1. Global Diversity & Inclusion at Microsoft
“By providing access to technology, Microsoft strives to help all people realize their potential. This means that diversity and inclusion are not just words on paper for us; they are core values and business imperatives. We promote diversity at every level within our organization and strive for inclusiveness in everything we do.
We believe that employing the world’s top talent from all groups within our communities—from many backgrounds and with varied experiences helps us to better serve our customers and gives us a competitive advantage in the global marketplace.”                                                                                                                                                                                     Steven A. Ballmer, CEO

2. Microsoft’s Diversity Journey
Agenda
Microsoft’s Diversity Journey
Overview
The business rationale
Global market trends
Global Diversity & Inclusion Strategic Priorities
Observations
The Israel Story
Questions/Comments

3. Overview Historic Trends: Early findings: Results have been to:
Lacked clear, cohesive D&I strategy
Disparate efforts
Lacked business rationale and alignment
Needed more solid GD&I expertise
Data gathering & analysis required
Develop cohesive global strategy linked to Microsoft business & vision
Strengthen global perspective and integration
Enhance leadership engagement
Improve quality and accuracy of Diversity data globally
Increase portfolio of D&I learning
Improve senior level diversity representation (women and people of color)
D&I Key focus since 1992
Primarily US centric
Focused on race and gender
Strong external outreach
Linked to targeted recruitment

4. Definitions: Diversity & Inclusion
The full range of human and / or organizational differences & similarities, inclusive of everyone
Inclusion:
The process of leveraging the power of differences and similarities to effectively achieve a common goal or objective
ORGANIZATIONAL
Functional Level/Classification
EXTERNAL
Management
Status
Geographical Location
Marital Status
INTERNAL
Income
Work
Content/
Field
Age
Personal Habits
Parental Status
Race
Gender
PERSONALITY
Recreational Habits
Appearance
Ethnicity
Sexual Orientation
Language
Physical Ability
Division/
Department/
Unit/Group
Work
Location
Work Experience
Religion
Educational Background
Seniority
Concept designed by Gardenswartz and Rowe

5. The Business Rationale
Our consumer base is constantly changing and growing. We need to be:
Diverse enough to match up to our current and new markets
Aware enough to anticipate, respond and serve the needs of the changing consumer marketplace
Engaged enough to contribute at the highest levels to deliver superior performance
Global Village
Lots of research like Scott Page’s is being written in an effort to demonstrate the business rationale for diversity and inclusion.
Here’s a look at our “global village”…if you divided up the world’s population by continent into a pie chart, here’s the breakdown. Asians make up the vast majority of the world’s population; North Americans, on the other hand, make a mere 5%---this is often a humbling statistic for Americans, who often have a “larger” concept of their own population figures. What is also striking, and many of us know this from economic projections over the next decades, is that the majority of the world’s population comes from Asia.
And according to the UN World Population Prospects, these figures will stay fairly consistent over the next decades.
HR CONFIDENTIAL

6. Global Market Trends: Women
Women represent 40% of the world’s labor force and earned income is growing at 8.1 % versus 5.8 % for men – Euromonitor
Women globally control $20 trillion in annual consumer spending; by 2014 that could climb to $28 trillion. – BCG
more than the estimated GDPs of India and China combined!
Nearly 85% of all consumer electronic purchases are made by women – Euromonitor
Tech-savvy women purchase $55 billion in consumer technology products

