微软的绩效管理案例

1、内容安排 Agenda Today微软的人力资源战略 Microsoft People Strategy绩效考评 Performance Review职业发展探讨 Mid-year Career Discussion经理人的作用 Manager make a difference1微软的人力资源战略 一流的招聘 Great Hires一流的工作Great Jobs一流的经理 Great Managers 一流的公司 Great Company员工发展PeopleDevelopment招聘Recruiting绩效管理 Performance Management 薪酬Compensation符合

2、法律Legal Awareness处理绩效的各类问题Handling Performance Issues2微软人力资源战略 MS People Strategy: 角色分配 Who Owns What?决策层设定方向和价值观 Execsown direction and values经理方向与价值观的执行; 协同员工的个人发展Managersown the implementation of the direction and the values; partner with employee on development员工负责自我激励，承担职责; 参与自我发展Employeesown t

3、heir motivation and responsibilities; partner on development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Human Resourcesown the tactics and tools that support managements efforts to attract, develop and keep great people.3 微软的绩效考核Performance Review at Microsoft4考核与报酬理念 Review & Rewards Philosophy 为绩效而付薪 Pay for Per

4、formance为工作而付薪 Pay for Job基于双方一致目标的达成 Rewards based on attainment of mutually agreed upon objectives支持业务的目标 Supports business objectives5绩效管理的流程 Performance Review Process 基于对获得更好的业务结果 With the focus on driving business results, it is:“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。” “The ongoing process we use to

5、 define, evaluate and reward the work and how it gets done at Microsoft.”6绩效管理 Performance Review Process持续的 Ongoing 根据目标管理绩效managing performance according to goals职业发展/绩效检查年度绩效考评随时提升Promotions Anytime设定目标 Set Goals反馈 Feedback1月至12月 Jan-DecNo rating or formal review7月8月 July/August8月 August反馈 Feedba

6、ck反馈 Feedback反馈 Feedback78月份绩效考评的目的Purpose of August Reviews一个对于您过去一年绩效反馈的年度察看. Serves as a an annual look at feedback on your performance for the last year.一个给您直属经理打分的机会 Opportunity for you to provide your immediate manager feedback on their performance.一个提供为确认或确定今后目标的讨论的机会 Provides an opportunity

7、for a discussion to reconfirm/set future goals and objectives.将财务的奖励直接与绩效挂钩（加薪，奖金，股票） Links financial rewards directly with performance (merit increase, bonus, stock options)8微软绩效管理的要素 Elements of Performance Management at Microsoft设定清晰的目标 Setting clear objectives持续而一致的反馈 Constant and consistent fee

8、dback理解微软所需的技能 Understanding MS competency填写书面考核表 Writing reviews通过经理反馈表给您的经理打分-非常重要 Providing management feedback to your managers manager via the Manager Feedback Form IMPORTANT9经理与员工需要设定明确且可衡量的目标 Manager and Employee Need to Set Specific and Measurable Objectives将目标与以下结合 Align Objectives团队与机构的目标

9、Team and subsidiary goals个人的职业目标 Individual career goals在执行的优先性方面取得一致 Mutual Agreement between Manager and Employee on PrioritiesSMART 目标以及质量的标准 SMART Goals and Quality Standards跟踪与反馈的计划 Plan for Follow-Up and Feedback设定目标 Setting Objectives10SMART 目标S = Specific 明确的M = Measurable 可衡量的A = Attainable

10、/Achievable 可达到的R = Results based/Realistic 基于结果的/现实的T = Time bound 有时间限定的11设定“SMART” 目标 Writing “SMART” Goals将目标与下面向结合 Align objectives团队与分公司的目标 team and division goals个人的职业目标 individual career goals确定优先性 Clarify priority考虑您的熟练程度 Consider your proficiency确定清晰的测量方法与质量标准 Define clear measurements and

11、 quality standards对跟踪与反馈的计划 Plan for follow-up and feedback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 Establish regular 1:1s (weekly or bi-weekly) to make sure goals and objectives are still relevant to the business12绩效评分等级Performance Rating Scale5.0 超常的绩效，鲜有人能够达到 Exceptional performance, rarely achieved4.

12、5 一贯地超出所有该职位的要求与期望 Consistently exceeds all position requirements and expectations4.0 一贯的超出大部分该职位的要求与期望 Consistently exceeds most position requirements and expectations3.5 超出部分该职位的要求与期望 Exceeds some position requirements and expectations3.0 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 Meets most or all posit

13、ion requirements and expectations. Accomplishes most or all objectives. Some skills may require additional development.2.5 低于该职位的要求与期望； Falls below performance standards and expectations of the job 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: All ratings relative to individuals with comparable levels of respo

14、nsibility13员工排序 Stack Ranking有些组织用来比较绩效的一个管理工具 A management tool some organizations may elect to use to help compare performance14员工排序的操作Stack Ranking Practices (各个组织采用略有不同) (varies from group to group)标准 Calibration ：通过特定的标准来比较，确定分数 Rank with specific criteria, then scores are decided确认 Validate ：首

15、先确认分数，然后排序来确认 Make score decisions first, then stack rank to validate“Life Boat Drill” 沉船法则 谁需要下船如果船正在下沉? Who can we lose if the boat is sinking?15其他评估考虑的因素 Other evaluation consider factors “人员管理” 经理的得分 “People Management” rating for managers使别人变得伟大 Making others great微软的价值观 Microsoft Values全年发生的提升

