Microsoft's Best Practice Model

Modified: 13th Sep 2017
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By analysing Microsoft, it can easily be said that they follow the `Best practice model’. Best practice is identified as the best way of approaching the management in the most effective way. The most important and common practices used by the best practice model are selection, rewards, training and development (Gunnigle, Heraty and Morley, 2011). Enrolment is the procedure by which associations find and draw in people to fill work opportunities. Most associations have a proceeding with need to enrol new workers to supplant the individuals who leave or are elevated keeping in mind the end goal to secure new aptitudes and advance hierarchical development. Enrolment takes after HR arranging and runs as an inseparable unit with determination prepare by which associations assess the reasonableness of hopefuls. With fruitful enlisting to make a sizeable pool of competitors, even the most exact choice framework is of little utilize. Specialized capacity in the dominant part of their contracts is not the most critical, though prepare capacity and responsibility are which again is a sign of best practice. The substance of the best practice is that this one model will support upper hand (Marchington & Grugulis, 2000). Microsoft thrives on its selection process which is based on hiring the most intelligent people where they give priority on intelligence over experience. From the early days, Microsoft hires fresh graduates straight out of universities for which they have a system in place e.g. job fairs in almost every part of the world. What the recruitment staff did was that they use to go the best universities like the Yale, MIT and Stanford to search and hunt for the best students which will later help the organisation in achieving its goals and become an asset.  The system they had in place was new and better than the usual interview instead they made the recruits go through an exercise based on testing their skills, thought process and giving them situations problems to solve, which in a way brought out the best from them whether they can with stand the pressure. The importance of hiring the right people is also show in Microsoft’s ‘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. This practice is alluded to as ‘Focused determination’ where the emphasis is on procuring ‘remarkable individuals’ (Pfeffer, 1998).

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In terms of change a new policy should be brought in where people from any back ground can register online with a new idea or a product and can be given a date where they can come to Microsoft, a present their idea in the form of a presentation or business proposal. If the idea attracts the management, the recruiters can then offer them a temporary role which will lead to a permanent place in company.


The business system of the ICRC is one of a philanthropic sort, in this manner their fundamental point is to help individuals when a fiasco happens. In this way, the HR arrangement to contract staff and redeploy them as fast as would be prudent. Choices are taken at top level of an extremely despotic Association. The choices depend on the key arrangement of the Association. This model is a Best Fit model; supporters of best fit approach trust that if human asset strategies of any associations are adjusted to business technique, superior work practices will be accomplished. Where vertical fit works from top level to base and HR objectives fit the general technique of the Association to look for upper hand.

ICRC has experienced critical changes which have prompted to a change in numerous HR hones. This has been coordinated by the key arrangement and the move from a National based Association to one more globalized. This has permitted ICRC to move towards a more representative based model, which concentrates on in addition to other things preparing and long haul work objectives. ICRC does not have an organized execution examination framework or a profession advancement way for staff. Staff has talks toward the finish of their central goal. Planning for key parts and administrators is something that the Association ought to consider. There is an unmistakable vibe that discovering representatives and conveying them as quickly as time permits is the fundamental objective. This structure is bad for an Association, as arrangement ahead of time and anticipating future work needs are a superior option. The test of absence of support is additionally highlighted as a test for ICRC. Workers are required to wind up distinctly self-ruling as snappy as would be prudent. Once the underlying preparing has been finished there is by all accounts little else offered and as far as further advancement. Improvement of individuals is a rousing variable and something that representative’s need, which likewise prompts to acknowledgment.


Bratton, J. and Gold, J. (2007) Human Resource Management: Theory and Practice, 4 thed. Basingstoke: Palgrave McMillan.

P Gunnigle, N. H. &. M. M., 2011. Human Resource Management in Ireland. 4th ed. Dublin: Gill and McMillan.

Patrick Gunnigle, N. H. M. J. M., 2011. Strategy, Performance and Human Resource Managment. In: Human Resource Management in Ireland. Dublin: Gill & Macmillan, pp. 46-75.

Armstrong, M. (1987) A Case of the Emperor’s New Clothes. Personnel Management, 19(8): 30-­35.


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