微軟績效管理的流程與系統(tǒng)

今天的目的PurposeToday介紹微軟績效管理的流程與系統(tǒng)ProvideyouanoverviewofMicrosoftPerformanceManagementsystemandprocess內(nèi)容安排AgendaToday微軟的人力資源戰(zhàn)略

MicrosoftPeopleStrategy績效考評

PerformanceReview職業(yè)發(fā)展探討

Mid-yearCareerDiscussion經(jīng)理人的作用

Managermakeadifference微軟的人力資源戰(zhàn)略一流的招聘GreatHires一流的工作GreatJobs一流的經(jīng)理GreatManagers一流的公司GreatCompany員工發(fā)展PeopleDevelopment招聘Recruiting績效管理PerformanceManagement

薪酬Compensation符合法律LegalAwareness處理績效的各類問題HandlingPerformanceIssues微軟人力資源戰(zhàn)略MSPeopleStrategy:

角色分配WhoOwnsWhat?決策層—設定方向和價值觀Execs…own

directionandvalues經(jīng)理—方向與價值觀的執(zhí)行;協(xié)同員工的個人發(fā)展Managers…own

theimplementationofthedirectionandthevalues;partnerwithemployeeondevelopment員工—負責自我激勵，承擔職責;參與自我發(fā)展Employees…owntheirmotivationandresponsibilities;partnerondevelopment人力資源人員—負責支持管理的方法與工具；發(fā)展與保留優(yōu)秀的員工Human

Resources…own

thetacticsandtoolsthatsupportmanagement’seffortstoattract,developandkeepgreatpeople.微軟的績效考核

PerformanceReviewatMicrosoft微軟高級開發(fā)管理峰會考核與報酬理念

Review&RewardsPhilosophy

為績效而付薪PayforPerformance為工作而付薪PayforJob基于雙方一致目標的達成Rewardsbasedonattainmentofmutuallyagreeduponobjectives支持業(yè)務的目標Supportsbusinessobjectives績效管理的流程

PerformanceReviewProcess基于對獲得更好的業(yè)務結(jié)果

Withthefocusondrivingbusinessresults,itis:

“我們使用持續(xù)的流程來確定以及獎勵完成的工作以及工作是如何完成的。”

“Theongoingprocessweusetodefine,evaluateandrewardtheworkandhowitgetsdoneatMicrosoft.”績效管理PerformanceReviewProcess持續(xù)的Ongoing

根據(jù)目標管理績效managingperformanceaccordingtogoals職業(yè)發(fā)展/績效檢查年度績效考評隨時提升PromotionsAnytime設定目標SetGoals反饋Feedback1月至12月Jan-DecNoratingorformalreview7月8月July/August8月August反饋Feedback反饋Feedback反饋Feedback8月份績效考評的目的

PurposeofAugustReviews一個對于您過去一年績效反饋的年度察看.Servesasaanannuallookatfeedbackonyourperformanceforthelastyear.一個給您直屬經(jīng)理打分的機會Opportunityforyoutoprovideyourimmediatemanagerfeedbackontheirperformance.一個提供為確認或確定今后目標的討論的機會Providesanopportunityforadiscussiontoreconfirm/setfuturegoalsandobjectives.將財務的獎勵直接與績效掛鉤（加薪，獎金，股票）

Linksfinancialrewardsdirectlywithperformance(meritincrease,bonus,stockoptions)微軟績效管理的要素

ElementsofPerformanceManagementatMicrosoft設定清晰的目標Settingclearobjectives持續(xù)而一致的反饋Constantandconsistentfeedback理解微軟所需的技能UnderstandingMScompetency填寫書面考核表Writingreviews通過經(jīng)理反饋表給您的經(jīng)理打分--非常重要Providingmanagementfeedbacktoyourmanager’smanagerviatheManagerFeedbackForm–

