HUMAN RESOURCE MANAGEMENT

ASSIGNMENT: 1

CASE STUDY: RAYMOND, MICROSOFT

SUBMITTED BY:
ANUSHKA NARAYAN
B. F.TECH
SEMESTER: 6
 HUMAN RESOURCE MANAGEMENT

DEFINITION
HRM is a series of integrated decisions that form the employment relationships; their quality
contributes to the ability of the organizations and the employees to achieve their objectives.
HRM is concerned with the people dimensions in management. Since every
organization is made up of people, acquiring their services, developing their skills, motivating
them to higher levels of performance and ensuring that they
continue to maintain their commitment to the organization are essential toachieving
organizational objectives. This is true, regardless of the type of the organization –
government, business, education, health, recreational, or social action.

HR Activities
Human resources (HR) professionals conduct a wide variety of tasks within an organizational
structure. A brief review of the core functions of human resource departments will be useful
in framing the more common activities a human resource professional will conduct. The core
functions can be summarized as:
Staffing
This includes the activities of hiring new full-time or part-time employees, hiring contractors,
and terminating employee contracts
Staffing activities include:
 Identifying and fulfilling talent needs (through recruitment, primarily)
 Utilizing various recruitment technologies to acquire a high volume of applicants (and
to filter based on experience)
 Terminating contracts when necessary
 Maintaining ethical hiring practices and aligning with the regulatory environment
  Writing employee contracts and negotiating salary and benefits
Development
On-boarding new employees and providing resources for continued development is a key
investment for organizations, and HR is charged with maintaining a developmental approach
to existing human resources.
Development activities include:
 Training and preparing new employees for their role
 Providing training opportunities (internal training, educational programs,
conferences, etc.) to keep employees up to date in their respective fields
 Preparing management prospects and providing feedback to employees and
managers
Compensation
Salary and benefits are also within the scope of human resource management. This includes
identifying appropriate compensation based on role, performance, and legal requirements.
Compensation activities include:
 Setting compensation levels to match the market, using benchmarks such as industry
standards for a given job function
 Negotiating group health insurance rates, retirement plans, and other benefits with
third party providers
 Discussing raises and other compensation increases and/or decreases with employees
in the organization
 Ensuring compliance with legal and cultural expectations when it comes to employee
compensation
Safety and Health
Achieving best practices in various industries include careful considering of safety and health
concerns for employees.
Safety and health activities include:
 Ensuring compliance with legal requirements based on job function for safety
measures (i.e. hard hats in construction, available counseling for law enforcement,
appropriate safety equipment for chemists, etc.)
 Implementing new safety measures when laws change in a given industry
 Discussing safety and compliance with relevant government departments
 Discussing safety and compliance with unions
Employee and Labor Relations
Defending employee rights, coordinating with unions, and mediating disagreements between
the organization and its human resources is also a core HR function.
Employee and labor relations activities include:
 Mediating disagreements between employees and employers
 Mediating disagreements between employees and other employees
 Considering claims of harassment and other workplace abuses
 Discussing employee rights with unions, management, and stakeholders
 Acting as the voice of the organization and/or the voice of the employees during any
broader organizational issues pertaining to employee welfare

