1、微軟的績效管理 Performance Management at Microsoft 人力資源部經理1自我介紹 About me在微軟服務于人力資源部已滿五年 Worked for Microsoft for 5 years as HR支持微軟全球技術中心與微軟(中國)銷售 機構華東/華中/西南區 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Provide you an overview of Microsoft Performance Management system and process3內容安排 Agenda Today微軟的人力資源戰略 Microsoft People Strategy績效考評 Performance Review職業發展探討 Mid-year Career Discussion經理人的作用 Manager make a difference4微軟的人力資源戰略 一流的招聘 Great Hires一流的工作Great Jobs一流的經理 Great Manager

3、s 一流的公司 Great Company員工發展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微軟人力資源戰略 MS People Strategy: 角色分配 Who Owns What?決策層設定方向和價值觀 Execsown direction and values經理方向與價值觀的執行; 協同員工的個人發展Managersown the implementation of the

4、 direction and the values; partner with employee on development員工負責自我激勵，承擔職責; 參與自我發展Employeesown their motivation and responsibilities; partner on development人力資源人員負責支持管理的方法與工具；發展與保留優秀的員工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基于雙方一致目標的達成 Rewards based on attainment of mutually agreed upon objectives支持業務的目標 Supports business objectives8績效管理的流程 Performance Review Process 基于對獲得更好的業務結果 With the focus on

6、 driving business results, it is:“我們使用持續的流程來確定以及獎勵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持續的 Ongoing 根據目標管理績效managing performance according to goals職業發展/績效檢查年度績效考評隨時提升Promotions Anytime設

7、定目標 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月份績效考評的目的Purpose of August Reviews一個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.一個給您直屬經理打分的機會 Opportunity for you to provide

8、 your immediate manager feedback on their performance.一個提供為確認或確定今后目標的討論的機會 Provides an opportunity for a discussion to reconfirm/set future goals and objectives.將財務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)11微軟績效管理的要素 Elements of Per

9、formance Management at Microsoft設定清晰的目標 Setting clear objectives持續而一致的反饋 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通過經理反饋表給您的經理打分-非常重要 Providing management feedback to your managers manager via the Manager Feedback Form IMPORTANT12經理與員工需要設定明確且可衡量的目標

10、Manager and Employee Need to Set Specific and Measurable Objectives將目標與以下結合 Align Objectives團隊與機構的目標 Team and subsidiary goals個人的職業目標 Individual career goals在執行的優先性方面取得一致 Mutual Agreement between Manager and Employee on PrioritiesSMART 目標以及質量的標準 SMART Goals and Quality Standards跟蹤與反饋的計劃 Plan for Fol

11、low-Up and Feedback設定目標 Setting Objectives13SMART 目標S = Specific 明確的M = Measurable 可衡量的A = Attainable/Achievable 可達到的R = Results based/Realistic 基于結果的/現實的T = Time bound 有時間限定的14設定“SMART” 目標 Writing “SMART” Goals將目標與下面向結合 Align objectives團隊與分公司的目標 team and division goals個人的職業目標 individual career goal

12、s確定優先性 Clarify priority考慮您的熟練程度 Consider your proficiency確定清晰的測量方法與質量標準 Define clear measurements and quality standards對跟蹤與反饋的計劃 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) 來確定目標能夠支持業務 Establish regular 1:1s (weekly or bi-weekly) to make sure goals and objectives are still relevant to the

13、 business15績效評分等級Performance Rating Scale5.0 超常的績效，鮮有人能夠達到 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 達到職位的要求與期望；達到大部分或所有的目標；某些技能需要進一步的提高 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 注

15、意: 所有的等級通過可比較的等級與職責與個人聯系在一起 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 (各個組織采用略有不同) (varies from group to gro

16、up)標準 Calibration ：通過特定的標準來比較，確定分數 Rank with specific criteria, then scores are decided確認 Validate ：首先確認分數，然后排序來確認 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其他評估考慮的因素 Other evaluation consider factors “人員管理” 經

17、理的得分 “People Management” rating for managers使別人變得偉大 Making others great微軟的價值觀 Microsoft Values全年發生的提升 Promotions occur year round19微軟的價值觀 Microsoft Values20優秀人才是聰明的，富有創造力的以及精力充沛的 Great people are bright, creative and energetic正直與誠實的 Act with integrity and honesty對客戶，合作伙伴以及技術充滿激情 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接受更大挑戰并且盡心完成 Take on big challenges and see them through自我批評同時致力于個人的卓越 Self critical and committed to personal excellence 對影響客戶，員工，合作伙伴以及股東的結果富有負責感 Accountable for results to customers, employ

