills, knowledge, experience) that may limit career development The Microsoft Competencies can be very helpful in identifying and articulating strengths and weaknesses. B. Identify Development Plan for Next Review Period Identify 1-2 development objectives for the next Review periodstrengths to be leveraged, weaknesses to be addressed Identify keys to success for achieving each objective, for example: Resources, tools, or other kinds of support Training or personal development needs Information provided for each of the Microsoft Competencies can be helpful in developing objectives. C. Discuss Career Interests and Goals This section is for discussion only. Written comments are not required. In the Review meeting, it is important to have a brief discussion of the employees longer-term interests, goals, and concerns. This discussion could cover a variety of issues such as: things that are motivating or de-motivating to the employee about his/her job and working at Microsoft; perceived opportunities for learning, growth, and contribution; jobs or assignments of interest to the employee; support or assistance the manager can provide Part 3. General Comments A. Employee Comments: Feel free to comment on work assignment, the Review process, or the company as a whole. B. Reviewer Comments: Note any additional comments regarding employees accomplishments and/or performance trends. Both the reviewer and the employee were required to complete the review form which became the basis of at least two one-on-one feedback sessions. The on-line form was also linked to other resources and help such as Microsoft Success Factors/Competencies, Giving and Receiving Effective Feedback and Managing Employee Performance. Part 4. Overall Rating and Signatures Rating Definition

Rating 5.0

Definition Exceptional performance rarely achieved. Marked by precedent-setting results beyond the scope of the position. Demonstrates the highest standards of

performance excellence relative to individuals with comparable levels of responsibility. 4.5 Consistently exceeds all position requirements and expectations.

Accomplishments are highly valued and may be well beyond the scope of the position. Demonstrates higher standards of performance excellence relative to individuals with comparable levels of responsibility. 4.0 Consistently exceeds most position requirements and expectations.

Accomplishments are often noteworthy. Overall performance is consistently above levels of quality and quantity relative to individuals with comparable levels of responsibility. 3.5 Exceeds some position requirements and expectations. Successfully

accomplishes all objectives. Overall performance consistently matches levels of quality and quantity relative to individuals with comparable levels of responsibility. 3.0 Meets position requirements and expectations. objectives. Accomplishes most or all

Some aspects of overall performance may require additional

development or improvement to match levels of quality and quantity relative to individuals with comparable levels of responsibility. 2.5 Falls below performance standards and expectations of the job. Demonstrates one or more performance deficiencies that hinder acceptable performance relative to individuals with comparable levels of responsibility. 1.0-2.0 Does not meet minimum requirements in critical aspects of the job and has numerous performance deficiencies that prevent success at Microsoft. Employee Overall Rating (employees opinion of the overall rating): Reviewer Overall Rating _______________ Signatures MICROSOFT AT INDIA:

Microsoft Indias HR Approach Organizational capability & change Talent management Leadership Technical training for developers & software architects

Microsoft Indias HR Growth Model

Sound Infrastructure

Errorless implementation
Leading change

Career Management Microsoft India provides both vertical and lateral growth. Lateral growth through job rotation. Six business units have different business divisions where employees can make career. Research, Development, Testing, Consulting, Sales & Marketing, Technical support, Senior Employees behave as Mentors.

Flexible Work Timings It enables employees work according to their convenience Sense of responsibility and discipline Helps in building rapport Served as retention scheme for employees

