微軟公司平衡計(jì)分卡架構(gòu)概述(ppt 5個(gè))2.ppt

1、微軟高級開發(fā)管理峰會(huì),微軟的績效管理 Performance Management at Microsoft,陸 華 人力資源部經(jīng)理 微軟上海,自我介紹 About me,在微軟服務(wù)于人力資源部已滿五年 Worked for Microsoft for 5 years as HR 支持微軟全球技術(shù)中心與微軟(中國)銷售 機(jī)構(gòu)華東/華中/西南區(qū) Support both Microsoft Global Technical Engineering Center and Microsoft PRC Sales 協(xié)同員工的個(gè)人發(fā)展 Managersown the implementation of

2、the direction and the values; partner with employee on development 員工負(fù)責(zé)自我激勵(lì)，承擔(dān)職責(zé); 參與自我發(fā)展 Employeesown their motivation and responsibilities; partner on development 人力資源人員負(fù)責(zé)支持管理的方法與工具；發(fā)展與保留優(yōu)秀的員工 Human Resourcesown the tactics and tools that support managements efforts to attract, develop and keep gre

3、at people.,微軟高級開發(fā)管理峰會(huì),微軟的績效考核Performance Review at Microsoft,考核與報(bào)酬理念 Review & Rewards Philosophy,為績效而付薪 Pay for Performance 為工作而付薪 Pay for Job 基于雙方一致目標(biāo)的達(dá)成 Rewards based on attainment of mutually agreed upon objectives 支持業(yè)務(wù)的目標(biāo) Supports business objectives,績效管理的流程 Performance Review Process,基于對獲得更好的業(yè)務(wù)

4、結(jié)果 With the focus on driving business results, it is: “我們使用持續(xù)的流程來確定以及獎(jiǎng)勵(lì)完成的工作以及工作是如何完成的?！?“The ongoing process we use to define, evaluate and reward the work and how it gets done at Microsoft.”,績效管理 Performance Review Process,持續(xù)的 Ongoing 根據(jù)目標(biāo)管理績效 managing performance according to goals,職業(yè)發(fā)展/績效檢查,年度績效

5、考評,隨時(shí)提升 Promotions Anytime,設(shè)定目標(biāo) Set Goals,反饋 Feedback,1月至12月 Jan-Dec No rating or formal review,7月8月 July/August,8月 August,反饋 Feedback,反饋 Feedback,反饋 Feedback,8月份績效考評的目的Purpose of August Reviews,一個(gè)對于您過去一年績效反饋的年度察看. Serves as a an annual look at feedback on your performance for the last year. 一個(gè)給您直屬經(jīng)

6、理打分的機(jī)會(huì) Opportunity for you to provide your immediate manager feedback on their performance. 一個(gè)提供為確認(rèn)或確定今后目標(biāo)的討論的機(jī)會(huì) Provides an opportunity for a discussion to reconfirm/set future goals and objectives. 將財(cái)務(wù)的獎(jiǎng)勵(lì)直接與績效掛鉤（加薪，獎(jiǎng)金，股票） Links financial rewards directly with performance (merit increase, bonus, st

7、ock options),微軟績效管理的要素 Elements of Performance Management at Microsoft,設(shè)定清晰的目標(biāo) Setting clear objectives 持續(xù)而一致的反饋 Constant and consistent feedback 理解微軟所需的技能 Understanding MS competency 填寫書面考核表 Writing reviews 通過經(jīng)理反饋表給您的經(jīng)理打分-非常重要 Providing management feedback to your managers manager via the Manager F

8、eedback Form IMPORTANT,經(jīng)理與員工需要設(shè)定明確且可衡量的目標(biāo) Manager and Employee Need to Set Specific and Measurable Objectives 將目標(biāo)與以下結(jié)合 Align Objectives 團(tuán)隊(duì)與機(jī)構(gòu)的目標(biāo) Team and subsidiary goals 個(gè)人的職業(yè)目標(biāo) Individual career goals 在執(zhí)行的優(yōu)先性方面取得一致 Mutual Agreement between Manager and Employee on Priorities SMART 目標(biāo)以及質(zhì)量的標(biāo)準(zhǔn) SMART G

