微软的绩效管理
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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 考虑您的熟练程度 Clarify priority Consider your proficiency
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 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
绩效管理 Performance Review Process
设定目标
Set Fra Baidu bibliotekoals
7月8月
反馈 Feedback 年度绩效考评 8月 August
July/August
反馈 Feedback
持续的 Ongoing
根据目标管理绩效
managing performance according to goals
微软的绩效考核
Performance Review at Microsoft
微软高级开发管理峰会
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
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
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.
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
设定“SMART” 目标
Writing “SMART” Goals
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
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
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)
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.
职业发展/绩效检查
1月至12月 Jan-Dec No rating or formal review 反馈 Feedback
反馈 Feedback 随时提升
Promotions Anytime
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.
设定目标
Setting Objectives
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
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
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, 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?
微软的价值观 Microsoft Values
微软高级开发管理峰会
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
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
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
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.”
微软的人力资源战略
一流的招聘 Great Hires
处理绩效 的各类问题 Handling Performance Issues
招聘 Recruiting
一流的经理 Great Managers
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
确定优先性 考虑您的熟练程度 Clarify priority Consider your proficiency
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 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
绩效管理 Performance Review Process
设定目标
Set Fra Baidu bibliotekoals
7月8月
反馈 Feedback 年度绩效考评 8月 August
July/August
反馈 Feedback
持续的 Ongoing
根据目标管理绩效
managing performance according to goals
微软的绩效考核
Performance Review at Microsoft
微软高级开发管理峰会
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
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
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.
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
设定“SMART” 目标
Writing “SMART” Goals
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
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
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)
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.
职业发展/绩效检查
1月至12月 Jan-Dec No rating or formal review 反馈 Feedback
反馈 Feedback 随时提升
Promotions Anytime
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.
设定目标
Setting Objectives
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
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
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, 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?
微软的价值观 Microsoft Values
微软高级开发管理峰会
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
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
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
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.”
微软的人力资源战略
一流的招聘 Great Hires
处理绩效 的各类问题 Handling Performance Issues
招聘 Recruiting
一流的经理 Great Managers
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