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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 meu在微软服务于人力资源部已满五年Worked for Microsoft for 5 years as HRu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 协同员工的个人发展 Managersown the implementation of the direc
2、tion 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.
3、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 of 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
4、 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.”绩效管理 Performance Review Process持续的持续的OngoingOngoing 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 Promot
5、ions Anytime设定目标 Set Goals反馈 Feedback1月至12月 Jan-Dec No rating or formal review7月8月 July/August8月 August反馈 Feedback反馈 Feedback反馈 Feedback8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 y
6、ou 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)微软绩效管理的要素Elem
7、ents of Performance Management at Microsoftn 设定清晰的目标 Setting clear objectives n 持续而一致的反馈 Constant and consistent feedback n 理解微软所需的技能 Understanding MS competency n 填写书面考核表 Writing reviews n 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 IMPOR
8、TANTn 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 Objectivesn 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 n 在执行的优先性方面取得一致Mutual Agreement between Manager and Employee on Priorities n SMART 目标以及质量的标准SMART Goals and Quality
9、 Standards n 跟踪与反馈的计划 Plan for Follow-Up and Feedback设定目标 Setting ObjectivesSMART 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 将目标与下面向结合 Align objectives 团队与分公司的目标 team and division
10、 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 1:1s (weekly or bi-weekly) to make sure goal
11、s and objectives are still relevant to the business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 achieved4.5 一贯地超出所有该职位的要求与期望Consistently exceeds 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 expe
12、ctations3.5 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. 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 st
13、andards 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
14、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?其他评估考虑的因素Other evaluati
15、on 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 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
