微软的绩效管理

成功经理人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&MarketingOrganizationinEast/Central/WestChina成功经理人内容安排AgendaToday•微软的人力资源战略MicrosoftPeopleStrategy•绩效考评PerformanceReview•职业发展探讨Mid-yearCareerDiscussion•经理人的作用Managermakeadifference成功经理人微软人力资源战略MSPeopleStrategy:角色分配WhoOwnsWhat?决策层—设定方向和价值观Execs…owndirectionandvalues经理—方向与价值观的执行;协同员工的个人发展Managers…owntheimplementationofthedirectionandthevalues;partnerwithemployeeondevelopment员工—负责自我激励，承担职责;参与自我发展Employees…owntheirmotivationandresponsibilities;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HumanResources…ownthetacticsandtoolsthatsupportmanagement’seffortstoattract,developandkeepgreatpeople.成功经理人考核与报酬理念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成功经理人:“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.”成功经理人职业发展/绩效检查年度绩效考评随时提升PromotionsAnytime设定目标SetGoals反馈Feedback1月至12月Jan-DecNoratingorformalreview7月8月July/August8月August反馈Feedback反馈Feedback反馈Feedback成功经理人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)成功经理人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Providingmanagementfeedbacktoyourmanager’smanagerviatheManagerFeedbackForm–IMPORTANT成功经理人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MutualAgreementbetweenManagerandEmployeeonPrioritiesSMART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成功经理人=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有时间限定的成功经理人设定“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Establishregular1:1’s(weeklyorbi-weekly)tomakesuregoalsandobjectivesarestillrelevanttothebusiness成功经理人超常的绩效，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成功经理人员工排序的操作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?成功经理人•“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成功经理人优秀人才是聪明的，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Openandrespectfulandded