【实例】内部课件-微软的绩效管理
- 1. 微软的绩效管理 Performance Management at Microsoft陆 华 人力资源部经理 微软上海
- 2. 自我介绍 About me在微软服务于人力资源部已满五年 Worked for Microsoft for 5 years as HR 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 Support both Microsoft Global Technical Engineering Center and Microsoft PRC Sales & Marketing Organization in East/Central/West China
- 3. 今天的目的 Purpose Today介绍微软绩效管理的流程与系统 Provide you an overview of Microsoft Performance Management system and process
- 4. 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 difference
- 5. 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 People Development招聘 Recruiting绩效管理 Performance Management 薪酬 Compensation符合法律 Legal Awareness处理绩效 的各类问题 Handling Performance Issues
- 6. 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 Execs…own direction and values 经理—方向与价值观的执行; 协同员工的个人发展 Managers…own 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 Employees…own their 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 Resources…own the tactics and tools that support management’s efforts to attract, develop and keep great people.
- 7. 微软的绩效考核 Performance Review at Microsoft
- 8. 考核与报酬理念 Review & Rewards Philosophy 为绩效而付薪 Pay for Performance 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 objectives
- 9. 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 define, evaluate and reward the work and how it gets done at Microsoft.”
- 10. 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 Feedback 1月至12月 Jan-Dec No rating or formal review 7月8月 July/August8月 August反馈 Feedback反馈 Feedback反馈 Feedback
- 11. 8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 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)
- 12. 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 feedback 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 manager’s manager via the Manager Feedback Form – IMPORTANT
- 13. 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 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 Priorities SMART 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 Objectives
- 14. SMART 目标S = Specific 明确的 M = Measurable 可衡量的 A = Attainable/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
- 15. 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 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 1:1’s (weekly or bi-weekly) to make sure goals and objectives are still relevant to the business
- 16. 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 achieved 4.5 一贯地超出所有该职位的要求与期望 Consistently exceeds all position requirements and expectations 4.0 一贯的超出大部分该职位的要求与期望 Consistently exceeds most position requirements and expectations 3.5 超出部分该职位的要求与期望 Exceeds some position requirements and expectations 3.0 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 position 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 responsibility
- 17. 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 performance
- 18. 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?
- 19. 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 Promotions occur year round
- 20. 微软的价值观 Microsoft Values
- 21. 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 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 shareholders
- 22. E-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 form and gets both employee and manager’s signature 人力资源人员能够看到所有的历史纪录 HR be able to view all history
- 23. 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 manager’s manager via the Manager Feedback Form -
- 24. 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 effectiveness. 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.
- 25. 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。 Removes 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.
- 26. 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境 Creating an environment where the most talented people can do their best work
- 27. 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
- 28. 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 Microsoft’s overall Performance Management Process 8个职业发展路径选择8 Career Path Options 3向合作3-Way Partnership 3个步骤3 Steps for Employees 1个讨论表1 Mid-Year Discussion Form
- 29. 周期的一对一面谈 Regular 1:1 meetings经理与员工保持 一个持续的流程 Managers and Employees maintain an ongoing dialogue绩效管理 Performance Management晋升：全年可以采用 只要合适 Promotions: throughout the year as appropriate年度的八月绩效考评与目标设定 Annual August Performance Review and Goal/Objective Setting年中职业讨论 1月至3月 Mid-Year Discussion: Jan - March过渡性的绩效: 在经理变化的时候 Transition Performance Checkpoint: at the time of a manager change周期的一对一面谈 Regular 1:1 meetings周期的一对一面谈 Regular 1:1 meetings周期的一对一面谈 Regular 1:1 meetings
- 30. 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 和绩效的提高是不同的 Different from performance improvement
- 31. 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 Eligibility – all employees can participate
- 32. 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 Role
- 33. 在职丰富 Enrichment 在职发展 Growing in place 拓展在目前岗位相应的能力，技能以及贡献/获得另外的挑战Broadening relevant competencies, skills and contributions within current role and/or seeking additional challenges
- 34. 同部门变换 Lateral 在同样科目下变换工作岗位 Changing job within your discipline 在相同的部门或科目下变换工作，但是并不是必须在责任级别上的变化 Change in job within same function or discipline, but not necessarily a change in level of responsibility
- 35. 跨部门变换 Cross-Functional Change进入一个新的科目 Moving into a new discipline 进入新的部门或科目去获取扩展，经验或技能 Move into new function or discipline to gain exposure, experience and skills
- 36. 重新调整 Realignment调节工作与生活 Reconciling work and life 在内部进行岗位变换，以达到技能及兴趣与业务需要相统一，或者平衡生活责任 Move internally to better align with interests, skills and business need or to balance life responsibilities ???
