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/West 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
一流的招聘
Great Hires
一流的工作
Great Jobs
一流的经理 Great Managers
一流的公司
Great Company
员工发展
People
Development
招聘
Recruiting
绩效管理
Performance Management
薪酬
Compensation
符合法律
Legal
Awareness
处理绩效
的各类问题
Handling
Performance
Issues
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
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
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.
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 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 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
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.
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
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
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
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 = 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 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
绩效评分等级
Performance Rating Scale
超常的绩效，鲜有人能够达到
Exceptional performance, rarely achieved
一贯地超出所有该职位的要求与期望
Consistently exceeds all position requirements and expectations
一贯的超出大部分该职位的要求与期望
Consistently exceeds most position requirements and expectations
超出部分该职位的要求与期望
Exceeds some position requirements and expectations
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.
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?
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
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 Performance Review form and gets both employee and manager’s 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 manager’s 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 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 progressing 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.
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 Professional Development
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 talented people can do their best work
目标 Purpose
将个人的职业发展与公司的业务需求相结合
Aligns individual development plans with 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 and Professional Development
让其他人变得伟大 Making others great
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 Microsoft’s 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
周期的一对一面谈 Regular 1:1 meetings
经理与员工保持
一个持续的流程
Managers and
Employees
maintain an
ongoing dialogue
绩效管理
Performance Management
晋升：全年可以采用
只要合适
Promotions:
throughout the year
as appropriate
年度的八月绩效考评与目标设定
Annual August
Performance Review
and Goal/Objective Setting
年中职业讨论
1月至3月
Mid-Year Discussion:
Jan - March
过渡性的绩效:
在经理变化的时候
Transition Performance
Checkpoint:
at the time of
a manager change
周期的一对一面谈
Regular 1:1 meetings
周期的一对一面谈
Regular 1:1 meetings
周期的一对一面谈
Regular 1:1 meetings
职业与专业的发展是…
Career and Professional Development is…
一个持续的过程
An on-going process
目标为将来的12-24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 Mid-Year Discussion
1月至3月的时间段
January – March timeframe
基本的侧重是职业与专业的发展
Primary focus is on career and professional 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 Options
在职丰富
Enrichment
垂直晋升
Vertical
跨部门变换
Cross-Functional Change
本职工作外探索
Exploratory
其他追求
Other Pursuits
同部门变换
Lateral
重新调整
Realignment
岗位新任
New to Role
在职丰富 Enrichment
在职发展
Growing in place
拓展在目前岗位相应的能力，技能以及贡献/获得另外的挑战Broadening relevant competencies, skills and contributions within current role and/or seeking additional challenges
同部门变换 Lateral
在同样科目下变换工作岗位
Changing job within your discipline
在相同的部门或科目下变换工作，但是并不是必须在责任级别上的变化
Change in job within same function or discipline, but not necessarily a change in level of responsibility
跨部门变换
Cross-Functional Change
进入一个新的科目
Moving into a new
discipline
进入新的部门或科目去获取扩展，经验或技能
Move into new function or discipline to gain exposure, experience and skills
重新调整 Realignment
调节工作与生活
Reconciling work
and life
在内部进行岗位变换，以达到技能及兴趣与业务需要相统一，或者平衡生活责任
Move internally to better align with interests, skills and business need or to balance life responsibilities
?
?
?
岗位新任 New to Role
逐步成长 Ramping up
微软的新员工或对于岗位的新人
New employee to Microsoft or new to role
垂直提升 Vertical
向上变换 Moving upward
增加工作范围或责任的提升
Promotion with increased job scope and responsibilities
本职工作外探索 Exploratory
探知可能性
Investigating possibilities
获取符合兴趣或需要提高技能的其他机会的知识Learn more about other opportunities that match interests and areas of needed or desired skill development
其他追求 Other Pursuits
离开微软
Leaving Microsoft
技能与兴趣不能与微软的业务需要相结合Skills and interests don't align with Microsoft business needs
职业的选择 Career Options
在职丰富
Enrichment
垂直晋升
Vertical
跨部门变换
Cross-Functional Change
本职工作外探索
Exploratory
其他追求
Other Pursuits
同部门变换
Lateral
重新调整
Realignment
岗位新任
New to Role
3向合作
Three-way Partnership
员工驱动
Employee
drives
经理协助
Manager
assists
微软支持
Microsoft
supports
员工的角色
Employee’s Role
自我评估 Self-assessment
计划 Planning
自始至终的跟踪 Follow-through
经理的角色
Manager’s 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’s needs and business priorities
支持员工的努力
Support employee’s efforts
微软的角色
Microsoft’s 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 effective 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 远景 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’s 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 own self-analysis and to be open to learning from your manager’s perspective.
