1、微软高级开发管理峰会,微软的绩效管理 Performance Management at Microsoft,陆 华 人力资源部经理 微软上海,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 EngineeringCenter and Microsoft PRC Sales & MarketingOrganization in East/Central/West Chin
2、a,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,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,微软的人力资源战略,微软人力资源战略 MS People Strategy: 角
3、色分配 Who Owns What?,决策层设定方向和价值观 Execsown direction and values经理方向与价值观的执行; 协同员工的个人发展 Managersown 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 Employeesown 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
4、与保留优秀的员工 Human Resourcesown the tactics and tools that support managements efforts to attract, develop and keep great people.,微软高级开发管理峰会,微软的绩效考核 Performance Review at Microsoft,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 o
5、f mutually agreed upon objectives 支持业务的目标 Supports business objectives,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 Micros
6、oft.”,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/August,8月 August,反馈 Feedback,反馈 Feedback,反馈 Feedback,8月份绩效考评的目的 Purpose of August
7、 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 obj
8、ectives.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),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
9、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 managers manager via the Manager Feedback Form IMPORTANT,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 ca
10、reer 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,SMART 目标,S = Specific 明确的 M = Measurable 可衡量的 A = Attainable/Achievable 可达到的 R = Results based/Realist
11、ic 基于结果的/现实的 T = Time bound 有时间限定的,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 f
12、ollow-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 1:1s (weekly or bi-weekly) to make sure goals and objectives are still relevant to the business,绩效评分等级 Performance Rating Scale,5.0 超常的绩效，鲜有人能够达到Exceptional performance, rarely achieved4.5 一贯地超出所有该职位的要求与期望Consistently exceeds
13、 all position requirements and expectations4.0 一贯的超出大部分该职位的要求与期望 Consistently exceeds most position requirements and expectations3.5 超出部分该职位的要求与期望Exceeds some position requirements and expectations3.0 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. Accom
14、plishes 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,员工排序 Stack Ranking,有些组织用来比较绩效的一个
15、管理工具A management tool some organizations may elect to use to help compare performance,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
16、, 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?,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,微软高级开发管理峰会,微软
17、的价值观 Microsoft Values,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 bi
18、g 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,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
19、managers 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,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 managers manager via the Manager Feedback Form -,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 m
20、anagers 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
21、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.,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 be
22、tween 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.,微软高级开发管理峰会,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 enviro
23、nment where the most talented people can do their best work,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 Linki
24、ng 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,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 Microsofts overall Performance Management Process 8个职业发展路径选择8 Career Path
25、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,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,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 meeti
26、ngs,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,年中讨论 The Mid-Year Discussion,1月至3月的时间段 January M
27、arch 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,职业的选择 Career Options,在职丰富Enrichment,垂直晋升Vertical,跨部门
28、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,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,同部门变换
29、 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,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 fun
30、ction or discipline to gain exposure, experience and skills,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,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
31、新人New employee to Microsoft or new to role,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,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 d
32、esired skill development,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 dont align with Microsoft business needs,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
33、任 New to Role,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,员工的角色 Employees Role,自我评估 Self-assessment 计划 Planning 自始至终的跟踪 Follow-through,经理的角色 Managers 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 organizations
34、needs and business priorities 支持员工的努力Support employees efforts,微软的角色 Microsofts 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,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
35、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,讨论与保持 The Discussion and Maintenance,员工的角色 Employees 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 managers perspective. 经理的角色 Managers role 帮助员工确定他们目标以及发现合适的发展机会Resp
36、onsibility 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.,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 invo
37、lve 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 Microsofts business needs.绩效讨论 集中于员工在目前岗位的工作情况Performance discussio
38、ns focus on how well employees perform in their current jobs.,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,微软高级开发管理峰会,经理人的作用 Manager Make a Difference,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
39、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 accomplishingsomething.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,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
40、Open Communication 鼓励多元文化/差异共存 Fostering Diversity 建立团队精神 Building Team Spirit,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 pe
41、rformance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,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Synchronize2.表扬Celebrate3.解决Resolve4.提高Improve5.行动Action,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,微软高级开发管理峰会,谢谢您 Thanks!,
