Microsoft's most important value
Microsoft’s mission is “to empower all people on the earth to achieve more.” In an attempt to achieve this mission, Microsoft values Innovation, Diversity and Inclusion, Racial equity initiative, corporate social responsibility, Artificial Intelligence, and Trustworthy computing. I think Microsoft’s most important value is Diversity and Inclusion which the organization has encouraged through engaging diverse customer feedback and supporting inclusive teams during product development.
All
employees and interns hold periodic evaluations where we reflect on our
progress and set new goals for the upcoming period. One thing I noticed is that
all employees are required to mention at least one way they commit to promoting
diversity and inclusion in their teams. I found this interesting because requiring
every employee mention their contribution to Microsoft’s diversity and
Inclusion commitment allowed many employees learn about different social groups
and actively reflect on individual contributions to this value. The company’s commitment
to diversity is also seen in its initiatives to support minority groups through
employee resource groups. Employee resource groups are teams that teach Microsoft
employees about different social groups. Examples of employee resource groups include
the Black At Microsoft, Hispanics and Latinx at Microsoft, LGBTQI+ At Microsoft,
Asians At Microsoft, and many others.
My
Diversity and Inclusion commitment for this internship is listening to and
encouraging different perspectives on my team and positively taking in feedback
about my internship project. SharePoint resource groups. Diversity and
Inclusion is crucial in a company like Microsoft that produces software and
hardware solutions that impact millions of people globally. This is Microsoft’s
major value because it is the foundation of all the other values. Afterall, feeling
included and welcomed to a team promotes positive work environments that foster
creativity and innovation in the products developed.
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