绩效考核_微软的绩效管理1

微软高级开发管理峰会,微软的绩效管理PerformanceManagementatMicrosoft,陆华人力资源部经理微软上海,自我介绍Aboutme,在微软服务于人力资源部已满五年WorkedforMicrosoftfor5yearsasHR支持微软全球技术中心与微软(中国)销售机构华东/华中/西南区SupportbothMicrosoftGlobalTechnicalEngineeringCenterandMicrosoftPRCSales协同员工的个人发展Managersowntheimplementationofthedirectionandthevalues;partnerwithemployeeondevelopment员工负责自我激励，承担职责;参与自我发展Employeesowntheirmotivationandresponsibilities;partnerondevelopment人力资源人员负责支持管理的方法与工具；发展与保留优秀的员工HumanResourcesownthetacticsandtoolsthatsupportmanagementseffortstoattract,developandkeepgreatpeople.,微软高级开发管理峰会,微软的绩效考核PerformanceReviewatMicrosoft,考核与报酬理念Review&RewardsPhilosophy,为绩效而付薪PayforPerformance为工作而付薪PayforJob基于双方一致目标的达成Rewardsbasedonattainmentofmutuallyagreeduponobjectives支持业务的目标Supportsbusinessobjectives,绩效管理的流程PerformanceReviewProcess,基于对获得更好的业务结果Withthefocusondrivingbusinessresults,itis:“我们使用持续的流程来确定以及奖励完成的工作以及工作是如何完成的。”“Theongoingprocessweusetodefine,evaluateandrewardtheworkandhowitgetsdoneatMicrosoft.”,绩效管理PerformanceReviewProcess,持续的Ongoing根据目标管理绩效managingperformanceaccordingtogoals,职业发展/绩效检查,年度绩效考评,随时提升PromotionsAnytime,设定目标SetGoals,反馈Feedback,1月至12月Jan-DecNoratingorformalreview,7月8月July/August,8月August,反馈Feedback,反馈Feedback,反馈Feedback,8月份绩效考评的目的PurposeofAugustReviews,一个对于您过去一年绩效反馈的年度察看.Servesasaanannuallookatfeedbackonyourperformanceforthelastyear.一个给您直属经理打分的机会Opportunityforyoutoprovideyourimmediatemanagerfeedbackontheirperformance.一个提供为确认或确定今后目标的讨论的机会Providesanopportunityforadiscussiontoreconfirm/setfuturegoalsandobjectives.将财务的奖励直接与绩效挂钩（加薪，奖金，股票）Linksfinancialrewardsdirectlywithperformance(meritincrease,bonus,stockoptions),微软绩效管理的要素ElementsofPerformanceManagementatMicrosoft,设定清晰的目标Settingclearobjectives持续而一致的反馈Constantandconsistentfeedback理解微软所需的技能UnderstandingMScompetency填写书面考核表Writingreviews通过经理反馈表给您的经理打分-非常重要ProvidingmanagementfeedbacktoyourmanagersmanagerviatheManagerFeedbackFormIMPORTANT,经理与员工需要设定明确且可衡量的目标ManagerandEmployeeNeedtoSetSpecificandMeasurableObjectives将目标与以下结合AlignObjectives团队与机构的目标Teamandsubsidiarygoals个人的职业目标Individualcareergoals在执行的优先性方面取得一致MutualAgreementbetweenManagerandEmployeeonPrioritiesSMART目标以及质量的标准SMARTGoalsandQualityStandards跟踪与反馈的计划PlanforFollow-UpandFeedback,设定目标SettingObjectives,SMART目标,S=Specific明确的M=Measurable可衡量的A=Attainable/Achievable可达到的R=Resultsbased/Realistic基于结果的/现实的T=Timebound有时间限定的,设定“SMART”目标Writing“SMART”Goals,将目标与下面向结合Alignobjectives团队与分公司的目标teamanddivisiongoals个人的职业目标individualcareergoals确定优先性Clarifypriority考虑您的熟练程度Consideryourproficiency确定清晰的测量方法与质量标准Defineclearmeasurementsandqualitystandards对跟踪与反馈的计划Planforfollow-upandfeedback建立周期的一对一面谈(每周一次或每周两次)来确定目标能够支持业务Establishregular1:1s(weeklyorbi-weekly)tomakesuregoalsandobjectivesarestillrelevanttothebusiness,绩效评分等级PerformanceRatingScale,5.0超常的绩效，鲜有人能够达到Exceptionalperformance,rarelyachieved4.5一贯地超出所有该职位的要求与期望Consistentlyexceedsallpositionrequirementsandexpectations4.0一贯的超出大部分该职位的要求与期望Consistentlyexceedsmostpositionrequirementsandexpectations3.5超出部分该职位的要求与期望Exceedssomepositionrequirementsandexpectations3.0达到职位的要求与期望；达到大部分或所有的目标；某些技能需要进一步的提高Meetsmostorallpositionrequirementsandexpectations.Accomplishesmostorallobjectives.Someskillsmayrequireadditionaldevelopment.2.5低于该职位的要求与期望；Fallsbelowperformancestandardsandexpectationsofthejob,注意:所有的等级通过可比较的等级与职责与个人联系在一起Note:Allratingsrelativetoindividualswithcomparablelevelsofresponsibility,员工排序StackRanking,有些组织用来比较绩效的一个管理工具Amanagementtoolsomeorganizationsmayelecttousetohelpcompareperformance,员工排序的操作StackRankingPractices(各个组织采用略有不同)(variesfromgrouptogroup),标准Calibration：通过特定的标准来比较，确定分数Rankwithspecificcriteria,thenscoresaredecided确认Validate：首先确认分数，然后排序来确认Makescoredecisionsfirst,thenstackranktovalidate“LifeBoatDrill”沉船法则谁需要下船如果船正在下沉?Whocanweloseiftheboatissinking?,其他评估考虑的因素Otherevaluationconsiderfactors,“人员管理”经理的得分“PeopleManagement”ratingformanagers使别人变得伟大Makingothersgreat微软的价值观MicrosoftValues全年发生的提升Promotionsoccuryearround,微软高级开发管理峰会,微软的价值观MicrosoftValues,优秀人才是聪明的，富有创造力的以及精力充沛的Greatpeoplearebright,creativeandenergetic,正直与诚实的Actwithintegrityandhonesty对客户，合作伙伴以及技术充满激情Passionateaboutcustomers,partnersandtechnology坦率的，尊敬的以及致力于使别人变得伟大Openandrespectfulanddedicatedtomakingothersbetter接受更大挑战并且尽心完成Takeonbigchallengesandseethemthrough自我批评同时致力于个人的卓越Selfcriticalandcommittedtopersonalexcellence对影响客户，员工，合作伙伴以及股东的结果富有负责感Accountableforresultstocustomers,employees,partnersandshareholders,E-val工具E-valTool递交绩效考评的表格并且获取经理与员工的签字SubmitPerformanceReviewformandgetsbothemployeeandmanagerssignature人力资源人员能够看到所有的历史纪录HRbeabletoviewallhistory,经理反馈ManagerFeedback,通过经理反馈表向你经理的经理提供对于直接经理的反馈-ProvidingmanagementfeedbacktoyourmanagersmanagerviatheManagerFeedbackForm-,经理反馈表ManagerFeedbackform,微软需要优秀的经理帮助员工，团队，以及部门去创造一流的结果并且确保我们有满意的用户Microsoftneedseffectivemanagerstohelpouremployees,teams,anddivisionsfocusonproducinggreatresultsandensuringwehavesatisfiedcustomers.经理反馈表提供给员工一个对他们经理的管理有效性进行反馈的机会Managerfeedbackformgivesemployeestheopportunitytogivetheirmanagerfeedbackonhis/hermanagerialeffectiveness.对于经理反馈的条目评估有助于经理去了解他们整年的情况Theratingsonthesemanagerfeedbackitemswillallowthemanagertoseehowhe/sheisprogressingthroughouttheyear.,反馈表问题举例Samplequestions,确保我有明确的目标。EnsuresthatIhavecleargoals.真诚地关注我的职业发展。Showsasincereinterestinmycareer.消除本部门和其他部门之间协作的障碍。Removesobstaclestocoordinationbetweenmyworkgroupandothergroups.确保我们的部门朝着明确的目标努力。Ensuresthatourworkgroupworkstowardcleargoals.支持我努力平衡工作和个人生活。Supportsmyeffortstohaveabalancebetweenmyworklifeandpersonallife.,微软高级开发管理峰会,职业与专业的发展CareerandProfessionalDevelopment,创造一个能使优秀员工发挥最佳效能的工作环境Creatinganenvironmentwherethemosttalentedpeoplecandotheirbestwork,目标Purpose,将个人的职业发展与公司的业务需求相结合Alignsindividualdevelopmentplanswithbusinessneeds获得一个职业发展与业务目标最佳的结合Achievesanoptimalmatchbetweenprofessionalgrowthandbusinessobjectives提供均等的机会Providingequalopportunity把绩效管理与发展员工技巧相结合Linkingperformancemanagementwithdevelopingpeopleskills职业与专业发展的结合PartneringonCareerandProfessionalDevelopment让其他人变得伟大Makingothersgreat,总览Overview,职业与专业的发展是微软整体绩效管理的一部分CareerandProfessionalDevelopmentispartofMicrosoftsoverallPerformanceManagementProcess8个职业发展路径选择8CareerPathOptions3向合作3-WayPartnership3个步骤3StepsforEmployees1个讨论表1Mid-YearDiscussionForm,周期的一对一面谈Regular1:1meetings,经理与员工保持一个持续的流程ManagersandEmployeesmaintainanongoingdialogue,绩效管理PerformanceManagement,周期的一对一面谈Regular1:1meetings,周期的一对一面谈Regular1:1meetings,周期的一对一面谈Regular1:1meetings,职业与专业的发展是CareerandProfessionalDevelopmentis,一个持续的过程Anon-goingprocess目标为将来的12-24个月Targetsnext12-24monthtimeframe不针对一个特定的工作Notaboutaspecificjob