9、oals and Quality Standards 跟蹤與反饋的計(jì)劃 Plan for Follow-Up and Feedback,設(shè)定目標(biāo) Setting Objectives,SMART 目標(biāo),S = Specific 明確的 M = Measurable 可衡量的 A = Attainable/Achievable 可達(dá)到的 R = Results based/Realistic 基于結(jié)果的/現(xiàn)實(shí)的 T = Time bound 有時(shí)間限定的,設(shè)定“SMART” 目標(biāo) Writing “SMART” Goals,將目標(biāo)與下面向結(jié)合 Align objectives 團(tuán)隊(duì)與分公司的目標(biāo)

10、 team and division goals 個(gè)人的職業(yè)目標(biāo) individual career goals 確定優(yōu)先性 Clarify priority 考慮您的熟練程度 Consider your proficiency 確定清晰的測量方法與質(zhì)量標(biāo)準(zhǔn) Define clear measurements and quality standards 對跟蹤與反饋的計(jì)劃 Plan for follow-up and feedback 建立周期的一對一面談 ( 每周一次或每周兩次) 來確定目標(biāo)能夠支持業(yè)務(wù) Establish regular 1:1s (weekly or bi-weekly)

11、 to make sure goals and objectives are still relevant to the business,績效評分等級Performance Rating Scale,5.0 超常的績效，鮮有人能夠達(dá)到 Exceptional performance, rarely achieved 4.5 一貫地超出所有該職位的要求與期望 Consistently exceeds all position requirements and expectations 4.0 一貫的超出大部分該職位的要求與期望 Consistently exceeds most positio

12、n requirements and expectations 3.5 超出部分該職位的要求與期望 Exceeds some position requirements and expectations 3.0 達(dá)到職位的要求與期望；達(dá)到大部分或所有的目標(biāo)；某些技能需要進(jìn)一步的提高 Meets most or all position requirements and expectations. Accomplishes most or all objectives. Some skills may require additional development. 2.5 低于該職位的要求與期望

13、； Falls below performance standards and expectations of the job,注意: 所有的等級通過可比較的等級與職責(zé)與個(gè)人聯(lián)系在一起 Note: All ratings relative to individuals with comparable levels of responsibility,員工排序 Stack Ranking,有些組織用來比較績效的一個(gè)管理工具 A management tool some organizations may elect to use to help compare performance,員工排序的

14、操作Stack Ranking Practices (各個(gè)組織采用略有不同) (varies from group to group),標(biāo)準(zhǔn) Calibration ： 通過特定的標(biāo)準(zhǔn)來比較，確定分?jǐn)?shù) Rank with specific criteria, then scores are decided 確認(rèn) Validate ：首先確認(rèn)分?jǐn)?shù)，然后排序來確認(rèn) Make score decisions first, then stack rank to validate “Life Boat Drill” 沉船法則 誰需要下船如果船正在下沉? Who can we lose if the bo

15、at is sinking?,其他評估考慮的因素 Other evaluation consider factors,“人員管理” 經(jīng)理的得分 “People Management” rating for managers 使別人變得偉大 Making others great 微軟的價(jià)值觀 Microsoft Values 全年發(fā)生的提升 Promotions occur year round,微軟高級開發(fā)管理峰會(huì),微軟的價(jià)值觀 Microsoft Values,優(yōu)秀人才是聰明的，富有創(chuàng)造力的以及精力充沛的 Great people are bright, creative and ener

16、getic,正直與誠實(shí)的 Act with integrity and honesty 對客戶，合作伙伴以及技術(shù)充滿激情 Passionate about customers, partners and technology 坦率的，尊敬的以及致力于使別人變得偉大 Open and respectful and dedicated to making others better 接受更大挑戰(zhàn)并且盡心完成 Take on big challenges and see them through 自我批評同時(shí)致力于個(gè)人的卓越 Self critical and committed to person

17、al excellence 對影響客戶，員工，合作伙伴以及股東的結(jié)果富有負(fù)責(zé)感 Accountable for results to customers, employees, partners and shareholders,E-val 工具 E-val Tool遞交績效考評的表格并且獲取經(jīng)理與員工的簽字Submit Performance Review form and gets both employee and managers signature人力資源人員能夠看到所有的歷史紀(jì)錄 HR be able to view all history,經(jīng)理反饋 Manager Feedbac

18、k,通過經(jīng)理反饋表向你經(jīng)理的經(jīng)理提供對于直接經(jīng)理的反饋- Providing management feedback to your managers manager via the Manager Feedback Form -,經(jīng)理反饋表 Manager Feedback form,微軟需要優(yōu)秀的經(jīng)理幫助員工，團(tuán)隊(duì)，以及部門去創(chuàng)造一流的結(jié)果并且確保我們有滿意的用戶 Microsoft needs effective managers to help our employees, teams, and divisions focus on producing great results an