HUMAN RESOURCE CHALLENGES

Compliance with Laws and Regulation

Keeping up with changing employment laws is a struggle for business owners. Many choose
to ignore employment laws, believing they don’t apply to their business. But doing so could
mean audits, lawsuits, and possibly even the demise of your company.
Solution:
No matter how large or small your business, it’s important to make sure you’re in compliance
with local, state, and federal labor laws. There are regulations on everything from hiring
practices, to wage payment, to workplace safety. Take a few minutes to read through the U.S.
Department of Labor’s Employment Law Guide.
Management Changes
As a business grows, its strategies, structure, and internal processes grow with it. Some
employees have a hard time coping with these changes. A lot of companies experience
decreased productivity and morale during periods of change.
Solution:
Business owners should focus on communicating the benefits of the change for everyone.
Regular staff meetings are a good place to start. When your team understands the why, how,
and when of the change, they’ll be more likely to get on board.
Leadership Development
A recent study showed more than a third of companies are doing an average job, at best,
at implementing leadership development programs. Thirty-six percent of companies
surveyed in Brandon Hall Group’s State of Leadership Development Study admitted that their
leadership development practices are below average.
Solution:
Leadership development is critical in keeping your management team engaged and
motivated, and prepares them to take on more responsibilities in the future. Make it part of
the culture. Create opportunities for them to use their strengths every day. Accomplishing
goals will motivate them and give them a chance to develop their skills.
Workforce Training and Development
Investing in the training and development of lower-level employees is another common HR
problem. Some businesses have trouble finding the resources to do so. Employees on the
front lines are some of your hardest workers, and may not have the time to take a training
course.
Solution:
Training and development doesn’t have to take a lot of time or money. Recruit managers and
senior leadership in mentoring their subordinate employees. You could also provide online
training courses so people can go at their own pace. Invest in your workforce and you will
have a loyal, productive team.
Adapting to Innovation
Technology is constantly changing. Businesses must be quick to adapt, or risk being left in the
dust by their competitors. The challenge for small business owners is getting employees to
embrace innovation and learn new technology.
Solution:
Communication is critical. With any change, make sure your team understands the why,
when, and how. Set clear goals for the adoption of initiatives, and provide employees with
the training they need to get comfortable with it.
Compensation
Many companies are struggling with how best to structure employee compensation. Small
businesses have to compete not only with businesses of a similar size, but also with
corporations with big payroll budgets. Plus, you have to factor in the cost of benefits, training,
taxes, and other expenses, which can range from 1.5 to 3 times the employee’s salary.
Solution:
Even though salary is important, it isn’t always the most important factor for job candidates.
Creating a system to reward employees for excellent performance is one way to make up for
a lower salary. In addition, consider offering incentive programs such as profit sharing or
bonuses, which can be a win-win for the employee and the company.
Understanding Benefits Packages
The Affordable Care Act has been a pain point for many small businesses in the past few years.
Rising healthcare costs mean companies must either pass these costs on to employees, or
take a hit to their bottom line. Since good benefits packages can be a deciding factor for
potential hires, understanding them is key.
Solution:
For small business with fewer than 50 employees, there are many options for offering
healthcare benefits. One option is purchasing a plan through the Small Business Health
Options Program (SHOP) marketplace. Doing this gives you the opportunity to take a tax
credit, which can help offset costs.
And don’t forget about benefits such as:
 Unlimited vacation time
 Flex time
 Free snacks
 Wellness programs
 Commuter benefits
 HR TRENDS
Using people analytics for decision making
Big data analysis has wide-reaching potential that can be applied to any sector of an
organization. In HR, utilizing a data-driven approach to people analytics allows employers to
discover valuable insights on employee performance and satisfaction and what influences
their productivity and motivation.
With HR tech solutions, HR departments are equipped with a wealth of information that is
available at their fingertips, including recruitment data, employee statistics, and performance
KPIs. In the years to come, companies will apply this valuable intel into making smarter
decisions for their organizations, from less biased hiring decisions to better support for their
current employees.
Improving the job applicant experience
If recruiting new hires to your organization is a complicated and lengthy experience, you will
continue to miss out on bringing incredible talent to your teams. Making the recruitment
process streamlined and efficient for both your HR department and your applicants is critical
to landing the best people for the job.
In the new year and beyond, HR pros will implement HR solutions to simplify and speed up
their administrative processes, from applicant tracking to application communication,
through automation, thus reducing recruitment timelines significantly. Talent and
recruitment pros will then be freed up to spend more time on improving the interview
