公司人力资源战略教材VIP

1、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 difference2020/4/3招聘RecruitingBH GFeaJQbs微软的人力资源战略一流的招聘Great HiresAuedEOO 3Eoo一流的经理 Great Managers处理绩效 的各类问题HandlingPerformanceIss微软人力资源战略MS People Strategy:角色分配Who Owns Wh

2、at?决策层设定方向和价值观Execs. own di recti on and values经磐方向与价值观的执行;协同员工的个人发展Managers. .own the impleme ntation of the directi on and the values; part with employee on development员工一负责自我激励，承担职责;参与自我发展Employees.oNr their motivation and responsibilities; partner on development久力磁人岗一负责支持管理的方法与工具；发展与保留优秀的员工Human

3、 Resources.oNn the tactics and tools that support managements efforts to attract, develop and keep great people.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

4、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 Microsoft.”绩效管理 Performance Review Process8月

5、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 performanee 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 performa nee. 一个提供为确认或确定今后目标的讨论的机会Provides an opport unity for a discussion to rec o

6、n firm/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 performanee (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Understan

7、ding 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 managers manager via the Manager Feedback Form 一 IMPORTANT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

8、Team and subsidiary goals-个人的职业目标 Individual career goals在执行的优先性方面取得一致Mutual Agreement between Manager and Employee on PrioritiesSMART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 FeedbackSMART目标S = SpecificM = MeasurableA = Attainable/Achievable明确的可衡量的可达到的T = Time bound有

9、时间限定的R = Results based/Realistic 基于结果的/现实的2020/4/3设定“SMARL目标Writing SMART Goals将目标与下面向结合 Align。bjectives 因队与分公亘I的目标 team and division goalsindividual career goals个人的职业目标确定优先性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

10、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:Vs (weekly or bi-weekly) to make sure goals and objectives are stil relevant to the business绩效评分等级Performance Rating Scale50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 al

11、l 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 expectations1=1=13.0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. Accompl

12、ishes 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管理工具A ma

13、nagement 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

14、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

15、沛的Great people are bright, creative andenergetic.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

16、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 shareholdersE-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 getsboth employee and manager signature人力资源人员能够看到所有的历史纪录HR be able to view all

17、 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队，以及部门去创造一流Microsoft needs effective managers to help our employees, teams, and divisions focus on producing great results and ensurin

18、g we have satisfied customers罐弟務更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整年的情况The ratings on these manager feedback items will allow the manager to see how he/she is progre

19、ssing 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 between 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

20、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职业与专业的发展Career and ProfessionalDevelopment创造一个能使优秀员工发挥最佳效能的工作环境Creating an environment where the most talentedpeople can do their best work目标 Purpose将个人的职业发展与公司的业券需求相结合Aligns individual development plans with

21、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Linking performance management with developing people skills职业与专业发展的结合Partnering on Career andProfessional Development让其他人变得伟大Making others g

22、reat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 Microsoffs overall Performance Management Process 8个职业发展路径选择8 Career Path 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职业与专业的发展是Career and Professional Development is 一个持续的

23、过程An on-going process目标为将亲的1224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 MidYear Discussion 1月至3月的时间段January 一 March timeframe基本的侧重是职业与专业的发展Primary focus is on career and profession

24、al 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 OptionsEnrichr跨部门变増nmentCrossFunctionS同部门变曹ChangeF匾新任AJsw io Rote员工的角色Employees Role自我评估 Self-assessment计戈ll Pl

25、anning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 organization needs and business priorities支持员工的努力Support employees efforts微软的角色Microsoffs 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 ef

26、fective 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做出自己的计划Make your plan富有远畀地考虑您的发展Think strategically about your development讨论与保持The Discussion and Maintenance员工的角色Employee 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 o

27、wn self-analysis and to be open to learning from your managers perspective 经蠱的角色Managers role帮助员工确定他们目标以及发现合适的发展机会 且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 Discussio

28、ns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 involve specific goals, deliverables, and agreed upon outcomes爵赣鶉翩嬲矗助员工结合他们的工作将来他们的Career and professional development discussions focus on assisting employees with alignment of their work, their future aspirations, and Microsoffs business needs绩效讨论集中于员工在目前岗位的工作情况Performance discussions focus on how well employees perform in their current jobs个人的资源Persona