19、d ensuring we have satisfied customers. 經(jīng)理反饋表提供給員工一個(gè)對他們經(jīng)理的管理有效性進(jìn)行反饋的機(jī)會(huì) Manager feedback form gives employees the opportunity to give their manager feedback on his/her managerial effectiveness. 對于經(jīng)理反饋的條目評估有助于經(jīng)理去了解他們整年的情況 The ratings on these manager feedback items will allow the manager to see how he

20、/she is progressing throughout the year.,反饋表問題舉例 Sample questions,確保我有明確的目標(biāo)。 Ensures that I have clear goals. 真誠地關(guān)注我的職業(yè)發(fā)展。 Shows a sincere interest in my career. 消除本部門和其他部門之間協(xié)作的障礙。 Removes obstacles to coordination between my work group and other groups. 確保我們的部門朝著明確的目標(biāo)努力。 Ensures that our work group

21、 works toward clear goals. 支持我努力平衡工作和個(gè)人生活。 Supports my efforts to have a balance between my work life and personal life.,微軟高級開發(fā)管理峰會(huì),職業(yè)與專業(yè)的發(fā)展 Career and Professional Development,創(chuàng)造一個(gè)能使優(yōu)秀員工發(fā)揮最佳效能的工作環(huán)境 Creating an environment where the most talented people can do their best work,目標(biāo) Purpose,將個(gè)人的職業(yè)發(fā)展與公司的

22、業(yè)務(wù)需求相結(jié)合 Aligns individual development plans with business needs 獲得一個(gè)職業(yè)發(fā)展與業(yè)務(wù)目標(biāo)最佳的結(jié)合 Achieves an optimal match between professional growth and business objectives 提供均等的機(jī)會(huì) Providing equal opportunity 把績效管理與發(fā)展員工技巧相結(jié)合 Linking performance management with developing people skills 職業(yè)與專業(yè)發(fā)展的結(jié)合 Partnering on C

23、areer and Professional Development 讓其他人變得偉大 Making others great,總覽 Overview,職業(yè)與專業(yè)的發(fā)展是微軟整體績效管理的一部分 Career and Professional Development is part of Microsofts overall Performance Management Process 8個(gè)職業(yè)發(fā)展路徑選擇8 Career Path Options 3向合作3-Way Partnership 3個(gè)步驟3 Steps for Employees 1個(gè)討論表1 Mid-Year Discussio

24、n Form,周期的一對一面談 Regular 1:1 meetings,經(jīng)理與員工保持 一個(gè)持續(xù)的流程 Managers and Employees maintain an ongoing dialogue,績效管理 Performance Management,周期的一對一面談 Regular 1:1 meetings,周期的一對一面談 Regular 1:1 meetings,周期的一對一面談 Regular 1:1 meetings,職業(yè)與專業(yè)的發(fā)展是 Career and Professional Development is,一個(gè)持續(xù)的過程 An on-going process

25、目標(biāo)為將來的12-24個(gè)月 Targets next 12-24 month timeframe 不針對一個(gè)特定的工作 Not about a specific job 不是一個(gè)晉升的承諾 Not a promise of promotion 和績效的提高是不同的 Different from performance improvement,年中討論 The Mid-Year Discussion,1月至3月的時(shí)間段 January March timeframe 基本的側(cè)重是職業(yè)與專業(yè)的發(fā)展 Primary focus is on career and professional develo

26、pment 包括一個(gè)對于績效與目標(biāo)的階段性回顧與修正 Includes a checkpoint assessment on performance and objectives 沒有評估與獎(jiǎng)勵(lì) No rating or rewards 所有的員工均可以參加 Eligibility all employees can participate,職業(yè)的選擇Career Options,在職豐富 Enrichment,垂直晉升 Vertical,跨部門變換 Cross-Functional Change,本職工作外探索 Exploratory,其他追求 Other Pursuits,同部門變換 La

27、teral,重新調(diào)整 Realignment,崗位新任 New to Role,在職豐富 Enrichment,在職發(fā)展 Growing in place 拓展在目前崗位相應(yīng)的能力，技能以及貢獻(xiàn)/獲得另外的挑戰(zhàn)Broadening relevant competencies, skills and contributions within current role and/or seeking additional challenges,同部門變換 Lateral,在同樣科目下變換工作崗位 Changing job within your discipline 在相同的部門或科目下變換工作，但