经理的角色 Manager’s role
帮助员工确定他们目标以及发现合适的发展机会Responsibility to help employees clarify their goals 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 Discussions
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
职业与专业讨论集中于帮助员工结合他们的工作，将来他们的期望以及微软的业务需要
Career and professional development discussions focus on assisting employees with alignment of their work, their future aspirations, and Microsoft’s 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
Personal Resources
经理 Manger
同事 Peers
人力资源专员 HR Generalist
在线的工具或资源 Online tools and resources
经理人的作用
Manager Make a Difference
人们为什么留下？Why do people stay?
他们坚信公司是一个胜利的公司
They believe the company is a winning company.
他们喜欢他们的工作并且认为他们在做出贡献.
They like their jobs and feel that they are accomplishing
something.
人们为什么离开? Why do people leave?
人们离开的一个重要原因是无效的管理
One of the top reasons people leave is ineffective management
经理的核心技能
Core Skills for Managers
招聘与人员配置 Hiring & Staffing
设定目标 Setting Goals
发展员工 Developing People
开放的沟通 Open Communication
鼓励多元文化/差异共存 Fostering Diversity
建立团队精神 Building Team Spirit
阶段性一对一面谈的重要性
Importance of periodic 1:1s
如果经理们不定期的和团队成员作一对一面谈，情况可能是:
If manager do not hold periodic 1:1s with each team member, situation might be:
员工没有机会得到对于他们绩效的反馈
No opportunity for employee to obtain feedback on his performance
员工可能继续重复没有效率的或破坏性的行为
Employee may continue to repeat ineffective or damaging behavior
有效的一对一面谈
Effective 1:1
议程有助于帮助您支持或挑战每一个团队成员:
Agenda to help you support and challenge each team member:
1.同步Synchronize
2.表扬Celebrate
3.解决Resolve
4.提高Improve
5.行动Action
针对新任经理的培训包 For New Managers
针对富有经验的经理的培训包 For Experienced Managers
针对管理经理的经理的培训包 For Manager of Managers
微软能力工具包 Competency Toolkits
经理培训包
Training packages for managers
谢谢您
Thanks!
Facilitator Notes
Today’s topics: We will have guest presenters join us today to talk about their areas of expertise.
Human Resources: we’ll start the day with perhaps the most important consultant to you, the HR Generalist.
Diversity: Next we’ll talk about valuing the differences as well as the similarities at MS.
Staffing: Formerly called recruiting, it all starts with a great hire. Remember, with the exception of this module, the rest of the day we’re talking about managing “regular” employees at MS. During Staffing we’ll discuss regular employees AND contingent staffing options and how we work with CSG, vendors, etc.
Performance Management: Lunch is provided during this lively discussion. Learn more about the performance management process at MS….including the curve!
Compensation: next we’ll discuss compensation and rewards at MS.
Fiscal Responsibility: Learn more about your responsibilities as manager in impacting the bottom line. Microsoft’s Accounts Payable resources will share tips and resources to assist you in being fiscally responsible.
Legal: Now that you’re an agent of the company, what are your responsibilities as a manager? As with all other modules throughout the day, we’ll discuss top things to know and additional resources available to you. You have an important job and there are resources available to counsel, guide and advise you so that you can make informed decisions.
Mgmt Training Resources: An overview of the competency toolkit as well as other resources available to you to help enhance your mgmt skills.
Housekeeping:
Agenda and other handouts are on the table
Lunch provided (working lunch – Performance Management discussion)
Restrooms, phones
Agreement regarding the use of cell phones, laptops, or other possible disruptions during the presentation, and any other agreements you need to establish before the class begins
Management Challenges:
“Now that we’ve had a chance to cover the purpose of NMO and today’s agenda, let’s take about 10 minutes to introduce ourselves to each other discuss current management challenges you are facing. This will help provide our speakers with additional information so they may tailor their discussion to meet your needs.”
Debrief: capture class mgmt challenges on a flip chart.
Transition:
“Before we jump in, I just want to say a few things about the role of a manager at MS.”
Next Slide
Facilitator Notes
Today’s topics: We will have guest presenters join us today to talk about their areas of expertise.