experience for candidates and increasing the odds of finding the right organizational fits.
Focusing on employer branding
In today’s competitive labour market, persuading talent to join your organization is a
challenge. To hire stars for your team, your company needs to boast a five star reputation.
In 2020, organizations will continue to take stock of their employer brand by considering what
it is that sets them apart as employers and how they market themselves as a unique
workplace. Whether it’s a commitment to corporate social responsibility or offering flexible
work benefits programs, companies that have identifiable qualities when it comes to their
value propositions to employees will succeed in attracting new talent and sustaining current
talent.
The end goal is to be a company that your people will be advocates of, whether by promoting
your work environment on Glassdoor or recommending your job vacancies to their
professional networks. By providing value to employees, a positive company image will come
naturally.
Cultivating authentic workplace cultures
With stories of workplace harassment and toxic office environments dominating the news
cycles in recent years, addressing unhealthy corporate cultures will be a core focus for 2020.
Organizations will put their focus on evaluating their values and fostering healthy employee
experiences, from enforcing policies on workplace conduct to honouring their people’s need
for a balanced work-life schedule. With workers advocating for their right to safe and
respectable work environments, the value of transparency in communication and having trust
in one’s people is non-negotiable.
Upskilling to invest in team and business growth
As the workplace continues to evolve with new technologies and new innovations, the
workforce is feeling the pressure to keep up with the rapid changes and the expectations that
follow. Organizations will do well to ensure their people have the skills needed for the future
of work by investing in upskilling.
By helping employees further strengthen their core skills and gain in-demand skills related to
their roles, along with connecting them with opportunities to build their leadership skills,
companies will help train their people to become specialists, managers, and leaders within
their teams. Prioritizing learning and development serves benefits for both the professional
growth of your people and the business growth of your organization.
Providing holistic health benefits
Work-related stress impacts the overall engagement and well-being of your employees. In
2020 and beyond, organizations will build stress-reduction activities into their employee
wellness programming by focusing on holistic health benefits.
Holistic benefits plans and programs will be constructed to address all aspects of health and
wellness care, from mind and body components and extending to include financial wellness
and personal coaching. Companies that take on this responsibility for their people will see the
benefits upon employee recruitment, retention, and productivity.
Establishing work-life balance as the norm
People are working more than ever and are seeing a blend of work and life in place of the
supposed work-life balance. Whereas this balance is seen as an aspiration to have, having a
clear distinction between these spheres should be a given.
With burnout being recognized as an occupational phenomenon in 2019, employers in 2020
will strive to establish healthy boundaries for their employees. From solidifying policies
around work hours and conducting more frequent one-on-one check-ins with management,
organizations will do the work to prevent the negative consequences of burning out at work.
Offering flexible workspaces
Flexibility at work has been a core theme of the past year, with flexible workspaces gaining in
necessity for organization.
Allowing people the opportunity to tailor and customize their work environments to best suit
their working preferences helps to improve employee productivity. In 2020, we will see that
the modern office has evolved beyond a physical place to become a function that could be
carried out from anywhere. This will challenge employers to reconsider adjustments to their
company policies around flexible work options, from offering work-from-home days to being
open to hiring remote workers.
Embracing leadership from Millennials and Gen Z
By the end of the 2010s, the workforce saw Millennials taking the reins in management and
leadership seats and Gen Z entering the workforce in droves. As it stands, we are witnessing
one of the largest and most profound generational shifts to occur in the workplace.
Whereas older generations were apprehensive about the challenges this digital-savvy and
independent cohort brings to work, 2020 will see companies embrace the opportunities
Millennials and Gen Z will bring to modernize their workforces. With their ideals of diversity,
equality, innovation, and care, these new generations will shape how organizations will
function and strategize for decades to come as leaders, managers, and team members.
Taking a stand with their people
Social responsibility will be on the corporate agenda in the new decade. Socially conscious
employees will expect and demand their companies to take a stand on issues of importance,
from gender and racial equality, to mental health and the environment.
For example, with the climate strikes as a hot topic in 2019, there is a growing interest in
topics related to environmental change and sustainability. In the workplace, employees are
increasingly expecting their employers to implement eco-friendly practices into their
company culture, or to at least support their values. Organizations that value purpose and
demonstrate their commitment by using their voice and taking a stand with their people, will
find success in 2020 and beyond.
 RAYMOND HR PRACTICES