28、是并不是必須在責(zé)任級別上的變化 Change in job within same function or discipline, but not necessarily a change in level of responsibility,跨部門變換 Cross-Functional Change,進(jìn)入一個(gè)新的科目 Moving into a new discipline 進(jìn)入新的部門或科目去獲取擴(kuò)展，經(jīng)驗(yàn)或技能 Move into new function or discipline to gain exposure, experience and skills,重新調(diào)整 Realign

29、ment,調(diào)節(jié)工作與生活 Reconciling work and life 在內(nèi)部進(jìn)行崗位變換，以達(dá)到技能及興趣與業(yè)務(wù)需要相統(tǒng)一，或者平衡生活責(zé)任 Move internally to better align with interests, skills and business need or to balance life responsibilities,崗位新任 New to Role,逐步成長 Ramping up 微軟的新員工或?qū)τ趰徫坏男氯?New employee to Microsoft or new to role,垂直提升 Vertical,向上變換 Moving u

30、pward 增加工作范圍或責(zé)任的提升 Promotion with increased job scope and responsibilities,本職工作外探索 Exploratory,探知可能性 Investigating possibilities 獲取符合興趣或需要提高技能的其他機(jī)會(huì)的知識Learn more about other opportunities that match interests and areas of needed or desired skill development,其他追求 Other Pursuits,離開微軟 Leaving Microsoft

31、技能與興趣不能與微軟的業(yè)務(wù)需要相結(jié)合Skills and interests dont align with Microsoft business needs,職業(yè)的選擇 Career Options,在職豐富 Enrichment,垂直晉升 Vertical,跨部門變換 Cross-Functional Change,本職工作外探索 Exploratory,其他追求 Other Pursuits,同部門變換 Lateral,重新調(diào)整 Realignment,崗位新任 New to Role,3向合作Three-way Partnership,經(jīng)理協(xié)助 Manager assists,微軟支持

32、 Microsoft supports,員工驅(qū)動(dòng) Employee drives,員工的角色 Employees Role,自我評估 Self-assessment 計(jì)劃 Planning 自始至終的跟蹤 Follow-through,經(jīng)理的角色 Managers Role,采用一個(gè)教練的方法 Take a coaching approach 提供看法 Provide perspective 解釋組織的需要以及業(yè)務(wù)的側(cè)重點(diǎn) Explain organizations needs and business priorities 支持員工的努力 Support employees efforts,

33、微軟的角色 Microsofts Role,提供框架，工具以及資源來支持有效的職業(yè)發(fā)展討論 Provide infrastructure, tools, and resources to support effective career development discussions,您對自己的職業(yè)發(fā)展負(fù)責(zé) Take Charge of Your Career,考慮職業(yè)發(fā)展的選擇，而不是階梯 Think career options, not career ladders 做出自己的計(jì)劃 Make your plan 富有 遠(yuǎn)景 地考慮您的發(fā)展 Think strategically abou

34、t your development,討論與保持 The Discussion and Maintenance,員工的角色 Employees role 具有自我分析以及愿意采納經(jīng)理的觀點(diǎn)的態(tài)度 Be prepared with your own self-analysis and to be open to learning from your managers perspective. 經(jīng)理的角色 Managers role 幫助員工確定他們目標(biāo)以及發(fā)現(xiàn)合適的發(fā)展機(jī)會(huì)Responsibility to help employees clarify their goals and find

35、appropriate growth opportunities. 教練 傾聽及詢問 Coach - to listen, reflect on what they hear, and ask additional questions for clarification.,職業(yè) Vs. 績效 討論 Career Vs. Performance Discussions,兩種討論都包括目標(biāo)，任務(wù)交付，以及對于產(chǎn)出的一致同意 Both types of conversations involve specific goals, deliverables, and agreed upon outcom

36、es 職業(yè)與專業(yè)討論集中于幫助員工結(jié)合他們的工作，將來他們的期望以及微軟的業(yè)務(wù)需要 Career and professional development discussions focus on assisting employees with alignment of their work, their future aspirations, and Microsofts business needs. 績效討論 集中于員工在目前崗位的工作情況 Performance discussions focus on how well employees perform in their current jobs.,個(gè)人的資源 Personal Resources,經(jīng)理 Manger 同事 Peers 人力資源專員 HR Generalist 在線的工具或資源 Online tools and