Microsofts MACH Program Designed to Help Millennial Grads Make a DifferenceFast

Like many companies, Microsoft has been faced with the challenge of finding ways to accelerate the careers of new hires. The tech firms executives found that its fast-track program was not especially helpful when it came to onboarding millennial employees. As Leigh Cresswell, a millennial education business manager for Microsoft, put it, too often millennials arent given challenging work when they are first hired, which can be frustrating for them and lead to turnover. That is what happened to Cresswell at her previous employer, a multinational maker of office equipment. Their onboarding program was just training; they didnt understand what we wanted, which was to have an impact and a voice straight away.

Microsoft did not want to make the same mistake. To deal with this issue, attract top graduates, and begin utilizing their skills quickly, the company launched the Microsoft Academy for College Hires, or MACH for short. The two-year program is designed to provide top new university graduates hired into the companys sales, marketing, and services divisions with onboarding courses, hands-on training, coaching, and networking opportunities. The main objective of MACH is not only to onboard new graduates so they can start adding value to their teams quickly but to help them more efficiently navigate the corporate culture and politics. Approximately 2,500 individuals have gone through MACH since its inception. One of them, Francesco Esposito, noted that because new grads have small or nonexistent professional networks and are typically entering a large corporation for the first time, they can have a hard time launching their careers.

Graduates of the MACH noted that the program not only helped them network with senior employees, it helped them connect with other Microsoft employees around the world. MACH has expanded to include participants in 60 countries who attend global and regional conferences with each other. This has given participants a worldwide group of peers who can provide them with support as they transition from school to the working environment. The global aspect also had the added benefit of exposing them to vastly different parts of the company and the opportunities offered there.

According to Maryann Baumgarten, who managed the development of the curriculum for the MACH program, Microsoft learned that the program needs to follow several key steps to have maximum impact. In the first year, MACH students focus on moving from the academic world to Microsofts corporate environment. Its a critical first step in employee retention as we help them to understand our culture, strategy, and customers, Baumgarten explains. In the second year, the participants go through career coaching and peer reviews to help them determine which career paths in the company will best suit their needs. Once a path is determined, they can choose mentors whom they can job shadow to learn more about the jobs duties and responsibilities.

To facilitate the job-shadowing process, senior employees fill out an online form to make themselves available for the MACH program, but they can opt out as needed for specific time periods. The form identifies the mentors top three skill sets, languages, and geographical location. This makes it easier for a junior employee to find a suitable match. The form also allows junior employees to search for available mentors and request career-shadowing time. To help senior employees become good mentors who can help develop and retain young workers, Microsoft offers them classes on generational milestones and characteristics as well as scenario training.

Since its inception, the MACH program seems to be speeding up the contributions of millennials and improving their job satisfaction at Microsoft. Joseph Ibarra, a MACH grad, is a supporter of the program. Ive seen alumni at the MACH events, people who have accelerated quickly throughout the company and won some of Microsofts most prestigious awards. Its really inspirational to see people come to the company and have a huge influence. It shows it can be done, even at a company with so many people.

1.Why do you think Microsoft implemented the MACH program? Can you see any drawbacks of doing so?

2.Why do you think Microsoft implemented the MACH program? Can you see any drawbacks of doing so?

3.How might the program improve Microsofts employer brand and help it attract talent?