IMPORTANT經(jīng)理與與員工工需要要設定定明確確且可可衡量量的目目標ManagerandEmployeeNeedtoSetSpecificandMeasurableObjectives將目標標與以以下結(jié)結(jié)合AlignObjectives團隊與與機構(gòu)構(gòu)的目目標Teamandsubsidiarygoals個人的的職業(yè)業(yè)目標標Individualcareergoals在執(zhí)行行的優(yōu)優(yōu)先性性方面面取得得一致致MutualAgreementbetweenManagerandEmployeeonPrioritiesSMART目標以以及質(zhì)質(zhì)量的的標準準SMARTGoalsandQualityStandards跟蹤與與反饋饋的計計劃PlanforFollow-UpandFeedback設定目目標SettingObjectivesSMART目標S=Specific明確的的M=Measurable可衡量量的A=Attainable/Achievable可達到到的R=Resultsbased/Realistic基于結(jié)果的/現(xiàn)實的T=Timebound有時間限定的的設定“SMART””目標Writing“SMART”Goals將目標與下面面向結(jié)合Alignobjectives團隊與分公司司的目標teamanddivisiongoals個人的職業(yè)目目標individualcareergoals確定優(yōu)先性Clarifypriority考慮您的熟練練程度Consideryourproficiency確定清晰的測測量方法與質(zhì)質(zhì)量標準Defineclearmeasurementsandqualitystandards對跟蹤與反饋饋的計劃Planforfollow-upandfeedback建立周期的一一對一面談(每周一次或每每周兩次)來確定目標能能夠支持業(yè)務務Establishregular1:1’s(weeklyorbi-weekly)tomakesuregoalsandobjectivesarestillrelevanttothebusiness績效評分等級級PerformanceRatingScale5.0超常的績效，，鮮有人能夠夠達到Exceptionalperformance,rarelyachieved4.5一貫地超出所所有該職位的的要求與期望望Consistentlyexceedsallpositionrequirementsandexpectations4.0一貫的超出大大部分該職位位的要求與期期望Consistentlyexceedsmostpositionrequirementsandexpectations3.5超出部分該職職位的要求與與期望Exceedssomepositionrequirementsandexpectations3.0達到職位的要要求與期望；；達到大部分分或所有的目目標；某些技技能需要進一一步的提高Meetsmostorallpositionrequirementsandexpectations.Accomplishesmostorallobjectives.Someskillsmayrequireadditionaldevelopment.2.5低于該職位的的要求與期望望；Fallsbelowperformancestandardsandexpectationsofthejob注意:所有的等級通通過可比較的的等級與職責責與個人聯(lián)系系在一起Note:Allratingsrelativetoindividualswithcomparablelevelsofresponsibility員工排序StackRanking有些組織用來來比較績效的的一個管理工工具Amanagementtoolsomeorganizationsmayelecttousetohelpcompareperformance員工排序的操操作StackRankingPractices(各個組織采用用略有不同)(variesfromgrouptogroup)標準Calibration：通過特定的標標準來比較，，確定分數(shù)Rankwithspecificcriteria,thenscoresaredecided確認Validate：首先確認分分數(shù)，然后排排序來確認Makescoredecisionsfirst,thenstackranktovalidate“LifeBoatDrill”沉船法則誰需要下船如如果船正在下下沉?Whocanweloseiftheboatissinking?