ABOUT THE COMPANY

Raymond Group is an Indian branded fabric and fashion retailer, incorporated in 1925. It
produces suiting fabric, with a capacity of producing 31 million meters of wool and wool-
blended fabrics. The group owns apparel brands like Raymond, Raymond Premium Apparel,
Park Avenue, Park Avenue Woman ColorPlus & Parx.
All the brands are retailed through 'The Raymond Shop' (TRS), with a network of over 700
retail shops spread across India and overseas, in over 200 cities.
A CHAIN IS ONLY AS STRONG AS ITS WEAKEST LINK
Craftsmanship, teamwork and professionalism have come together at Raymond to weave
tales of the finest Fabrics for over 80 years. Today, it has gained its market leadership position
primarily on the strength of its vast talent pool.
The company has always emphasized on the continuous and consistent upgradation of
manpower in order to fully embrace the rapid changes in the textile industry. It has always
fostered a growth-oriented environment enabling all its employees to fully realize their
potential.
MANPOWER RESOURCING
Internal Resourcing
The company first scouts for talent within the organization to provide growth opportunities
to its employees. This is done by notifying vacancies internally. This practice helps in
managerial cross-functional exposure for career development and learning.
Talent from Campus
Raymond recruits young textile engineering graduates, textile technologists, chartered
accountants, fashion technologists and MBA's only from some of India's leading Institutes.
They are then rigorously trained for a period of one year, during which they are placed across
different departments, before being finally placed in their area of specialization. The objective
of the programme is to gauge the recruit's area of expertise and then train them to
independently shoulder their responsibilities. A Mentoring programme for new inductees in
the organization enables them to adapt themselves to the organization.
EMPLOYEE EMPOWERMENT
Raymond launches ‘Shakti’
Shakti is a mythological character that
embodies the active feminine energy of
Shiva and is regarded as the great divine
mother, Narayan explains the purpose of
Shakti and how it has helped them
create powerful women leaders.
Raymond Shakti is an initiative that
offers new paths towards personal
development and a fulfilling career. This
intervention focusses on creating self-
leadership among women. The initiative
is designed with a 40 hr cutting edge self-
leadership series, spread over 10 sessions. Each session represents a form of Shakti through
multi-coloured lives and multi-faced success stories of women who have created an impact
in the world, despite personal and professional odds.
“We believe that every woman has infinite energy (Shakti), and through an innovative
programme called ‘Shakti’, we inspire them to manifest the same. The dual objective of
‘Shakti’ is to create powerful women leaders and develop men leaders to use that feminine
energy,” narrates Narayan.
Narayan hits the bull’s eye when he points that the problem with diversity at work is a result
of women leaders hitting a glass ceiling. In the corporate hierarchy, many women hold
positions till the GM level but above that the numbers diminish rapidly.

K Narayan- PRESIDENT HR
“WE BELIEVE THAT EVERY WOMAN HAS INFINITE ENERGY (SHAKTI), AND THROUGH AN
INNOVATIVE PROGRAMME CALLED ‘SHAKTI’, WE INSPIRE THEM TO MANIFEST THE SAME. THE
DUAL OBJECTIVE OF ‘SHAKTI’ IS TO CREATE POWERFUL WOMEN LEADERS AND DEVELOP MEN
LEADERS TO USE THAT FEMININE ENERGY”
‘Shakti’, which is now in its third month, promises to inspire more than 150 leaders through
powerful sessions. Different forms of ‘Shakti’ or the energy possessed by Durga, are tapped
and focussed on each month. The purpose of this nine-month programme is to develop the
same energies (one character each month) in each of the women in the workforce.
‘Shakti’s’ success depends upon the mindset of the men in the organisation. “We are
sensitising the men to deal with biases and understand women better. Though it is too early
to talk about the outcome, discussions with senior management teams are helping us identify
and reform biased attitudes— from hiring and promotion to giving them importance in
meetings. This, along with feedback from women is helping us create a circle of action,”
enthuses Narayan.

