ceo and hr partnership in the 1 st year of new economy
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CEO and HR partnership – in the 1 st year of New Economy. Nikolay Pryanishnikov, President Microsoft Russia Vladimir Khimanych, HR Director Microsoft Russia. Nikolay Pryanishnikov. Jan 2009 - President of Microsoft Russia

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ceo and hr partnership in the 1 st year of new economy

CEO and HR partnership – in the 1st year of New Economy

Nikolay Pryanishnikov, President Microsoft RussiaVladimir Khimanych, HR Director Microsoft Russia

nikolay pryanishnikov
Nikolay Pryanishnikov
  • Jan 2009 - President of Microsoft Russia
  • 2008 - VimpelCom, Executive Vice President and General Manager for Russia,.
  • 2004 - Executive Vice President and General Manager for the Russia Regions.
  • 2000 - First Vice President
  • 1999 - Deputy General Director and Commercial Director
  • 1995 - CEO of Mobile Center, a subsidiary of Moscow Cellular Communications
  • A graduate in engineering from the Moscow Automotive and Road Building Institute
  • 1996 post graduated with a master in Economics and Finance from the All-Russian Financial Institute.
  • 1999 - an MBA graduate and PhD in Economics from the Higher School of Economics and Entrepreneurship ,awarding a Research on Strategic Management in Enterprises.
  • In March 2008, Nikolay has been officially nominated “Young Global Leader” by the World Economic Forum among 300 International nominees worldwide.
vladimir khimanych
Vladimir Khimanych
  • 2006 - HR Director Microsoft Russia
  • Career in HR since 1995
  • Current and previous HR experience includes:
  • Development and Deployment of Business and Organizational strategies
  • Development of High Performing Organization;
  • Compensation and Benefits
  • Recruitment and Training systems;
  • Development capabilities of the distributors’ business teams;
  • Employee and Labour relations management
  • M&A
  • Working outside in Russia – in HQ in Singapore and Geneva.
our strategy
Our strategy

Communications & Productivity




  • Corporate strategy
    • Long-term focus on innovations. Total R&D investments – $9,5B
  • Investment plan for Russia: 10 bln Rubles in 3-year plan for Russia
    • Our contribution to sustainable economic growth in the country in line with Russian Government strategic priorities

Investment $4.2B

Investment $7.2B

Investment $2.2B

Investment $2.7B



& TV

Search & Ads


  • MSN

Investment $1.6B

Investment $2.1B

Investment $2.7B

Investment $1.0B

our strategy in russia
Our strategy in Russia
  • 6 key strategies in Russia
    • Extending Reach through regional coverage
    • Selling and Delivering Solutions
    • Breaking through in Online
    • Consumer & Retail
    • Marginalizing Piracy
    • Making Microsoft Much more important for Russia
  • Anti-crisis offers
    • Customers and partners support: special offers to small&medium companies, discounts for developers (80%), extended credit lines for partners etc
    • Re-training, support of innovative start-ups, support of Education
  • Focus on people as top priority – during the crisis more then ever



  • Regional coverage

Consumer & Retail

  • Selling and Delivering Solutions

Marginalizing Piracy

  • Breaking through in Online

Increasing our value for Russia


what proved to be effective in 2009
What proved to be effective in 2009
  • Communicate, Communicate, Communicate
  • Make sure the employees know what is happening with the business what it means:
    • If revenue falls, what are the consequences:
      • HC
      • OPEX spend
      • Investment opportunities
    • If revenue grows, what are the consequences:
      • All opposite
  • Keep All employees engaged, not only Leadership team
  • Do not be afraid to make tough choices, but do them fast. Show strong leadership
  • Assess if you can first do ‘easy wins’
  • Always see real people behind abstract numbers and think what impact your decision will make on their lives – this helps to stay balanced
  • Find balance between what is good for Business and for People
microsoft russia today
Microsoft Russia today
  • 1994 – start of the Russian subsidiary
  • 800+ employees
  • 34 offices across Russia
  • Mostly Sales, Marketing and Services. Small R&D
  • Prior to crisis – double digit revenue growth (in FY’07 triple digit), doubling HC every 18 months
choices we made in 2009
Choices we made in 2009
  • Succession planning – think who will drive the business in 3 years perspective
    • Internally. Investment in these people continues
      • Training (e.g. Management development program for all managers continues)
      • Rotation assignment abroad
      • Accelerated development programs for HiPo
    • Externally. Keep market profiling to know top people
  • Overinvest in your HiPo – they are the source of your competitive advantage
  • Focus on Top 50 Roles and 50 People
choices we made in 2009 cont d
Choices we made in 2009, cont-d
  • Talent Acquisition, Retention and Performance management:
    • Drive performance management, encourage good attrition
    • Find opportunities for GREAT talents that we find on the market
    • Keep pipeline for the key pillars
      • Graduates (11 FTE hires and 30 summer interns)
      • Senior – via market profiling
choices we made in 2009 cont d1
Choices we made in 2009, cont-d
  • C&B and cost management– focus on productivity is NOT equal to savings on people:
    • Microsoft C&B philosophy is based on (i) performance and (ii) market. It remains unchanged through the crisis.
    • We can identify easy wins, e.g.
      • Optimize training agenda, use web based education
      • OPEX savings, move meetings into virtual mode
    • Stay competitive, yet real, e.g. reward your top performers and outstanding achievements.
conclusion hr strategy
Conclusion - HR Strategy
  • Heart of our business Model and key component of the 3 years growth plan
  • Driven by all managers, not only HR or CEO