其他評估考慮慮的因素Otherevaluationconsiderfactors“人員管理”經(jīng)經(jīng)理的得分分“PeopleManagement”ratingformanagers使別人變得偉偉大Makingothersgreat微軟的價值觀觀MicrosoftValues全年發(fā)生的提提升Promotionsoccuryearround微軟的價值觀觀MicrosoftValues微軟高級開發(fā)發(fā)管理峰會優(yōu)秀人才是聰聰明的，富有有創(chuàng)造力的以以及精力充沛沛的…Greatpeoplearebright,creativeandenergetic…正直與誠實的的Actwithintegrityandhonesty對客戶，合作作伙伴以及技技術(shù)充滿激情情Passionateaboutcustomers,partnersandtechnology坦率的，尊敬敬的以及致力力于使別人變變得偉大Openandrespectfulanddedicatedtomakingothersbetter接受更大挑戰(zhàn)戰(zhàn)并且盡心完完成Takeonbigchallengesandseethemthrough自我批評同時時致力于個人人的卓越Selfcriticalandcommittedtopersonalexcellence對影響客戶，，員工，合作作伙伴以及股股東的結(jié)果富富有負責感Accountableforresultstocustomers,employees,partnersandshareholdersE-val工具E-valTool遞交績效考評評的表格并且且獲取經(jīng)理與與員工的簽字字SubmitPerformanceReviewformandgetsbothemployeeandmanager’’ssignature人力資源人員員能夠看到所所有的歷史紀紀錄HRbeabletoviewallhistory經(jīng)理反饋ManagerFeedback通過經(jīng)理反饋饋表向你經(jīng)理理的經(jīng)理提供供對于直接經(jīng)經(jīng)理的反饋-Providingmanagementfeedbacktoyourmanager’’smanagerviatheManagerFeedbackForm-經(jīng)理反饋表ManagerFeedbackform微軟需要優(yōu)秀秀的經(jīng)理幫助助員工，團隊隊，以及部門門去創(chuàng)造一流流的結(jié)果并且且確保我們有有滿意的用戶戶Microsoftneedseffectivemanagerstohelpouremployees,teams,anddivisionsfocusonproducinggreatresultsandensuringwehavesatisfiedcustomers.經(jīng)理反饋表提提供給員工一一個對他們經(jīng)經(jīng)理的管理有有效性進行反反饋的機會Managerfeedbackformgivesemployeestheopportunitytogivetheirmanagerfeedbackonhis/hermanagerialeffectiveness.對于經(jīng)理反饋饋的條目評估估有助于經(jīng)理理去了解他們們整年的情況況Theratingsonthesemanagerfeedbackitemswillallowthemanagertoseehowhe/sheisprogressingthroughouttheyear.反饋饋表表問問題題舉舉例例Samplequestions確保保我我有有明明確確的的目目標標。。EnsuresthatIhavecleargoals.真誠誠地地關關注注我我的的職職業(yè)業(yè)發(fā)發(fā)展展。。Showsasincereinterestinmycareer.消除除本本部部門門和和其其他他部部門門之之間間協(xié)協(xié)作作的的障障礙礙。。Removesobstaclestocoordinationbetweenmyworkgroupandothergroups.確保保我我們們的的部部門門朝朝著著明明確確的的目目標標努努力力。。Ensuresthatourworkgroupworkstowardcleargoals.支持持我我努努力力平平衡衡工工作作和和個個人人生生活活。。Supportsmyeffortstohaveabalancebetweenmyworklifeandpersonallife.職業(yè)業(yè)與與專專業(yè)業(yè)的的發(fā)發(fā)展展CareerandProfessionalDevelopment創(chuàng)造造一一個個能能使使優(yōu)優(yōu)秀秀員員工工發(fā)發(fā)揮揮最最佳佳效效能能的的工工作作環(huán)環(huán)境境Creatinganenvironmentwherethemosttalentedpeoplecandotheirbestwork微軟軟高高級級開開發(fā)發(fā)管管理理峰峰會會目標標Purpose將個個人人的的職職業(yè)業(yè)發(fā)發(fā)展展與與公公司司的的業(yè)業(yè)務務需需求求相相結(jié)結(jié)合合Alignsindividualdevelopmentplanswithbusinessneeds獲得得一一個個職職業(yè)業(yè)發(fā)發(fā)展展與與業(yè)業(yè)務務目目標標最最佳佳的的結(jié)結(jié)合合Achievesanoptimalmatchbetweenprofessionalgrowthandbusinessobjectives提供供均均等等的的機機會會Providingequalopportunity把績績效效管管理理與與發(fā)發(fā)展展員員工工技技巧巧相相結(jié)結(jié)合合Linkingperformancemanagementwithdevelopingpeopleskills職業(yè)業(yè)與與專專業(yè)業(yè)發(fā)發(fā)展展的的結(jié)結(jié)合合PartneringonCareerandProfessionalDevelopment讓其其他他人人變變得得偉偉大大Makingothersgreat總覽覽Overview職業(yè)業(yè)與與專專業(yè)業(yè)的的發(fā)發(fā)展展是是微微軟軟整整體體績績效效管管理理的的一一部部分分CareerandProfessionalDevelopmentispartofMicrosoft’’soverallPerformanceManagementProcess8個職職業(yè)業(yè)發(fā)發(fā)展展路路徑徑選選擇擇8CareerPathOptions3向合合作作3-WayPartnership3個步步驟驟3StepsforEmployees1個討討論論表表1Mid-YearDiscussionForm周期期的的一一對對一一面面談談Regular1:1meetings經(jīng)理與與員工工保持持一個持持續(xù)的的流程程ManagersandEmployeesmaintainanongoingdialogue績效管管理PerformanceManagement晉升：全年可以采用只要合適Promotions:throughouttheyearasappropriate年度的八月績效考評與目標設定AnnualAugustPerformanceReviewandGoal/ObjectiveSetting年中職業(yè)討論1月至3月Mid-YearDiscussion:Jan-March過渡性的績效:在經(jīng)理變化的時候TransitionPerformanceCheckpoint:atthetimeofamanagerchange周期的的一對對一面面談Regular1:1meetings周期的的一對對一面面談Regular1:1meetings周期的的一對對一面面談Regular1:1meetings職業(yè)與與專業(yè)業(yè)的發(fā)發(fā)展是是…CareerandProfessionalDevelopmentis…一個持持續(xù)的的過程程Anon-goingprocess目標為為將來來的12-24個月Targets~next12-24monthtimeframe不針對對一個個特定定的工工作Notaboutaspecificjob不是一一個晉晉升的的承諾諾Notapromiseofpromotion和績效效的提提高是是不同同的Differentfromperformanceimprovement年中討討論TheMid-YearDiscussion1月至3月的時時間段段January––Marchtimeframe基本的的側(cè)重重是職職業(yè)與與專業(yè)業(yè)的發(fā)發(fā)展Primaryfocusisoncareerandprofessionaldevelopment包括一一個對對于績績效與與目標標的階階段性性回顧顧與修修正Includesacheckpointassessmentonperformanceandobjectives沒有評評估與與獎勵勵Noratingorrewards所有的的員工工均可可以參參加Eligibility––allemployeescanparticipate職業(yè)的的選擇擇CareerOptions在職豐豐富Enrichment垂直晉晉升Vertical跨部門門變換換Cross-FunctionalChange本職工工作外外探索索Exploratory其他追追求OtherPursuits同部門門變換換Lateral重新調(diào)調(diào)整Realignment崗位新新任NewtoRole在職豐豐富Enrichment在職發(fā)發(fā)展Growinginplace拓展在在目前前崗位位相應應的能能力，，技能能以及及貢獻獻/獲得另另外的的挑戰(zhàn)戰(zhàn)Broadeningrelevantcompetencies,skillsandcontributionswithincurrentroleand/orseekingadditionalchallenges同部門門變換換Lateral在同樣樣科目目下變變換工工作崗崗位Changingjobwithinyourdiscipline在相同同的部部門或或科目目下變變換工工作，，但是是并不不是必必須在在責任任級別別上的的變化化Changeinjobwithinsamefunctionordiscipline,butnotnecessarilyachangeinlevelofresponsibility跨部門門變換換Cross-FunctionalChange進入一一個新新的科科目Movingintoanewdiscipline進入新新的部部門或或科目目去獲獲取擴擴展，，經(jīng)驗驗或技技能Moveintonewfunctionordisciplinetogainexposure,experienceandskills重新調(diào)調(diào)整Realignment調(diào)節(jié)工工作與與生活活Reconcilingworkandlife在內(nèi)部進行崗崗位變變換，，以達達到技技能及及興趣趣與業(yè)業(yè)務需需要相相統(tǒng)一一，或或者平平衡生生活責責任Moveinternallytobetteralignwithinterests,skillsandbusinessneedortobalanceliferesponsibilities???