7. Talent Values Innovation Right Bets Microsoft
We are a company with big ambitions and to be successful in the future, we focus on a few key things.
First, talent. At the end of the day everybody sees most of the same technical opportunities. But it’s our talent and our culture that differentiate us over the long run. Great ideas happen when smart, passionate and creative people from different backgrounds come together in an environment that enables new ideas to flourish. At Microsoft, we pride ourselves on hiring and retaining brilliant men and women from a diverse, global talent pool, and empowering them to work together with the utmost collaborative freedom. Our goal is to create a melting pot of ideas where developers, designers, testers, researchers, ethnographers, writers, architects, artists, economists, cinematographers and others are encouraged to push boundaries, explore the toughest questions, and advance the state of the art as they work together to turn today’s dreams into tomorrow’s reality.
Second, values. We have a set of six values that define who we are and how we work.
Integrity and Honesty
Open and Respectful
Big Challenges
Passion
Accountable
Self-Critical
Third, innovation. We have always believed deeply in the importance of research and development — focusing our investments on opportunities that offer the promise for extending the power and benefits of new advances to the greatest number of people. We believe the ingredients below are the recipe for delivering the future we have imagined above.
A balance of invention, re-invention and evolution: Our approach is both broad and balanced. In some instances, we seek to invent entirely new product categories. Like others in the industry, we also seek to re-invent, taking existing ideas from inside and outside the company and rethinking them as we incorporate new technologies and anticipate changing customer requirements. And we constantly evolve our products, refining and honing them while adding new capabilities that are themselves new inventions. The balance across these activities is essential to our ability to transform ideas into innovations that provide real impact.
A commitment to openness and partnerships: More complex than ever, technology continues to extend across more fields of science and into more areas of human endeavor. This ever-expanding complexity means no single company can have all the answers. That’s why we work closely with more than 640,000 partner organizations and collaborate with researchers, academics and institutions in every region across the globe. Through these partnerships — and by encouraging creativity and entrepreneurship through programs such as BizSpark and the Imagine Cup — we hope to play a key role in nurturing tomorrow’s technology breakthroughs.
A long-term approach: With more than 850 scientists and researchers working in labs around the world, Microsoft Research (MSR) is focused on advancing the state of the art in computing through a combination of basic and applied research. MSR researchers look over the horizon and beyond today’s products to imagine what might come next as they seek to solve some of the most significant technical challenges we face. They also collaborate closely with our products groups: Almost every product in our portfolio includes contributions from MSR.
A focus on breadth and scale: It can be thrilling to dream up great new ideas, but they are nothing more than dreams until translated into products and services that deliver real value to people and society as whole. Microsoft has always made it a special mission to unlock the power of each generation’s most advanced digital technology tools for as many people as possible. Today, our product teams are dedicated to delivering a breadth of products that offer transformative capabilities and compelling experiences while also providing the utmost levels of reliability, security and relevance to hundreds of millions of customers in over 240 countries.
Embracing disruptions: Our technology and business incubation groups — including Office Labs, FUSE Labs and the Startup Business Group — were created to take risks: to “fail fast, learn faster.” These highly nimble organizations enable Microsoft to react rapidly to disruptive trends and developments so that we can quickly bring the amazing new experiences to market that become possible as technology advances and new ideas emerge. Grass-roots activities like The Garage and ThinkSpace support our employees who want to go beyond their day job and take their ideas through to creation and ultimately into our products. ThinkWeek is a forum for employees to share ideas and opinions with Microsoft senior leaders in the form of carefully written papers, and our Technical Community Network creates an intentional culture of trust, excitement, belonging, growth, and purpose across the senior technical community at Microsoft
Forth, the Right Bets. At the end of the day, we need to take all this innovation, all this opportunity and we need to focus on the right things to breakthrough. It means we won’t do everything, but we will do what’s most important to the lives of our billions of customers.

8. 110 640,000 Worldwide presence 89,000 EMPLOYEES SUBSIDIARIES PARTNERS
*Source: IDC White Paper “Partner Opportunity in the Microsoft Ecosystem”, March 2011

9. Global Diversity & Inclusion at Microsoft
Challenges
It can be difficult to attract and retain top diverse talent in increasingly competitive markets.
Fewer women pursue careers in the technology industry globally.
Opportunities
Continuing to recruit and retain diverse employees who reflect our customer markets.
Increasing interest in technology careers among women and diverse populations.
Capitalizing on the opportunities of an increasingly diverse global marketplace.

