微軟績效管理的流程與系統(tǒng)ppt課件

1、今天的目的 Purpose Today引見微軟績效管理的流程與系統(tǒng)Provide you an overview of Microsoft Performance Management system and process內(nèi)容安排 Agenda Today微軟的人力資源戰(zhàn)略 Microsoft People Strategy績效考評 Performance Review職業(yè)開展討論 Mid-year Career Discussion經(jīng)理人的作用 Manager make a difference微軟的人力資源戰(zhàn)略 一流的招聘 Great Hires一流的任務(wù)Great Jobs一流的經(jīng)理 G

2、reat Managers 一流的公司 Great Company員工開展PeopleDevelopment招聘Recruiting績效管理 Performance Management 薪酬Compensation符合法律Legal Awareness處置績效的各類問題Handling Performance Issues微軟人力資源戰(zhàn)略 MS People Strategy: 角色分配 Who Owns What?決策層設(shè)定方向和價值觀 Execsown direction and values經(jīng)理方向與價值觀的執(zhí)行; 協(xié)同員工的個人開展Managersown the implementa

3、tion of the direction and the values; partner with employee on development員工擔(dān)任自我鼓勵，承當(dāng)職責(zé); 參與自我開展Employeesown their motivation and responsibilities; partner on development人力資源人員擔(dān)任支持管理的方法與工具；開展與保管優(yōu)秀的員工Human Resourcesown the tactics and tools that support managements efforts to attract, develop and keep

4、 great people. 微軟的績效考核Performance Review at Microsoft考核與報酬理念 Review & Rewards Philosophy 為績效而付薪 Pay for Performance為任務(wù)而付薪 Pay for Job基于雙方一致目的的達成 Rewards based on attainment of mutually agreed upon objectives支持業(yè)務(wù)的目的 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)結(jié)果 With the

5、focus on driving business results, it is:“我們運用繼續(xù)的流程來確定以及獎勵完成的任務(wù)以及任務(wù)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繼續(xù)的 Ongoing 根據(jù)目的管理績效managing performance according to goals職業(yè)開展/績效檢查年度績效考評隨時提升Promotions Any

6、time設(shè)定目的 Set Goals反響 Feedback1月至12月 Jan-DecNo rating or formal review7月8月 July/August8月 August反響 Feedback反響 Feedback反響 Feedback8月份績效考評的目的Purpose of August Reviews一個對于您過去一年績效反響的年度察看. Serves as a an annual look at feedback on your performance for the last year.一個給您直屬經(jīng)理打分的時機 Opportunity for you to prov

7、ide your immediate manager feedback on their performance.一個提供為確認(rèn)或確定今后目的的討論的時機 Provides an opportunity for a discussion to reconfirm/set future goals and objectives.將財務(wù)的獎勵直接與績效掛鉤加薪，獎金，股票 Links financial rewards directly with performance (merit increase, bonus, stock options)微軟績效管理的要素 Elements of Perf

8、ormance Management at Microsoft設(shè)定明晰的目的 Setting clear objectives繼續(xù)而一致的反響 Constant and consistent feedback了解微軟所需的技藝 Understanding MS competency填寫書面考核表 Writing reviews經(jīng)過經(jīng)理反響表給您的經(jīng)理打分-非常重要 Providing management feedback to your managers manager via the Manager Feedback Form IMPORTANT經(jīng)理與員工需求設(shè)定明確且可衡量的目的 Man

9、ager and Employee Need to Set Specific and Measurable Objectives將目的與以下結(jié)合 Align Objectives團隊與機構(gòu)的目的 Team and subsidiary goals個人的職業(yè)目的 Individual career goals在執(zhí)行的優(yōu)先性方面獲得一致 Mutual Agreement between Manager and Employee on PrioritiesSMART 目的以及質(zhì)量的規(guī)范 SMART Goals and Quality Standards跟蹤與反響的方案 Plan for Follow

10、-Up and Feedback設(shè)定目的 Setting ObjectivesSMART 目的S = Specific 明確的M = Measurable 可衡量的A = Attainable/Achievable 可到達的R = Results based/Realistic 基于結(jié)果的/現(xiàn)實的T = Time bound 有時間限定的設(shè)定“SMART 目的 Writing “SMART Goals將目的與下面向結(jié)合 Align objectives團隊與分公司的目的 team and division goals個人的職業(yè)目的 individual career goals確定優(yōu)先性 Cl

11、arify priority思索您的熟練程度 Consider your proficiency確定明晰的丈量方法與質(zhì)量規(guī)范 Define clear measurements and quality standards對跟蹤與反響的方案 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) 來確定目的可以支持業(yè)務(wù) Establish regular 1:1s (weekly or bi-weekly) to make sure goals and objectives are still relevant to the business

