微軟績效管理performancemanagementatMicrosoft

1、微軟的績效管理 Performance Management at Microsoft 人力資源部經(jīng)理1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 & Marketing Organization in East/Central/West China2今天的目的 Purpose

2、Today介紹微軟績效管理的流程與系統(tǒng)Provide you an overview of Microsoft Performance Management system and process3內(nèi)容安排 Agenda Today微軟的人力資源戰(zhàn)略 Microsoft People Strategy績效考評(píng) Performance Review職業(yè)發(fā)展探討 Mid-year Career Discussion經(jīng)理人的作用 Manager make a difference4微軟的人力資源戰(zhàn)略 一流的招聘 Great Hires一流的工作Great Jobs一流的經(jīng)理 Great Manager

3、s 一流的公司 Great Company員工發(fā)展PeopleDevelopment招聘Recruiting績效管理 Performance Management 薪酬Compensation符合法律Legal Awareness處理績效的各類問題Handling Performance Issues5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(jià)值觀 Execsown direction and values經(jīng)理方向與價(jià)值觀的執(zhí)行; 協(xié)同員工的個(gè)人發(fā)展Managersown the implementation of the

4、 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 great peop

5、le.6 微軟的績效考核Performance Review at Microsoft7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 objectives8績效管理的流程 Performance Review Process 基于對(duì)獲得更好的業(yè)務(wù)結(jié)果 With the focus on

6、 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.”9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/績效檢查年度績效考評(píng)隨時(shí)提升Promotions Anytime設(shè)

7、定目標(biāo) Set Goals反饋 Feedback1月至12月 Jan-DecNo rating or formal review7月8月 July/August8月 August反饋 Feedback反饋 Feedback反饋 Feedback108月份績效考評(píng)的目的Purpose of August Reviews一個(gè)對(duì)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)理打分的機(jī)會(huì) Opportunity for you to provide

8、 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, stock options)11微軟績效管理的要素 Elements of Per

9、formance 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 Feedback Form IMPORTANT12經(jīng)理與員工需要設(shè)定明確且可衡量的目標(biāo)

10、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 PrioritiesSMART 目標(biāo)以及質(zhì)量的標(biāo)準(zhǔn) SMART Goals and Quality Standards跟蹤與反饋的計(jì)劃 Plan for Fol

11、low-Up and Feedback設(shè)定目標(biāo) Setting Objectives13SMART 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14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) team and division goals個(gè)人的職業(yè)目標(biāo) individual career goal

12、s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(cè)量方法與質(zhì)量標(biāo)準(zhǔn) Define clear measurements and quality standards對(duì)跟蹤與反饋的計(jì)劃 Plan for follow-up and feedback建立周期的一對(duì)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) to make sure goals and objectives are still relevant to the

13、 business15績效評(píng)分等級(jí)Performance Rating Scale5.0 超常的績效，鮮有人能夠達(dá)到 Exceptional performance, rarely achieved4.5 一貫地超出所有該職位的要求與期望 Consistently exceeds all position requirements and expectations4.0 一貫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

14、position requirements and expectations3.0 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； Falls below performance standards and expectations of the job 注

15、意: 所有的等級(jí)通過可比較的等級(jí)與職責(zé)與個(gè)人聯(lián)系在一起 Note: All ratings relative to individuals with comparable levels of responsibility16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 performance17員工排序的操作Stack Ranking Practices (各個(gè)組織采用略有不同) (varies from group to gro

16、up)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 boat is sinking?18其他評(píng)估考慮的因素 Other evaluation consider factors “人員管理” 經(jīng)

17、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 round19微軟的價(jià)值觀 Microsoft Values20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 energetic正直與誠實(shí)的 Act with integrity and honesty對(duì)客戶，合作伙伴以及技術(shù)充滿激情 Passionate about cus

18、tomers, 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(píng)同時(shí)致力于個(gè)人的卓越 Self critical and committed to personal excellence 對(duì)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, employ

