How do you hire, Satya ?

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“Satya”, “Satya Nadella” , “New CEO of Microsoft” – These keywords are perhaps booming these days on Google. All and the sundry want to know about the new CEO, his ideals, his working strategy, his outlook, and the whole nine yards of him. Ever wondered what the CEO of Microsoft himself would ask, if he is going to take your interview ? Read on to know how Satya Nadella hires, and what questions he would ask.



Perhaps many of the people, especially Indians are really excited about him being the new CEO. They’re talking about him, they’re writing about him, and even reading about him, (like you !). You may be even thinking to get into Microsoft, and it’s a reverie for one to get recruited by Microsoft. Infact, for some people out there, it’s their ultimate goal. They simply go crazy about “Google, Microsoft & Facebook” !

Well, to get into these whacking companies isn’t a piece of cake! You need to have patience, will-power, you need to be logical and hard-working. The applicants having a meritorious academic record even get rejected at times !

An interviewer recently got a chance to interview the new CEO, and when he asked him “How do you hire?” Here’s how Satya Nadella replied :

I do a kind of 360 review. I will ask the individual to tell me what their manager would say about them, what their peers would say about them, what their direct reports would say about them, and in some cases what their customers or partners may say about them. That particular line of questioning leads into fantastic threads, and I’ve found that to be a great one for understanding their self-awareness.

I also ask: What are you most proud of? Tell me where you feel you’ve set some standard, and you look back on it and say, “Wow, I really did that.” And then, what’s the thing that you regret the most, where you felt like you didn’t do your best work? How do you reflect on it?

Those two lines of questioning help me a lot in terms of being able to figure people out. I fundamentally believe that if you are not self-aware, you’re not learning. And if you’re not learning, you’re not going to do useful things in the future.

What might somebody say in a meeting that, to you, sounds like nails on a chalkboard?

One of the things that drives me crazy is anyone who comes in from the outside and says, “This is how we used to do it.” Or if somebody who’s been here for a while says, “This is how we do it.” Both of them are such dangerous traps. The question is: How do you take all of that valuable experience and apply it to the current context and raise standards?


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