Human Resources: we’ll start the day with perhaps the most important consultant to you, the HR Generalist.
Diversity: Next we’ll talk about valuing the differences as well as the similarities at MS.
Staffing: Formerly called recruiting, it all starts with a great hire. Remember, with the exception of this module, the rest of the day we’re talking about managing “regular” employees at MS. During Staffing we’ll discuss regular employees AND contingent staffing options and how we work with CSG, vendors, etc.
Performance Management: Lunch is provided during this lively discussion. Learn more about the performance management process at MS….including the curve!
Compensation: next we’ll discuss compensation and rewards at MS.
Fiscal Responsibility: Learn more about your responsibilities as manager in impacting the bottom line. Microsoft’s Accounts Payable resources will share tips and resources to assist you in being fiscally responsible.
Legal: Now that you’re an agent of the company, what are your responsibilities as a manager? As with all other modules throughout the day, we’ll discuss top things to know and additional resources available to you. You have an important job and there are resources available to counsel, guide and advise you so that you can make informed decisions.
Mgmt Training Resources: An overview of the competency toolkit as well as other resources available to you to help enhance your mgmt skills.
Housekeeping:
Agenda and other handouts are on the table
Lunch provided (working lunch – Performance Management discussion)
Restrooms, phones
Agreement regarding the use of cell phones, laptops, or other possible disruptions during the presentation, and any other agreements you need to establish before the class begins
Management Challenges:
“Now that we’ve had a chance to cover the purpose of NMO and today’s agenda, let’s take about 10 minutes to introduce ourselves to each other discuss current management challenges you are facing. This will help provide our speakers with additional information so they may tailor their discussion to meet your needs.”
Debrief: capture class mgmt challenges on a flip chart.
Transition:
“Before we jump in, I just want to say a few things about the role of a manager at MS.”
Next Slide
Facilitator Notes
Today’s topics: We will have guest presenters join us today to talk about their areas of expertise.
Human Resources: we’ll start the day with perhaps the most important consultant to you, the HR Generalist.
Diversity: Next we’ll talk about valuing the differences as well as the similarities at MS.
Staffing: Formerly called recruiting, it all starts with a great hire. Remember, with the exception of this module, the rest of the day we’re talking about managing “regular” employees at MS. During Staffing we’ll discuss regular employees AND contingent staffing options and how we work with CSG, vendors, etc.
Performance Management: Lunch is provided during this lively discussion. Learn more about the performance management process at MS….including the curve!
Compensation: next we’ll discuss compensation and rewards at MS.
Fiscal Responsibility: Learn more about your responsibilities as manager in impacting the bottom line. Microsoft’s Accounts Payable resources will share tips and resources to assist you in being fiscally responsible.
Legal: Now that you’re an agent of the company, what are your responsibilities as a manager? As with all other modules throughout the day, we’ll discuss top things to know and additional resources available to you. You have an important job and there are resources available to counsel, guide and advise you so that you can make informed decisions.
Mgmt Training Resources: An overview of the competency toolkit as well as other resources available to you to help enhance your mgmt skills.
Housekeeping:
Agenda and other handouts are on the table
Lunch provided (working lunch – Performance Management discussion)
Restrooms, phones
Agreement regarding the use of cell phones, laptops, or other possible disruptions during the presentation, and any other agreements you need to establish before the class begins
Management Challenges:
“Now that we’ve had a chance to cover the purpose of NMO and today’s agenda, let’s take about 10 minutes to introduce ourselves to each other discuss current management challenges you are facing. This will help provide our speakers with additional information so they may tailor their discussion to meet your needs.”
Debrief: capture class mgmt challenges on a flip chart.
Transition:
“Before we jump in, I just want to say a few things about the role of a manager at MS.”
Next Slide
THIS SLIDE BUILDS:
MSFT People Strategies is built upon the 4 Greats: Great Hires, Great Jobs, Great Managers, & Great Company. Within the 4 greats are Functional Responsibilities of all MSFT People Managers.
NEXT BUILD: This circle represents the 6 Functional responsibilities of MSFT Mangers. Being MSFT managers requires a balance of the Practical (Driving results) and the People (Developing your direct reports). To be effective at maintaining the balance between the 2, there managerial tools and information available so you are successful in managing and communicating core MSFT messages and philosophies. Each slide of the pie is the same size as the other pieces therefore each 6 responsibilities are equally important in managing at Microsoft.
