搜索
自我介绍Aboutme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今天的目的PurposeToday介绍微软绩效管理的流程与系统ProvideyouanoverviewofMicrosoftPerformanceManagementsystemandprocess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微软的人力资源战略一流的招聘GreatHires一流的经理GreatManagers招聘Recruiting处理绩效的各类问题HandlingPerformanceIssues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.微软高级开发管理峰会微软的绩效考核PerformanceReviewatMicrosoft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绩效管理的流程PerformanceReviewProcess基于对获得更好的业务结果Withthefocusondrivingbusinessresults,itis:“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.”绩效管理PerformanceReviewProcess持续的Ongoing根据目标管理绩效managingperformanceaccordingtogoals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Feedback8月份绩效考评的目的PurposeofAugustReviews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)微软绩效管理的要素ElementsofPerformanceManagementatMicrosoft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MutualAgreementbetweenManagerandEmployeeonPrioritiesSMART目标以及质量的标准SMARTGoalsandQualityStandards跟踪与反馈的计划PlanforFollow-UpandFeedback设定目标SettingObjectivesSMART目标S=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绩效评分等级PerformanceRatingScale5.0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员工排序StackRanking有些组织用来比较绩效的一个管理工具Amanagementtoolsomeorganizationsmayelecttousetohelpcompareperformance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?其他评估考虑的因素Otherevaluationconsiderfactors•“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微软高级开发管理峰会微软的价值观MicrosoftValues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Openandrespectfulanddedicatedtomakingothersbetter•接受更大挑战并且尽心完成Takeonbigchallengesandseethemthrough•自我批评同时致力于个人的卓越Selfcriticalandcommittedtopersonalexcellence•对影响客户，员工，合作伙伴以及股东的结果富有负责感Accountableforresultstocustomers,employees,partnersandshareholdersE-val工具E-valTool递交绩效考评的表格并且获取经理与员工的签字SubmitPerformanceReviewformandgetsbothemployeeandmanager’ssignature人力资源人员能够看到所有的历史纪录HRbeabletoviewallhistory经理反馈ManagerFeedback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-Providingmanagementfeedbacktoyourmanager’smanagerviatheManagerFeedbackForm-经理反馈表Ma