不是一个晋升的承诺Notapromiseofpromotion和绩效的提高是不同的Differentfromperformanceimprovement,年中讨论TheMid-YearDiscussion,1月至3月的时间段JanuaryMarchtimeframe基本的侧重是职业与专业的发展Primaryfocusisoncareerandprofessionaldevelopment包括一个对于绩效与目标的阶段性回顾与修正Includesacheckpointassessmentonperformanceandobjectives没有评估与奖励Noratingorrewards所有的员工均可以参加Eligibilityallemployeescanparticipate,职业的选择CareerOptions,在职丰富Enrichment,垂直晋升Vertical,跨部门变换Cross-FunctionalChange,本职工作外探索Exploratory,其他追求OtherPursuits,同部门变换Lateral,重新调整Realignment,岗位新任NewtoRole,在职丰富Enrichment,在职发展Growinginplace拓展在目前岗位相应的能力，技能以及贡献/获得另外的挑战Broadeningrelevantcompetencies,skillsandcontributionswithincurrentroleand/orseekingadditionalchallenges,同部门变换Lateral,在同样科目下变换工作岗位Changingjobwithinyourdiscipline在相同的部门或科目下变换工作，但是并不是必须在责任级别上的变化Changeinjobwithinsamefunctionordiscipline,butnotnecessarilyachangeinlevelofresponsibility,跨部门变换Cross-FunctionalChange,进入一个新的科目Movingintoanewdiscipline进入新的部门或科目去获取扩展，经验或技能Moveintonewfunctionordisciplinetogainexposure,experienceandskills,重新调整Realignment,调节工作与生活Reconcilingworkandlife在内部进行岗位变换，以达到技能及兴趣与业务需要相统一，或者平衡生活责任Moveinternallytobetteralignwithinterests,skillsandbusinessneedortobalanceliferesponsibilities,岗位新任NewtoRole,逐步成长Rampingup微软的新员工或对于岗位的新人NewemployeetoMicrosoftornewtorole,垂直提升Vertical,向上变换Movingupward增加工作范围或责任的提升Promotionwithincreasedjobscopeandresponsibilities,本职工作外探索Exploratory,探知可能性Investigatingpossibilities获取符合兴趣或需要提高技能的其他机会的知识Learnmoreaboutotheropportunitiesthatmatchinterestsandareasofneededordesiredskilldevelopment,其他追求OtherPursuits,离开微软LeavingMicrosoft技能与兴趣不能与微软的业务需要相结合SkillsandinterestsdontalignwithMicrosoftbusinessneeds,职业的选择CareerOptions,在职丰富Enrichment,垂直晋升Vertical,跨部门变换Cross-FunctionalChange,本职工作外探索Exploratory,其他追求OtherPursuits,同部门变换Lateral,重新调整Realignment,岗位新任NewtoRole,3向合作Three-wayPartnership,经理协助Managerassists,微软支持Microsoftsupports,员工驱动Employeedrives,员工的角色EmployeesRole,自我评估Self-assessment计划Planning自始至终的跟踪Follow-through,经理的角色ManagersRole,采用一个教练的方法Takeacoachingapproach提供看法Provideperspective解释组织的需要以及业务的侧重点Explainorganizationsneedsandbusinesspriorities支持员工的努力Supportemployeesefforts,微软的角色MicrosoftsRole,提供框架，工具以及资源来支持有效的职业发展讨论Provideinfrastructure,tools,andresourcestosupporteffectivecareerdevelopmentdiscussions,您对自己的职业发展负责TakeChargeofYourCareer,考虑职业发展的选择，而不是阶梯Thinkcareeroptions,notcareerladders做出自己的计划Makeyourplan富有远景地考虑您的发展Thinkstrategicallyaboutyourdevelopment,讨论与保持TheDiscussionandMaintenance,员工的角色Employeesrole具有自我分析以及愿意采纳经理的观点的态度Bepreparedwithyourownself-analysisandtobeopentolearningfromyourmanagersperspective.经理的角色Managersrole帮助员工确定他们目标以及发现合适的发展机会Responsibilitytohelpemployeesclarifytheirgoalsandfindappropriategrowthopportunities.教练倾听及询问Coach-tolisten,reflectonwhattheyhear,andaskadditionalquestionsforclarification.,职业Vs.绩效讨论CareerVs.PerformanceDiscussions,两种讨论都包括目标，任务交付，以及对于产出的一致同意Bothtypesofconversationsinvolvespecificgoals,deliverables,andagreeduponoutcomes职业与专业讨论集中于帮助员工结合他们的工作，将来他们的期望以及微软的业务需要Careerandprofessionaldevelopmentdiscussionsfocusonassistingemployeeswithalignmentoftheirwork,theirfutureaspirations,andMicrosoftsbusinessneeds.绩效讨论集中于员工在目前岗位的工作情况Performancediscussionsfocusonhowwellemployeesperformintheircurrentjobs.,个人的资源PersonalResources,经理Manger同事Peers人力资源专员HRGeneralist在线的工具或资源Onlinetoolsandr