12、績效評分等級Performance Rating Scale5.0 超凡的績效，鮮有人可以到達 Exceptional performance, rarely achieved4.5 一向地超出一切該職位的要求與期望 Consistently exceeds all position requirements and expectations4.0 一向的超出大部分該職位的要求與期望 Consistently exceeds most position requirements and expectations3.5 超出部分該職位的要求與期望 Exceeds some position re

13、quirements and expectations3.0 到達職位的要求與期望；到達大部分或一切的目的；某些技藝需求進一步的提高 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； Falls below performance standards and expectations of the job 留意: 一切的等級經(jīng)過可

14、比較的等級與職責(zé)與個人聯(lián)絡(luò)在一同 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管理工具 A management tool some organizations may elect to use to help compare performance員工排序的操作Stack Ranking Practices (各個組織采用略有不同) (varies from group to group)規(guī)范 Calibrati

15、on ：經(jīng)過特定的規(guī)范來比較，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 沉船法那么 誰需求下船假設(shè)船正在下沉? Who can we lose if the boat is sinking?其他評價思索的要素 Other evaluation consider factors “人員管理 經(jīng)理的得分 “People Manag

16、ement rating for managers使他人變得偉大 Making others great微軟的價值觀 Microsoft Values全年發(fā)生的提升 Promotions occur year round微軟的價值觀 Microsoft Values優(yōu)秀人才是聰明的，富有發(fā)明力的以及精神充沛的 Great people are bright, creative and energetic耿直與老實的 Act with integrity and honesty對客戶，協(xié)作同伴以及技術(shù)充溢熱情 Passionate about customers, partners and te

17、chnology坦率的，尊崇的以及努力于使他人變得偉大 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自我批判同時努力于個人的杰出 Self critical and committed to personal excellence 對影響客戶，員工，協(xié)作同伴以及股東的結(jié)果富有擔(dān)任感 Accountable for results to customers, employees, partners and share

18、holdersE-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人力資源人員可以看到一切的歷史紀(jì)錄 HR be able to view all history經(jīng)理反響 Manager Feedback 經(jīng)過經(jīng)理反響表向他經(jīng)理的經(jīng)理提供對于直接經(jīng)理的反響- Providing management feedback to your managers manager via the Manager Feedback

19、Form -經(jīng)理反響表 Manager Feedback form 微軟需求優(yōu)秀的經(jīng)理協(xié)助員工，團隊，以及部門去發(fā)明一流的結(jié)果并且確保我們有稱心的用戶 Microsoft needs effective managers to help our employees, teams, and divisions focus on producing great results and ensuring we have satisfied customers. 經(jīng)理反響表提供應(yīng)員工一個對他們經(jīng)理的管理有效性進展反響的時機 Manager feedback form gives employees t

20、he opportunity to give their manager feedback on his/her managerial effectiveness. 對于經(jīng)理反響的條目評價有助于經(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/she is progressing throughout the year.反響表問題舉例 Sample questions確保我有明確的目的。Ensures that I have clear goals.真誠地關(guān)

21、注我的職業(yè)開展。 Shows a sincere interest in my career.消除本部門和其他部門之間協(xié)作的妨礙。Removes obstacles to coordination between my work group and other groups.確保我們的部門朝著明確的目的努力。 Ensures that our work group works toward clear goals. 支持我努力平衡任務(wù)和個人生活。 Supports my efforts to have a balance between my work life and personal li

22、fe. 職業(yè)與專業(yè)的開展 Career and Professional Development發(fā)明一個能使優(yōu)秀員工發(fā)揚最正確效能的任務(wù)環(huán)境Creating an environment where the most talented people can do their best work目的 Purpose將個人的職業(yè)開展與公司的業(yè)務(wù)需求相結(jié)合 Aligns individual development plans with business needs 獲得一個職業(yè)開展與業(yè)務(wù)目的最正確的結(jié)合 Achieves an optimal match between professional

23、growth and business objectives提供均等的時機 Providing equal opportunity把績效管理與開展員工技巧相結(jié)合 Linking performance management with developing people skills職業(yè)與專業(yè)開展的結(jié)合 Partnering on Career and Professional Development讓其他人變得偉大 Making others great 總覽 Overview職業(yè)與專業(yè)的開展是微軟整體績效管理的一部分Career and Professional Development is

