微软绩效管理performancemanagementatMicrosoft.ppt
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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 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/Wes
2、t China,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 Stra
3、tegy: 角色分配 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
4、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.,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 at
5、tainment 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 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 d
6、one at Microsoft.”,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 Purp
7、ose 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 fu
8、ture 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 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
9、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 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
10、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,SMART 目标,S = Specific 明确的 M = Measurable 可衡量的 A = Attainable/Achievable 可达到的 R =
11、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 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 stand
12、ards 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 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 achieved 4.5 一贯地超出所有该
13、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 req
14、uirements 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 responsibil
15、ity,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
16、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 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
17、 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 m
18、aking 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,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 Perform
19、ance Review form and gets both employee and 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
20、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 m
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