Employee Engagement
Raymond believes that employee involvement is the key to continuous improvement, sound
decision-making and developing an open and transparent organization. Open forums provide
opportunities to employees to share their views regarding people policies. This ensures a
foundation of people centric policies. An online HR Manual brings transparency in HR
processes. Latent creativity among organizational members is tapped through initiatives like
Kaizen, Quality Circles and Suggestion Schemes in units.
The Raymond Interchange, a think-tank of the Co's top management group, is an on-going
initiative which harnesses the collective views on business strategy and is one of the drivers
of employee involvement. Usage of the internal branding concept throughout the Group also
plays an important role in driving employee involvement.
New Raymond
Directly relating employee engagement to business outcome, the new Raymond has seen
phenomenal growth. It has looked at key business deliverables and based its engagement
initiatives around that. Based on an extensive survey of employee feedback, new polices were
formulated to transform the culture and in the last five years the market cap has trebled.
There is enough objective proof that employee-engagement initiatives have helped improve
performances and that has taken the growth curve upward.
EMERGING LEADERS PROGRAM
The Company is persevering to create a talent pipeline for functions and business to disrupt
its processes. “We are looking at creating a pool of 20–25 young leaders over the two to three
years. There is a robust selection process in place for it with a three-fold approach of three
Es— education, experience and exposure,” explains Narayan.
Raymond has curated a separate offering to create functional and business leaders through
learning programmes at Cambridge University, stints outside the industry, and association
with NGOs to create holistic leaders. The programme is divided into phases. The first nine-
month phase is over and now the second phase is on. The Company has tied up with Cornell
University, and sent a cohort of 20–25 people for a field immersion to understand different
markets and the latest developments in the retail and digital spaces.
One of the most empowered organizations in terms of decision making down the line.
EMPLOYEE BENEFITS
Wherever Raymond has created industry and employment, it has also provided educational,
housing, recreational and spiritual support systems for its people. Employees' children have
the facility to enroll themselves in the schools run by the J.K. Trust, at 50% of the fees. In many
cases, children's education is absolutely free. From subsidised transport facilities or
availability of Raymond products at concessional rates to its employees; the company always
strives to make employees feel a part of the large Raymond family. A 401(k) plan allows both
employer and employees to contribute toward retirement while reducing the current tax
burden of both. Because employees are actively involved as participants, 401(k) plans
typically have a high visibility level in terms of the employee’s perception of the benefit being
provided by the employer.
BENEFITS:
 Medical and Rx Plan options including a Consumer Driven Health Plan with Health
Savings Account
 Wellness Support
 Dental and Vision Plan options
 Employee Assistance Program (EAP)
 Flexible Spending Accounts (FSA) for medical and dependent care
 Life Insurance and AD&D, and the option to purchase additional life/AD&D insurance
on a voluntary basis
 Short-Term and Long-Term Disability
 Comprehensive 401(k) retirement plan
 Profit Sharing Plan based on annual profitability
 Long-Term Care Insurance
 Vacation, Sick, Personal & Volunteer Time
 Company Paid Holidays
 Tuition Aid Program
 MICROSOFT

