""At the time we didn't have a big issue with it because the hiring was really selective and strict," he said. "I felt like I was really lucky to get in there.""
""Two things would happen," recalled Plummer. "If that person was smart analytically or gifted in some kind of design way or analytical way, but just couldn't code with the rest of us, then they might look at a program management job.""
""you weren't allowed to transfer internally... you had to bring your performance grade up within a certain number of months or a year, or whatever the deadline was, and [if] you couldn't do that then you were 'managed out.'""
In the 1990s Microsoft employed a highly selective and strict hiring process that minimized poor hires. Some candidates who could not meet coding expectations but showed analytical or design strengths were steered into program management roles. Program management served as an alternative path rather than a simple failure label. The company implemented Performance Improvement Plans (PIPs) that restricted internal transfers, required measurable performance-grade improvement within set deadlines, and led to employees being 'managed out' if targets were not met. PIPs sometimes helped those with temporary issues, but also functioned to remove employees deemed unsuitable.
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