10. GD&I Strategy Supports Microsoft’s Strategic Vision
Microsoft Strategic Vision
Create seamless experiences that combine the magic of software with the power of the Internet across a world of devices
Microsoft Strategic Vision
Strategy
Global Diversity & Inclusion Strategy
Create the environment that helps Microsoft capitalize on the diversity of its people and inclusion of ideas and solutions to meet the needs of its increasingly global and diverse customer base
Key Strategic Elements
Key Strategic Elements
Representation
Increase diverse pipeline across the enterprise; prioritize target areas based on data analysis
Inclusion
Support cultivation of an inclusive workplace that surfaces the best ideas and solutions for the company and customer
Market Innovation
Develop the capabilities to drive revenue through penetration of high value diverse markets
Reframe GD&I Platform To Support Global Efforts
Strengthen core of D&I expertise to support the enterprise

11. GD&I Focus Areas: What We’re Doing
BUILDING A MORE DIVERSE MICROSOFT WORKFORCE
Increasing executive leadership and accountability for diversity and inclusion:
Providing professional development opportunities to employee groups:
Sparking student interest in technology careers:
CREATING A MORE INCLUSIVE WORK ENVIRONMENT
Increasing diversity and inclusion training
Encouraging employee conversations about diversity and inclusion
Supporting diverse Microsoft employee development:

12. Global Diversity and Inclusion Focus Areas:
OUR PRIORITIES FOR FY2012 INCLUDE:
Continuing efforts to increase diverse talent in senior level positions, with a focus on racial minorities in the United States and women globally.
Enhancing managers’ capability and skills for engaging a diverse workforce and creating inclusive work environments. We will focus on critical skills and behaviors that all levels of management must demonstrate to excel when leading diverse employees and teams.
Continuing to expand diversity and inclusion efforts in countries outside the United States.
Conducting research to identify business opportunities for Microsoft to market to diverse populations.
Increasing the number of women overall and in executive positions is a priority for Microsoft, especially since as a technical company we faced with many of the same limitations as other companies related to availability.

13. GD&I Impact to Microsoft Business – Market Innovation
At Microsoft, we have a unique view of how technology can impact people around the world.
We expect technology to keep us connected to all of these things that we love.
We also expect to have the same great technology experiences at home and at work.
So, at Microsoft, we resist the temptation to do the easy thing – to do what conventional wisdom says and only build technology that is only relevant for certain people, certain aspects or their lives or for certain types of businesses.
We’ve decided instead to build technology that connects billions of people around the world to who and what they love.
We’re building products and services that connect people to everything they love and removing barriers of distance and device.
As I shared at the beginning, our emphasis on diversity and inclusion enables us to build a workforce and create a work environment that fosters talent and creativity and welcomes different experiences, perspectives, and capabilities. We believe this is key to understanding our customers’ changing needs so we can continue to deliver products and services that provide them with real value.

14. Israel Israel - Our journey
The way to excel our target - Success Inhibitors
Inclusion
Female representation in succession planning
Female Representation in talent initiatives, HIPO etc.
Career development plans
Representation
Gate keepers - Hiring engine
Hiring initiatives: Diverse candidate
slates.
Attraction - Employer of choice
Culture
GM, LT, management community engagement
LT & manager training
Women’s forum : on going workshops, initiatives and tools, led by female managers & supported by HR
Flexible working hours
Maternity and parenthood: family activities, Employee Assistant Program,
nursing room on site, maternity kit - benefits and policy & special benefits etc.
MS In The Community
Citizenship programs addressing national priorities of employability and Innovation focused on women and driven through tight collaboration with Gov. and non-profit.
Programs focus on different groups whose participation in the workforce are relatively low and promote their employability through technology training.
Israel

15. Leadership Action Steps
What can you do……
Understand why Diversity & Inclusion matters to your company
Learn how to talk about diversity and inclusion from a business perspective
Be transparent and have the conversations with your own team
Include others outside your comfort zone - expand your circle to optimize diversity
Challenge yourselves to understand the impact of your own cultural viewpoints on your interactions with others who are different
Focus on diversity at the individual level
(Optional slide designed for addressing leaders/managers)
As leaders within your organizations, here are some important action items that I encourage you to embrace as you work to improve your own D&I learning curve.
(Walk through bullets)
Thank you.
Alternative Phrasing:
Be a talent broker
Learn about differences … take advantage of learning opportunities
Get in touch with your own biases/filters
Empathize, Don’t Patronize
Open Yourself to Change…Include Others

16. Thank You!
© 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

17. 4/20/2017 2:32 PM
© 2011 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.