Microsoft is known for being one of the ideal places for working. The organization has won
various awards for its commitment towards diversity, flexibility within working arrangements
and innovations. Microsoft has always been a market leader in the context of its revenue. The
company has been able to generate average annual revenue of $15 billion, while having a
total of 80,000 employees in its workforce across the world (Bloomberg, 2019b). Such
statistics make the company one of the biggest and best technology firms of the world.
It has been inferred in this human resources management in microsoft employees of the
company have the access to most of the existing resources, from periodical libraries, to source
code libraries and intranet to research laboratories. The work of the manpower of Microsoft
is considered to be on technology’s cutting-edge and personally challenging. According to the
belief of the company, the employees are provided with whatever technologies and tools they
require for the achievement of the best possible outcomes; and the employees of the
company are expected for creating entertainment and software products which can
potentially be sold for millions of copies across the globe. At most of the locations, the office
campuses of the company are known for being the benchmark of technological hubs, with
forested trails, fir trees, basketball courts, shuttle buses, and even snow-capped mountain
vistas for the employees to use.
It is observed in this human resources management in microsoft primary recognition of the
employees of Microsoft is known as an intellectual fuel and the workers are provided with
numerous beneficial resources and plans. Such aspects have been designed for retaining the
employees. The Chief of Human Resource of the organization, who joined in 2005, began
reshaping the HR strategies of the company for making their more customized and innovative
for individual employee requirements. As a Human Resource perspective, the primary
emphasis was project the company as one that is driven by its employees. As a business
organization, the company offers a high amount of flexibility to its employees and workers in
the form of flexible benefit plans and flexible working arrangements. These practices of the
company have widely been considered as one of the best employer and HR practices by
companies and employers.
HUMAN RESOURCE STRATEGY
According to this human resources management in microsoft performance cultural model has
been adopted by the Microsoft Corporation as the best approach for driving its success. All
the important human metrics have been measured and categorised in accordance with the
growth pyramid. The amount of investment made by the company in the internal and external
surveys is quite substantial can put raise the company in the form of a leader in this context
across the whole industry. In the contemporary times of organisational restructuring and
reception, human resource is expected by businesses for understanding and manpower needs
of the organisation, helping in the development of strategic plans in the context of the
employees, identification of issues and problems related to talent before the business of the
organisation is impacted by them and very importantly, identification of new and emerging
business strategies. At the Microsoft Corporation, the Human Resource Department is made
responsible and accountable for the maximization of the value of its manpower asset for
driving the success of the organisation. The core functions of human resource managers, and
the practices and procedures of the same have been divided among the structures of the
vertical tower for making sure that the flow of information is easier and transparent. The
functions which irrelevantly independent also help the business needs of Microsoft to be
more closely measured and aligned from the perspective of a functional unit. The
management of Microsoft often refers its organizational cultural as facilitative. The company
has made significant amount of investment towards the development of its workers and
employees and provides high amount of support for the optimum career growth of its
workforce.

RECRUITMENT & SELECTION

Recruitment policy of Microsoft is dependent upon its belief of hiring the right people greater
important than hiring only for filling job positions. As the company expanded, entertaining its
old and basic principles however had to bring a few changes in its methods when the number
of employees required within the organisation could not be source from colleges and
universities only. Practices of recruitment of the company continue to remain active instead
of being passive. The company believes in head hunting the best level of staff. More than 300
recruiting experts help in finding, monitoring and recruiting search staff from other
organisations. The right type of people is preferred over the right type of level of skill during
recruitment of employees within the company.

EMPLOYEE SATISFACTION
Microsoft attempts at catering the requirements of its workers and employees by recognising
the fact that majority of them are comprised of fresh college graduates. This is the reason
why Microsoft sets up its offices in the form of campuses instead of just parking space and
work space. The environment that is provided by Microsoft includes every individual
employee having the freedom of decorating their workspace according to their will. Microsoft
has been providing its employees with employee satisfaction by the means of giving them the
opportunity for development and growth. Employee satisfaction as afforded by the company
by the means of encouragement of horizontal transfers and encouragement of the employees
for developing themselves by changing jobs. The top level management of the company is
required for coaching the lower level of management and helping them in their development
and learning. Such practices have been designed by the company for increasing the
satisfaction and commitment of the employees towards the company, while maintaining the
same level of spirit which was present when the organisation was born. Three aspects of tasks
which impact the level of job satisfaction of an organisation are the tasks perceived value,
physical strain degree and job complexity. Such aspects are managed by Microsoft by making
sure that the perceived value of the tasks remains high and by providing high complexity to
the high achievers. The communication of such high value takes place within the organisation
by the means of culture which has been maintained by the company since a very long time.
Microsoft is one of the biggest tech companies in the world and it offers some of the best
employee benefits in the industry. Employees are given every coverage that ensures their
financial, personal, and professional wellbeing. Some of the most-known benefits at
Microsoft include the following:
 An excellent medical insurance plan that includes Dental and Vision coverage.
Microsoft pays the full premiums for the medical plan.
 The company gives a 50% 401 (k) match. All contributions are 100% vested right from
the start.
 15 days of paid vacation, 10 paid sick days, 10 paid holidays, and 2 paid personal days.
 20 weeks of fully paid maternity and 12 weeks of fully paid paternity leave.
 Employees get 4 paid weeks off for looking after a dependent with a serious illness.
 Microsoft gives Employee discounts on its products.
 You can buy company shares at a 10% discount.
The company has an excellent self-contained Campus. Workers at Microsoft’s corporate
headquarters in Redmond, Washington, work on a modern campus surrounded by gardens
and wooded walkways. They can walk or jog along these paths during a break or before
work. The campus is beautiful. It features waterfalls, lakes, evergreens, and many outdoor
seating areas. Employees can use an on-site baseball field, soccer field, tennis court or
outdoor workout area. There is a treehouse office space that any worker can use.
A mall named the Commons sits in the middle of the campus. It provides shopping and dining
options, a bank branch and a post office for all Microsoft employees. The campus also has
gyms, showers, nap rooms, game rooms and several places to eat.
An on-site bus takes workers from one building to another. There is also a visitors’ center on
the campus. Members of the public can learn about Microsoft and purchase Microsoft
products here.
Employees also have on-sight medical services. There are two clinics; one is on the Redmond
campus. The other is in California. The full-service health center provides urgent care, physical
therapy and prescriptions for all workers. It has physicians, nurse practitioners, nurses,
pharmacists and chiropractors on staff.