The 6 Functional Responsibilities of MSFT Managers represents only a portion of all of the job responsibilities you have as managers.
Read the 6 responsibilities of Microsoft Managers and reflect upon their significance in your subsidiary. Mention again – NMO is information on MSFT Management processes. Managerial (soft) skills are offered in other programs.
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Facilitator Notes
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Comments:
Read the slide. Main point here is that HR doesn’t set policy - Execs do. We provide tactics and tools to help them be successful - but they are making the final business decisions that move us forward.
Transition:
With that as a backdrop then I want to introduce our HR representative.
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Review our definition: “The ongoing process we use to define, evaluate and reward the work and how it gets done at Microsoft.”
Note that the performance management process is sometimes used to refer exclusively to:
Correcting poor performance
Simply the process of review
Reiterate that the process is broader than that…it is about getting better business results.
Explain that you are going to start out in a way that is somewhat remedial.
Describe the Performance Management Cycle at Microsoft.
Goal Setting: The keystone to effectively utilizing Microsoft’s Performance Management process lies in setting clear goals. Once this clarity around expectations is established up front, then we all set about doing our jobs, applying the famous Microsoft work ethic to producing incredible results.
Career Development – Another important responsibility that you have as a manager is to partner with your direct reports to help them chart a career path that will keep them engaged and contributing successfully at Microsoft for many years. Each manager and employee should have a performance check-in discussion and an in-depth career development discussion sometime in the January to March timeframe.
To assist with career development the process is changing so that promotions can happen at any time of the year. The same business justifications will need to be considered, but review timing will not limit your ability to promote someone who is ready now.
Performance Review - The annual assessment occurs in August. and compensation decisions are tied to the overall review rating.
Ongoing Feedback - As a manager, it is your job to evaluate the forward progress of your directs on an ongoing basis via one-on-ones, project update meetings, hall way meetings, email exchanges and so forth. All along you should be providing them with feedback that helps them continually course correct.
Ask: Did you know that a flight goes off course hundreds of times on its way to Hawaii? Then, how does it get there?
Answer: The pilot and the onboard computer do small course corrections over the duration of the flight. This is how 1:1’s should be used to ensure that goals and performance are on track.
In a way, conducting review trainings and talking about overall performance management in them sends the wrong message to employees. An extra effort must then be made to make the point - This is not a twice a year process. Performance Management is an ongoing, dynamic process that takes time, thoughtfulness and skill to do well.
We happen to get serious about all of these elements at the time of the review, so for most employees and managers who are swamped with doing other things, this tends to be the time when it gets the most focus. We use the review process to both look back (review past performance) and to look forward (writing future goals).
Use mouse pointer to click on level to pop up next slide with new level rollout info.
Remember, we use the SMART goal model for writing objectives.
Review the bullets.
Ask for a participant who has participated in stack ranking for their group to describe the process.
Ask the rest of the group if their orgs do it in the same way. Most likely there will be variations.
Transition: So, here are some of the ways people are currently using the process…
When utilized, stack ranking should be done in the following ways:
Done before review scores are assigned to calibrate within the organization what high caliber and low caliber performance looks like or…
Done after review numbers are assigned, but before they are final, to confirm the assigned numbers. Numbers may be moved up or down where stack ranking outcomes seems to indicate it is necessary.
Only compare within similar job ranges (example: admins for an org are done by larger org as coordinated by exec admin) and by level. You should not compare or discuss a level 60 individual during a calibration meeting in comparison to a level 62 individual. This should be done effectively according to this approach or not at all.
Some managers may decide to break the levels 59-61 and 62-65 if job functions are similar enough
Review the bullets about how stack ranking guidelines should be applied.
Meeting Host opens and welcomes audience informally then goes o right into the Rick Belluzzo video.
“Welcome to the Career and Professional Development Briefing. Before we hear from our VP speaker, I’d like to start with a few words from Microsoft’s President and Coo, Rick Belluzzo.”
(Next Slide)
I thought it would be helpful to revisit the performance management cycle since some things have changed slightly since you saw this in August.
The process still starts with setting goals and objectives. August is the traditional time of year when we both conduct a formal assessment of progress against our goals relative to peers and set new goals and objectives for work moving forward.
You’ll notice that the next box highlights that promotions can happen as appropriate throughout the year as we no longer tie promotion opportunities solely to review periods.