19、ees, partners and shareholders21E-val 工具 E-val Tool遞交績效考評(píng)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 history22經(jīng)理反饋 Manager Feedback 通過經(jīng)理反饋表向你經(jīng)理的經(jīng)理提供對(duì)于直接經(jīng)理的反饋- Providing management feedback to your managers manage

20、r via the Manager Feedback Form -23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 and ensuring we have satisfied customers. 經(jīng)理反饋表提供給員工一個(gè)對(duì)他們經(jīng)理的管理有效性進(jìn)行反饋的機(jī)會(huì) Manager fe

21、edback form gives employees the opportunity to give their manager feedback on his/her managerial effectiveness. 對(duì)于經(jīng)理反饋的條目評(píng)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/she is progressing throughout the year.24反饋表問題舉例 Sample questions確保我有明確的目標(biāo)。Ensur

22、es 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 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 betwe

23、en my work life and personal life. 25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 work26目標(biāo) Purpose將個(gè)人的職業(yè)發(fā)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(gè)職業(yè)發(fā)展與業(yè)務(wù)目標(biāo)最佳的結(jié)合 Achieves an op

24、timal 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 Career and Professional Development讓其他人變得偉大 Making others great 27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Car

25、eer and Professional Development is part of Microsofts overall Performance Management Process8個(gè)職業(yè)發(fā)展路徑選擇8 Career Path Options3向合作3-Way Partnership3個(gè)步驟3 Steps for Employees1個(gè)討論表1 Mid-Year Discussion Form28周期的一對(duì)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 andEmployeesmaintain an ongoing dialogue績效管理

26、Performance Management晉升：全年可以采用只要合適Promotions:throughout the year as appropriate年度的八月績效考評(píng)與目標(biāo)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(shí)候Transition Performance Checkpoint:at the time of a manager change周期的一對(duì)一面談Regular 1:1 meeti

27、ngs周期的一對(duì)一面談Regular 1:1 meetings周期的一對(duì)一面談Regular 1:1 meetings29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目標(biāo)為將來的12-24個(gè)月 Targets next 12-24 month timeframe不針對(duì)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 improve

28、ment30年中討論 The Mid-Year Discussion1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 development包括一個(gè)對(duì)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(píng)估與獎(jiǎng)勵(lì) No rating or rewards所有的員工均可以參加 Eligibility all employees can participat

29、e31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 Role32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 rol

30、e and/or seeking additional challenges 33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，但是并不是必須在責(zé)任級(jí)別上的變化 Change in job within same function or discipline, but not necessarily a change in level of responsibility34跨部門變換 Cross-Functional Change進(jìn)入一個(gè)新的科目Moving into a newdis

31、cipline 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 35重新調(diào)整 Realignment調(diào)節(jié)工作與生活Reconciling workand 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

32、 ?36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 role37垂直提升 Vertical向上變換 Moving upward增加工作范圍或責(zé)任的提升 Promotion with increased job scope and responsibilities 38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(shí)Learn more about other opportuni

33、ties that match interests and areas of needed or desired skill development39其他追求 Other Pursuits 離開微軟 Leaving Microsoft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 needs40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Oth

34、er Pursuits同部門變換Lateral重新調(diào)整Realignment崗位新任New to Role413向合作Three-way Partnership經(jīng)理協(xié)助Managerassists微軟支持Microsoftsupports員工驅(qū)動(dòng)Employeedrives42員工的角色 Employees Role自我評(píng)估 Self-assessment計(jì)劃 Planning自始至終的跟蹤 Follow-through43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

35、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 efforts44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 discussions45您對(duì)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 care

36、er 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 about your development 46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

37、 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 appropriate growth opportunities.教練 傾聽及詢問 Coach - to listen, reflect on what they hear, and ask additional questions for clarification.47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(duì)于產(chǎn)出的一致同意Bo

38、th types of conversations involve specific goals, deliverables, and agreed upon outcomes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 th