Microsoft’s Employee Benefits

Employee
Description
Benefits

Health Insurance Industry-leading health care coverage for employees, with no

monthly pay check deductions.

Wellness The company will reimburse employees up to $800 per year for
Programs wellness-related expenses.

24-Hour Nurse 24-Hour Nurse Line helps employees make health care decisions,
Line anytime and anywhere.

On-site Medical Medical centres are available on certain campuses.

Centres

Employee Individual or family counselling, stress relief, and parental and

Assistance educational support, and referrals.
Program

401(k) Plan Microsoft will match 50% of employee contributions.

Employee Stock Employees receive 10% off company stocks through this program.
Purchase Plan

Financial Planning Resources to help employees plan for their financial future.

Social Clubs Microsoft encourages employee engagement through social clubs.

Commuter Microsoft provides Wi-Fi enabled Connector coaches and shuttles,

Assistance on-campus shuttles, subsidized transit passes, and electric vehicle
charging stations.
 Employee
Description
Benefits

Paid Time Off Employees receive 15 paid vacation days, 10 paid sick-leave days,
10 paid U.S. holidays, plus two personal days every year.

Parental Leave 20 weeks of paid time away for birth mothers and 12 weeks of fully
paid parental leave for all other new parents, including adoptions
and foster placements.

Caregiver Leave Take four weeks of fully paid leave to care for an immediate family
member with a serious health condition.

Childcare benefits Employees receive discounts on childcare services.

Tuition Assistance For employees studying a course related to the Microsoft business.

Donation Microsoft will 100% match employee contributions to non-for-

Matching profit organisations.

Microsoft Help with Student Loans

Microsoft offers a Student Loan Refinancing Program. Employees can manage their student
loans by refinancing and consolidating private and federal student loans through the
program. Microsoft offers this benefit through a partnership with SoFi financial services
company.
Microsoft also offers tuition reimbursement for courses related to your career at the
company.
The student loan crisis has led to great financial stress for many workers. Corporations can
implement the benefit efficiently through FutureFuel. It is a platform that helps both
employers and employees. Employers can create their accounts and contribute to employees’
student loans. Employees, on the other hand, can also sign up for an account through which
they can manage their debts.
Microsoft’s Employee Benefits Change for Different Jobs
All Microsoft employees get the same comprehensive benefits package. The benefits package
includes health, vision, dental, retirement plans, and tuition reimbursement.
Workers at the Redmond campus get extra perks that include:
 Free pantries stocked with sodas, coffee, teas, cookies, and snacks.
 Free lunches.
 High-end cell phones, laptops, and tablets.
 Dozens of dining and shopping options at the Commons.
 An on-site gym with showers.
 Game rooms where workers can play chess, pool, video games or ping-pong.
 Choice of quiet rooms or shared, open workspaces.
 Free Microsoft tees and hats.