The bottom of the diagram is the Mid-Year discussion, which we’ll be focusing most of our time on today. The MYD is intended to focus heavily on career and professional development, but also includes a checkpoint assessment on performance against objectives.
The last box, another new box, is the Transition Performance Checkpoint. As some of you may be aware, this is an addition to the performance management process. The purpose of this step in the process is to capture feedback on performance at the time of a manager change for an employee. This would also happen throughout the year as prompted by other changes such as an employee moving to a new job, a manager retiring, a reorg, etc.
Let’s focus our attention at this point on the Mid-Year Discussion (click *) *Mid Year Discussion box grows, then say
And remember…
No Rating, $ Rewards or Review Tool
Remember, Career Development is now an integral part of the Performance Management Process that should be part of an on-going dialogue between you and your directs once this process is launched.
Career Development is the focus of Mid-Year Discussion
Discussion is 80% Career Development & 20% Performance Check-in
Expanded Jan - March timeframe for meetings
Emphasize open, honest communication about employees’ career desires
Managers will be held accountable for conducting these discussions in a number of ways:
Eval submission statistics
Manager feedback form
People Manager Rating received in August
OHI scores
Transition: Also, as we discussed in the Management Matters Meetings earlier in the year, we are significantly shifting our entire career development philosophy. Historically, our approach has been that you owned your own career so figure it out. Now we want everyone to see it as…
(Next slide)
February review as we knew it went away. Now, Mid-Year Discussion from January through March
Primary focus is on career development but there is a check-in on performance. As much time as necessary should be spent on performance.
No Rating, No Rewards, No Review Tool
All employees are eligble as are those who return from LOA
The Mid-Year Form has two sections:
First, Performance against goals/objectives
Second: Career Development Action Plan
Why performance management section first?
1. Must meet expectations in current role
2. Majority of dev activities should come from on-the-job opportunities
3. employees and managers are comfortable with assessing performance against goals/objectives
I may decide that I need to deepen my skills where I am so I start at Enrichment then (click)
I may want to broaden my knowledge and skills so I move to Lateral, then (click)
And with the acquired skills and knowledge I gain along the way, I ready myself for the upward move when the business and I are ready for it. (click)
Of course, it may not play out as linearly for many people. If you are here for a longer period of time, your developmental path may look something like this. (click)
Transition: here is a high level example of what a long term career and professional development plan may look like.
(Next Slide)
Example
Enjoying the challenges in your current role and continuing to grow or currently, as an individual contributor, taking on the responsibility of a cross-divisional task
We want to make sure we see a return on our investment in our people. Help the employee grow her skills and knowledge so the level of her contributions can increase even further.
(Next Slide)
Example
Within Sales, an Account Technical Specialist moves to a Product Technical Specialist role.
(Next Slide)
Example
Test Manager moves into Program Manager role.
(Next Slide)
Example
A people manager decides to move to an individual contributor role; or an employee to seek a job with less travel due to life changes.
(Next Slide)
Example
New employee focuses on ramp-up activities or a newly promoted employee focuses on new role.
(Next Slide)
Example
Lead Product Manager is promoted to a Group Product Manager role.
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Example
Finance Manager decides to pursue working for a favorite non-profit agency
Transition: Let’s look at how this could play-out now.
(Next Slide)
I may decide that I need to deepen my skills where I am so I start at Enrichment then (click)
I may want to broaden my knowledge and skills so I move to Lateral, then (click)
And with the acquired skills and knowledge I gain along the way, I ready myself for the upward move when the business and I are ready for it. (click)
Of course, it may not play out as linearly for many people. If you are here for a longer period of time, your developmental path may look something like this. (click)
Transition: here is a high level example of what a long term career and professional development plan may look like.
(Next Slide)
We now see career and professional development as a partnership between you, your employees, and Microsoft. Your employees drive their career or professional development plan, you assist your employees, and Microsoft supports you and your employees’ efforts by providing a framework for the process and resources for employee development.
This is a significant shift. It is through this partnership that we want to create the best fit for both Microsoft’s business needs and for the individuals that work here.
Transition: Let’s take a deeper look at the expectations for each of these roles now.
(Next Slide)
Meeting Host opens and welcomes audience informally then goes o right into the Rick Belluzzo video.
“Welcome to the Career and Professional Development Briefing. Before we hear from our VP speaker, I’d like to start with a few words from Microsoft’s President and Coo, Rick Belluzzo.”
(Next Slide)
