Do you want to work for Microsoft?
Landing a job at Microsoft can be likened to climbing Mount Everest. Igor Leybovich knows this firsthand. When he was studying computer science at Kiev State University, he dreamed of working for Microsoft. His plan was to immigrate to the United States, get some work experience and, with some luck, secure an interview with his dream company -- Microsoft. The daunting statistics that Microsoft receives more than 12,000 résumés a month and hires one out of 1,000 applicants didn't stop Leybovich from shooting for a job.
After arriving in the United States in 1990, he worked at a string of jobs including stints as a technician in a computer store, a programmer at Exxon, and a consultant. Then he got a call from a headhunter asking if he was interested in interviewing for a consultant's position at Microsoft's office in Berkeley Heights, N.J.
The 35-year-old programmer was called to the plate to see if he could play ball with technology's dream team. Even though Leybovich had heard much about Microsoft being a tough place to land a job, he wasn't prepared for the rigorous ordeal ahead. If the entire interview process can be thought of as a three-act play, the first act is what Leybovich calls a "cursory phone screen," a 30-minute interview to "get a good idea of what you know."
Was it tough? "It was more broad than deep," says Leybovich. If you flunk the phone interview, the screening process grinds to a pathetic halt. Ace it and you get a chance to perform in acts two and three, which together amount to an all-day series of interviews that Leybovich describes as "intense and exhausting." You had to turn in a stunning performance during act two in the morning to earn a callback for the final act.
The interviews started at 8:30 a.m. sharp, after Leybovich was offered a continental breakfast (not that he could eat anything). First, an HR person asked the expected questions centering on work history, aspirations, goals, and reflections on prior jobs. Then he met with a consultant, followed by meetings with two managers. Each back-to-back interview ran about 45 minutes.
First and foremost, Microsoft checks to see if you've got the right technical stuff to join its global force of 3,000 consultants. Once the technical interviews began, he quickly concluded, "There was no way I could know everything." When asked about a specific area of programming in which he had never worked, Leybovich had to plead ignorance. He recovered by steering the conversation toward similar programming languages he knew well.
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Either way you look at it Microsoft Data Center management did not follow standards or best practices in this failure. In which case it makes me wonder more about the outsourcing of corporate data much less personal data.
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