Employee Retention at Microsoft India Global Technical Support Center (MSGTSC) MSGTSC located in Bangalore providing 24/7 services They conducted a questionnaire survey Details are collected to frame an Employee value proposition 8 needs in Employee value proposition Working with technology everyday Caring for every employee Working in an energizing environment People friendly benefits Building careers in life Recognizing great work Enjoying each day Making a difference globally Launched Employee and Microsoft, Living the Experience together! Performance Appraisal & Compensation System Brummell changed the performance review system called as forced curve system introduced in early 1980s. In this system numbers of employees rated with best ranking were limited. While bringing changes in forced curve system she faced opposition from Ballmer the CEO proving the concept of David (2003) people resist to change. Brummell was partially able to cope with situation by modifying the system however she was not fully successful to make system according to employees suggestions. She also reinstated the stock option to previous position of 15% discount, resulting in boasting employee morale. Brummell asked the employees for there need and areas where they want change followed the concept of Maslow (1934) regarding employees needs. She implemented the change in same manner which was proposed by Levin and Gottlieb (2009). Higher compensation is now given based on Skills, Experience of candidates. Benefits The company offers Savings Plus 401(k) plan, Employee Stock Purchase Plan (ESPP), paid maternity and paternity leave, tuition reimbursement, annual bonuses, etc. The companys culture is also an important HR factor as it refers to employee motivation, development and quality of work. Employee benefits were standardized. Flexible Benefits in India. At

Microsoft India they understand that each employee has unique benefit needs and to meet that

they offer flexible benefits. Flexible benefits puts the control in their hands to choose the mix of benefits that best suit employee and their family. They make the benefits fit employee instead of just offering a standard set of benefits. Heres a birds-eye view. Health and Wellness They provide comprehensive and flexible healthcare coverage for employee and their eligible dependents. Plus they offer dental and vision coverage, on-site health screenings, reimbursement of health club memberships, access to medical facilities on campus as well as office ergonomics resources and tools. Family and parenting Their family will enjoy a wide range of benefits, including maternity leave, paid time off for new moms and dads, and reimbursement of crche fees. Investing They provide an employee stock purchase program that allows employees to purchase shares of Microsoft stock at a discount. Giving together They love giving to their communities and to causes that their employees care most about. They match the money employee contribute to eligible charities or educational institutions up to Rs 50,000 per employee per year. It's just another way that Microsoft employees are making a difference! Learning and development They encourage constant learning so employee can stay sharp. Engage in any of over 2,000 internal training programs that are offered online, virtually, or in classrooms around the globe. Employee cant beat the level of investment they place on career development. Womens Empowerment Special recruitment drives to raise the female to male ratio in the workforce. One-India womens conference conducted annually. Microsoft Corporation is in the list of 100 best companies for working women for eight consecutive years till 2010. Work-Life Balance

 In 2007 launched a program called Bring their child to work. Initiated as a family-friend HR policy. 500 children across the country participated. HR Metrics Followed by Microsoft India Organization health Staffing Talent management Diversity Manager capability Learning & development Leadership development Rewards Community Work by Employees Microsoft India earmarked one of the months in a year for employees to work for social cause of their choice. In 2000, MSIDC started a culture of contribution in which employees donated money to social service organization. CSR ACTIVITY OF MICROSOFT Their commitment to citizenship is brought to life by the work they do in serving communities, championing the growth of their people, and meeting their commitment to responsible business policies and practices. Steve Ballmer This past year they took the first bold steps in their transformation to a devices and services company. In July 2013, they declared that Microsofts focus will be to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most. Fiscal Year 2013 was a pivotal year for Microsoft and that was reflected in their citizenship work. This report describes that work and shares their vision for what lies ahead. Published at the same time as their annual financial report, it provides a full accounting of their citizenship priorities and performance. Report Highlights:

 Their 30th employee giving campaign, in which the company matches employee financial and volunteer contributions. In Fiscal Year 2013, Microsoft and its employees gave more than $100 million to over 18,000 nonprofits worldwide, and surpassed $1 billion of total contributions since their first campaign in 1983. The launch of Microsoft YouthSpark, a global initiative to connect hundreds of millions of youth with opportunities for education, employment and entrepreneurship. In its first year, YouthSpark empowered more than 100 million youth in over 100 countries. Through Technology for Good, they donated $795 million in software to more than 70,000 nonprofits. They also developed a program to donate Office 365 to nonprofits in 41 countries and help them better serve their communities. To address climate change, they met their goal of carbon neutrality by establishing an internal carbon fee to guide responsible choices and practices that help us minimize their environmental footprint. They enhanced their transparency practices by releasing their first report of law enforcement requests for Microsoft account user data. This report detailed the number of data requests they received from official legal entities, the number of requests they granted, and the rigor of their review process for each request.