19、ees, partners and shareholders21E-val 工具 E-val Tool遞交績效考評的表格并且獲取經理與員工的簽字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錄 HR be able to view all history22經理反饋 Manager Feedback 通過經理反饋表向你經理的經理提供對于直接經理的反饋- Providing management feedback to your managers manage

20、r via the Manager Feedback Form -23經理反饋表 Manager Feedback form 微軟需要優秀的經理幫助員工，團隊，以及部門去創造一流的結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. 經理反饋表提供給員工一個對他們經理的管理有效性進行反饋的機會 Manager fe

21、edback form gives employees the opportunity to give their manager feedback on his/her managerial effectiveness. 對于經理反饋的條目評估有助于經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。Ensur

22、es that I have clear goals.真誠地關注我的職業發展。 Shows a sincere interest in my career.消除本部門和其他部門之間協作的障礙。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努力。 Ensures that our work group works toward clear goals. 支持我努力平衡工作和個人生活。 Supports my efforts to have a balance betwe

23、en my work life and personal life. 25職業與專業的發展 Career and Professional Development創造一個能使優秀員工發揮最佳效能的工作環境Creating an environment where the most talented people can do their best work26目標 Purpose將個人的職業發展與公司的業務需求相結合 Aligns individual development plans with business needs 獲得一個職業發展與業務目標最佳的結合 Achieves an op

24、timal match between professional growth and business objectives提供均等的機會 Providing equal opportunity把績效管理與發展員工技巧相結合 Linking performance management with developing people skills職業與專業發展的結合 Partnering on Career and Professional Development讓其他人變得偉大 Making others great 27總覽 Overview職業與專業的發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個職業發展路徑選擇8 Career Path Options3向合作3-Way Partnership3個步驟3 Steps for Employees1個討論表1 Mid-Year Discussion Form28周期的一對一面談 Regular 1:1 meetings經理與員工保持一個持續的流程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與目標設定Annual AugustPerformance Review and Goal/Objective Setting年中職業討論1月至3月Mid-Year Discussion: Jan - March過渡性的績效:在經理變化的時候Transition Performance Checkpoint:at the time of a manager change周期的一對一面談Regular 1:1 meeti

27、ngs周期的一對一面談Regular 1:1 meetings周期的一對一面談Regular 1:1 meetings29職業與專業的發展是 Career and Professional Development is一個持續的過程 An on-going process目標為將來的12-24個月 Targets next 12-24 month timeframe不針對一個特定的工作 Not about a specific job不是一個晉升的承諾 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月的時間段 January March timeframe 基本的側重是職業與專業的發展 Primary focus is on career and professional development包括一個對于績效與目標的階段性回顧與修正 Includes a checkpoint assessment on performance and objectives沒有評估與獎勵 No rating or rewards所有的員工均可以參加 Eligibility all employees can participat

29、e31職業的選擇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重新調整Realignment崗位新任 New to Role32在職豐富 Enrichment 在職發展 Growing in place拓展在目前崗位相應的能力，技能以及貢獻/獲得另外的挑戰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任級別上的變化 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進入一個新的科目Moving into a newdis

31、cipline 進入新的部門或科目去獲取擴展，經驗或技能 Move into new function or discipline to gain exposure, experience and skills 35重新調整 Realignment調節工作與生活Reconciling workand life 在內部進行崗位變換，以達到技能及興趣與業務需要相統一，或者平衡生活責任 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微軟的新員工或對于崗位的新人 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會的知識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務需要相結合Skills and interests dont align with Microsoft business needs40職業的選擇 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重新調整Realignment崗位新任New to Role413向合作Three-way Partnership經理協助Managerassists微軟支持Microsoftsupports員工驅動Employeedrives42員工的角色 Employees Role自我評估 Self-assessment計劃 Planning自始至終的跟蹤 Follow-through43經理的角色 Managers Role采用一個教練的方法 Take a coaching approach提供看法 Provide perspective解釋組織的需要以及

35、業務的側重點 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發展討論 Provide infrastructure, tools, and resources to support effective career development discussions45您對自己的職業發展負責 Take Charge of Your Career考慮職業發展的選擇，而不是階梯 Think care

36、er options, not career ladders做出自己的計劃 Make your plan富有 遠景 地考慮您的發展 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理的觀點的態度 Be prepared with your own self-analysis and to be open to learning from your managers perspective.經理的角色 Managers

37、 role幫助員工確定他們目標以及發現合適的發展機會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 Vs. 績效 討論 Career Vs. Performance Discussions兩種討論都包括目標，任務交付，以及對于產出的一致同意Bo

38、th types of conversations involve specific goals, deliverables, and agreed upon outcomes職業與專業討論集中于幫助員工結合他們的工作，將來他們的期望以及微軟的業務需要 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