16、 Promotions occur year round16微软的价值观 Microsoft Values17优秀人才是聪明的，富有创造力的以及精力充沛的 Great people are bright, creative and energetic正直与诚实的 Act with integrity and honesty对客户，合作伙伴以及技术充满激情 Passionate about customers, partners and technology坦率的，尊敬的以及致力于使别人变得伟大 Open and respectful and dedicated to making others

17、 better接受更大挑战并且尽心完成 Take on big challenges and see them through自我批评同时致力于个人的卓越 Self critical and committed to personal excellence 对影响客户，员工，合作伙伴以及股东的结果富有负责感 Accountable for results to customers, employees, partners and shareholders18E-val 工具 E-val Tool递交绩效考评的表格并且获取经理与员工的签字Submit Performance Review for

18、m and gets both employee and managers signature人力资源人员能够看到所有的历史纪录 HR be able to view all history19经理反馈 Manager Feedback 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- Providing management feedback to your managers manager via the Manager Feedback Form -20经理反馈表 Manager Feedback form 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

19、的用户 Microsoft needs effective managers to help our employees, teams, and divisions focus on producing great results and ensuring we have satisfied customers. 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 Manager feedback form gives employees the opportunity to give their manager feedback on his/her managerial effe

20、ctiveness. 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 The ratings on these manager feedback items will allow the manager to see how he/she is progressing throughout the year.21反馈表问题举例 Sample questions确保我有明确的目标。Ensures that I have clear goals.真诚地关注我的职业发展。 Shows a sincere interest in my career.消除本部门和其他部门之间协作的障碍。Remov

21、es obstacles to coordination between my work group and other groups.确保我们的部门朝着明确的目标努力。 Ensures that our work group works toward clear goals. 支持我努力平衡工作和个人生活。 Supports my efforts to have a balance between my work life and personal life. 22职业与专业的发展 Career and Professional Development创造一个能使优秀员工发挥最佳效能的工作环

22、境Creating an environment where the most talented people can do their best work23目标 Purpose将个人的职业发展与公司的业务需求相结合 Aligns individual development plans with business needs 获得一个职业发展与业务目标最佳的结合 Achieves an optimal match between professional growth and business objectives提供均等的机会 Providing equal opportunity把绩效

23、管理与发展员工技巧相结合 Linking performance management with developing people skills职业与专业发展的结合 Partnering on Career and Professional Development让其他人变得伟大 Making others great 24总览 Overview职业与专业的发展是微软整体绩效管理的一部分Career and Professional Development is part of Microsofts overall Performance Management Process8个职业发展路径

24、选择8 Career Path Options3向合作3-Way Partnership3个步骤3 Steps for Employees1个讨论表1 Mid-Year Discussion Form25职业与专业的发展是 Career and Professional Development is一个持续的过程 An on-going process目标为将来的12-24个月 Targets next 12-24 month timeframe不针对一个特定的工作 Not about a specific job不是一个晋升的承诺 Not a promise of promotion和绩效的

25、提高是不同的 Different from performance improvement26年中讨论 The Mid-Year Discussion1月至3月的时间段 January March timeframe 基本的侧重是职业与专业的发展 Primary focus is on career and professional development包括一个对于绩效与目标的阶段性回顾与修正 Includes a checkpoint assessment on performance and objectives没有评估与奖励 No rating or rewards所有的员工均可以参加

26、 Eligibility all employees can participate27职业的选择Career Options在职丰富 Enrichment垂直晋升 Vertical跨部门变换Cross-Functional Change本职工作外探索Exploratory其他追求Other Pursuits同部门变换Lateral重新调整Realignment岗位新任 New to Role28员工的角色 Employees Role自我评估 Self-assessment计划 Planning自始至终的跟踪 Follow-through29经理的角色 Managers Role采用一个教练

27、的方法 Take a coaching approach提供看法 Provide perspective解释组织的需要以及业务的侧重点 Explain organizations needs and business priorities支持员工的努力 Support employees efforts30微软的角色 Microsofts Role提供框架，工具以及资源来支持有效的职业发展讨论 Provide infrastructure, tools, and resources to support effective career development discussions31您对自

28、己的职业发展负责 Take Charge of Your Career考虑职业发展的选择，而不是阶梯 Think career options, not career ladders做出自己的计划 Make your plan富有 远景 地考虑您的发展 Think strategically about your development 32讨论与保持 The Discussion and Maintenance员工的角色 Employees role具有自我分析以及愿意采纳经理的观点的态度 Be prepared with your own self-analysis and to be o

29、pen to learning from your managers perspective.经理的角色 Managers role帮助员工确定他们目标以及发现合适的发展机会Responsibility to help employees clarify their goals and find appropriate growth opportunities.教练 倾听及询问 Coach - to listen, reflect on what they hear, and ask additional questions for clarification.33职业 Vs. 绩效 讨论 C

30、areer Vs. Performance Discussions两种讨论都包括目标，任务交付，以及对于产出的一致同意Both types of conversations involve specific goals, deliverables, and agreed upon outcomes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 Career and professional development discussions focus on assisting employees with alignment of their work, their future aspirations, and Microsofts business needs.绩效讨论 集中于员工在目前岗位的工作情况 Performance discussions focus on how well