- 37. 岗位新任 New to Role逐步成长 Ramping up 微软的新员工或对于岗位的新人 New employee to Microsoft or new to role
- 38. 垂直提升 Vertical向上变换 Moving upward 增加工作范围或责任的提升 Promotion with increased job scope and responsibilities
- 39. 本职工作外探索 Exploratory探知可能性 Investigating possibilities 获取符合兴趣或需要提高技能的其他机会的知识Learn more about other opportunities that match interests and areas of needed or desired skill development
- 40. 其他追求 Other Pursuits 离开微软 Leaving Microsoft 技能与兴趣不能与微软的业务需要相结合Skills and interests don't align with Microsoft business needs
- 41. 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 Role
- 42. 3向合作 Three-way Partnership经理协助 Manager assists微软支持 Microsoft supports 员工驱动 Employee drives
- 43. 员工的角色 Employee’s Role自我评估 Self-assessment 计划 Planning 自始至终的跟踪 Follow-through
- 44. 经理的角色 Manager’s Role采用一个教练的方法 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 organization’s needs and business priorities 支持员工的努力 Support employee’s efforts
- 45. 微软的角色 Microsoft’s 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 discussions
- 46. 您对自己的职业发展负责 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
- 47. 讨论与保持 The Discussion and Maintenance员工的角色 Employee’s 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 open to learning from your manager’s perspective. 经理的角色 Manager’s 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.
- 48. 职业 Vs. 绩效 讨论 Career 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 Microsoft’s 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 employees perform in their current jobs.
- 49. 个人的资源 Personal Resources经理 Manger 同事 Peers 人力资源专员 HR Generalist 在线的工具或资源 Online tools and resources
- 50. 经理人的作用 Manager Make a Difference
- 51. 人们为什么留下？Why do people stay? 他们坚信公司是一个胜利的公司 They believe the company is a winning company. 他们喜欢他们的工作并且认为他们在做出贡献. They like their jobs and feel that they are accomplishing something. 人们为什么离开? Why do people leave? 人们离开的一个重要原因是无效的管理 One of the top reasons people leave is ineffective management
- 52. 经理的核心技能 Core Skills for Managers招聘与人员配置 Hiring & Staffing 设定目标 Setting Goals 发展员工 Developing People 开放的沟通 Open Communication 鼓励多元文化/差异共存 Fostering Diversity 建立团队精神 Building Team Spirit
- 53. 阶段性一对一面谈的重要性 Importance of periodic 1:1s如果经理们不定期的和团队成员作一对一面谈，情况可能是: If manager do not hold periodic 1:1s with each team member, situation might be: 员工没有机会得到对于他们绩效的反馈 No opportunity for employee to obtain feedback on his performance 员工可能继续重复没有效率的或破坏性的行为 Employee may continue to repeat ineffective or damaging behavior
- 54. 有效的一对一面谈 Effective 1:1议程有助于帮助您支持或挑战每一个团队成员: Agenda to help you support and challenge each team member: 1.同步Synchronize 2.表扬Celebrate 3.解决Resolve 4.提高Improve 5.行动Action
- 55. 针对新任经理的培训包 For New Managers 针对富有经验的经理的培训包 For Experienced Managers 针对管理经理的经理的培训包 For Manager of Managers 微软能力工具包 Competency Toolkits 经理培训包 Training packages for managers
- 56. 谢谢您 Thanks!
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