崗位新任NewtoRole逐步成長長Rampingup微軟的新新員工或或?qū)τ趰弽徫坏男滦氯薔ewemployeetoMicrosoftornewtorole垂直提升升Vertical向上變換換Movingupward增加工作作范圍或或責任的的提升Promotionwithincreasedjobscopeandresponsibilities本職工作作外探索索Exploratory探知可能能性Investigatingpossibilities獲取符合合興趣或或需要提提高技能能的其他他機會的的知識Learnmoreaboutotheropportunitiesthatmatchinterestsandareasofneededordesiredskilldevelopment其他追求求OtherPursuits離開微軟軟LeavingMicrosoft技能與興興趣不能能與微軟軟的業(yè)務務需要相相結(jié)合Skillsandinterestsdon'talignwithMicrosoftbusinessneeds職業(yè)的選選擇CareerOptions在職豐富富Enrichment垂直晉升升Vertical跨部門變變換Cross-FunctionalChange本職工作作外探索索Exploratory其他追求求OtherPursuits同部門變變換Lateral重新調(diào)整整Realignment崗位新任任NewtoRole3向合作Three-wayPartnership經(jīng)理協(xié)助助Managerassists微軟支持持Microsoftsupports員工驅(qū)動動Employeedrives員工的角角色Employee’sRole自我評估估Self-assessment計劃Planning自始至終終的跟蹤蹤Follow-through經(jīng)理的角角色Manager’sRole采用一個個教練的的方法Takeacoachingapproach提供看法法Provideperspective解釋組織織的需要要以及業(yè)業(yè)務的側(cè)側(cè)重點Explainorganization’sneedsandbusinesspriorities支持員工工的努力力Supportemployee’sefforts微軟的角角色Microsoft’’sRole提供框架架，工具具以及資資源來支支持有效效的職業(yè)業(yè)發(fā)展討討論Provideinfrastructure,tools,andresourcestosupporteffectivecareerdevelopmentdiscussions您對自己己的職業(yè)業(yè)發(fā)展負負責TakeChargeofYourCareer考慮職業(yè)業(yè)發(fā)展的的選擇，，而不是是階梯Thinkcareeroptions,notcareerladders做出自己己的計劃劃Makeyourplan富有遠景地考慮您您的發(fā)展展Thinkstrategicallyaboutyourdevelopment討論與保保持TheDiscussionandMaintenance員工的角角色Employee’srole具有自我我分析以以及愿意意采納經(jīng)經(jīng)理的觀觀點的態(tài)態(tài)度Bepreparedwithyourownself-analysisandtobeopentolearningfromyourmanager’’sperspective.經(jīng)理的角角色Manager’srole幫助員工工確定他他們目標標以及發(fā)發(fā)現(xiàn)合適適的發(fā)展展機會Responsibilitytohelpemployeesclarifytheirgoalsandfindappropriategrowthopportunities.教練–傾聽及詢詢問Coach-tolisten,reflectonwhattheyhear,andaskadditionalquestionsforclarification.職業(yè)Vs.績效討討論CareerVs.PerformanceDiscussions兩種討論論都包括括目標，，任務交交付，以以及對于于產(chǎn)出的的一致同同意Bothtypesofconversationsinvolvespecificgoals,deliverables,andagreeduponoutcomes職業(yè)與專專業(yè)討論論集中于于幫助員員工結(jié)合合他們的的工作，，將來他他們的期期望以及及微軟的的業(yè)務需需要Careerandprofessionaldevelopmentdiscussionsfocusonassistingemployeeswithalignmentoftheirwork,theirfutureaspirations,andMicrosoft’sbusinessneeds.績效討論論集中中于員工工在目前前崗位的的工作情情況Performancediscussionsfocuson