24、 part of Microsofts overall Performance Management Process8個職業(yè)開展途徑選擇8 Career Path Options3向協(xié)作3-Way Partnership3個步驟3 Steps for Employees1個討論表1 Mid-Year Discussion Form周期的一對一面談 Regular 1:1 meetings經(jīng)理與員工堅持一個繼續(xù)的流程Managers andEmployeesmaintain an ongoing dialogue績效管理 Performance Management提升：全年可以采用只需適宜Pr

25、omotions:throughout the year as appropriate年度的八月績效考評與目的設(shè)定Annual AugustPerformance Review and Goal/Objective Setting年中職業(yè)討論1月至3月Mid-Year Discussion: Jan - March過渡性的績效:在經(jīng)理變化的時候Transition Performance Checkpoint:at the time of a manager change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

26、面談Regular 1:1 meetings職業(yè)與專業(yè)的開展是 Career and Professional Development is一個繼續(xù)的過程 An on-going process目的為未來的12-24個月 Targets next 12-24 month timeframe不針對一個特定的任務(wù) Not about a specific job不是一個提升的承諾 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 Discussion1月至3月的時

27、間段 January March timeframe 根本的偏重是職業(yè)與專業(yè)的開展 Primary focus is on career and professional development包括一個對于績效與目的的階段性回想與修正 Includes a checkpoint assessment on performance and objectives沒有評價與獎勵 No rating or rewards一切的員工均可以參與 Eligibility all employees can participate職業(yè)的選擇Career Options在職豐富 Enrichment垂直提升 V

28、ertical跨部門變換Cross-Functional Change本職任務(wù)外探求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在職豐富 Enrichment 在職開展 Growing in place拓展在目前崗位相應(yīng)的才干，技藝以及奉獻/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

29、Lateral 在同樣科目下變換任務(wù)崗位 Changing job within your discipline 在一樣的部門或科目下變換任務(wù)，但是并不是必需在責(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進入一個新的科目Moving into a newdiscipline 進入新的部門或科目去獲取擴展，閱歷或技藝 Move into new functi

30、on or discipline to gain exposure, experience and skills 重新調(diào)整 Realignment調(diào)理任務(wù)與生活Reconciling workand life 在內(nèi)部進展崗位變換，以到達技藝及興趣與業(yè)務(wù)需求相一致，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逐漸生長 Ramping up微軟的新員工或?qū)τ趰徫坏男氯?New

31、 employee to Microsoft or new to role垂直提升 Vertical向上變換 Moving upward添加任務(wù)范圍或責(zé)任的提升 Promotion with increased job scope and responsibilities 本職任務(wù)外探求 Exploratory探知能夠性 Investigating possibilities 獲取符合興趣或需求提高技藝的其他時機的知識Learn more about other opportunities that match interests and areas of needed or desired

32、skill development其他追求 Other Pursuits 分開微軟 Leaving Microsoft技藝與興趣不能與微軟的業(yè)務(wù)需求相結(jié)合Skills and interests dont align with Microsoft business needs職業(yè)的選擇 Career Options在職豐富 Enrichment垂直提升 Vertical跨部門變換Cross-Functional Change本職任務(wù)外探求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 Role3向協(xié)作Thre

33、e-way Partnership經(jīng)理協(xié)助Managerassists微軟支持Microsoftsupports員工驅(qū)動Employeedrives員工的角色 Employees Role自我評價 Self-assessment方案 Planning自始至終的跟蹤 Follow-through經(jīng)理的角色 Managers Role采用一個教練的方法 Take a coaching approach提供看法 Provide perspective解釋組織的需求以及業(yè)務(wù)的偏重點 Explain organizations needs and business priorities支持員工的努力 S

34、upport employees efforts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)開展討論 Provide infrastructure, tools, and resources to support effective career development discussions您對本人的職業(yè)開展擔(dān)任 Take Charge of Your Career思索職業(yè)開展的選擇，而不是階梯 Think career options, not career ladders做出本人的方案 Make your plan富有 遠景 地思索您的開展 Think

35、 strategically about your development 討論與堅持 The Discussion and Maintenance員工的角色 Employees role具有自我分析以及情愿采用經(jīng)理的觀念的態(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協(xié)助員工確定他們目的以及發(fā)現(xiàn)適宜的開展時機Responsibility to help employees clarify their

36、goals and find appropriate growth opportunities.教練 傾聽及訊問 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兩種討論都包括目的，義務(wù)交付，以及對于產(chǎn)出的一致贊同Both types of conversations involve specific goals, deliverables, and agreed

37、upon outcomes職業(yè)與專業(yè)討論集中于協(xié)助員工結(jié)合他們的任務(wù)，未來他們的期望以及微軟的業(yè)務(wù)需求 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任務(wù)情況 Performance discussions focus on how well employees perform in their current jobs.個人的資源