And although the policies and practices that the company had developed during its brief life were often quite different from standard human resource approaches, within Microsoft they were part of the deeply embedded management philosophy. Recruiting the Best and Brightest From the startup days, Gates recognized that success depended on hiring exceptional people.
Once the smartest and most driven were identified, they were pursued relentlessly. There are some guys you meet only once in a lifetime. So why screw around? The recruiting process was particularly rigorous for developers, who were tested not only on their technical competence. As soon as the interview was over, each interviewer would send e-mail to all Software developers dominated the company, and up until the early s, Gates knew all their names, faces and telephone extensions by heart.
There were no set work hours, but the culture attracted those comfortable with fourteen-hour days and working weekends. Yet motivation and morale— routinely measured in internal surveys—remained high Development Through Stretch and Challenge Because the company recruited primarily technical experts, it was important to allow people to develop along either of two career paths—one in the technical domains such as development and testing and another as a management track in the product groups, for example, or at the corporate level.
The technical career paths were essential to retain skilled people and afford them the same recognition and compensation as those who advanced as managers. Although the titles did not always reflect roles accurately, the typical career path was to move from being a new hire to being a mentor, a team lead, then a team manager in one functional area of a product e.
Above these managers were senior level positions that integrated functional activities or cut across product units. Equally well established was the linkage between individual performance and reward—primarily in the form of stock options, to conserve cash in the fast growing startup. At the end of each six-month period, every employee filled out a performance review form, describing what he or she achieved and what did not go well and providing a self-evaluated score.
Then, in a face-to-face discussion, the manager provided the employee with his or her rating. A score of 3. On the other hand, a score of 4. Part 1. Performance Review and Planning A.
Evaluate Performance Against Objectives List each performance objective in priority order Beneath each performance objective summarize and rate results for this Review period Discuss specific reasons for the level of performance achieved on each objective, for example: o Personal factors that helped or hindered performance o Situational factors e.
Identify Performance Plan for Next Review Period List specific, measurable performance objectives in priority order for the next Review period Identify keys to success for achieving each objective, for example: o Resources, tools, or other kinds of support o Training or development needs Performance objectives should be mutually agreed upon by employee and manager If you are a manager, objectives should cover your contribution to your group or organization, as well as your individual contribution If you are a senior manager, include steps you are taking to understand and value diversity in your organization Part 2.
This section of the Performance Review process provides a framework for a useful employee-manager discussion. Ratings are not used in this part of the Review. Identify Development Plan for Next Review Period Identify development objectives for the next Review period—strengths to be leveraged, weaknesses to be addressed Identify keys to success for achieving each objective, for example: o Resources, tools, or other kinds of support o Training or personal development needs Information provided for each of the Microsoft Competencies can be helpful in developing objectives.
Discuss Career Interests and Goals This section is for discussion only. Written comments are not required. General Comments A. Employee Comments: Feel free to comment on work assignment, the Review process, or the company as a whole. Part 4. Overall Rating and Signatures Rating Definition 5. Marked by precedent-setting results beyond the scope of the position.
Demonstrates the highest standards of performance excellence relative to individuals with comparable levels of responsibility. Accomplishments are highly valued and may be well beyond the scope of the position. Demonstrates higher standards of performance excellence relative to individuals with comparable levels of responsibility. Accomplishments are often noteworthy. Overall performance is consistently above levels of quality and quantity relative to individuals with comparable levels of responsibility.
Successfully accomplishes all objectives. Overall performance consistently matches levels of quality and quantity relative to individuals with comparable levels of responsibility. Accomplishes most or all objectives. Some aspects of overall performance may require additional development or improvement to match levels of quality and quantity relative to individuals with comparable levels of responsibility. Demonstrates one or more performance deficiencies that hinder acceptable performance relative to individuals with comparable levels of responsibility.
Total views 31, On Slideshare 0. From embeds 0. Number of embeds Downloads Shares 0. Comments 0. Likes 9. You just clipped your first slide! Global equipment supplier uses Colligo Email Manager and Office to i Conservation organization takes working with information to a new level Construction development broad embraces transformation with Microsoft Financial capital firm reduces costs with Office and Creospark Read case study. TECE digitizes document-based processes with d.
How a new AI-powered service is helping one global company transform emp Global steel distribution company drives digitalization of one of the mo Multinational dairy co-op embraces collaboration while remaining true to Pan Pac manages regulatory requirements and reduces risks with Office UK law firm drives modern collaboration and communication with Microsoft State of Hawaii increases government efficiency through enhanced paperle Orion Registrar streamlines business processes and document access with Government archive moves to Office with help from RecordPoint Read case study.
Global automotive business streamlines collaboration across 25 brands wi Brigham Young University modernizes records management approach with Sha Global water treatment firm leverages SharePoint and Colligo to capture City of London improves organization-wide collaboration with Microsoft T North Somerset Council modernizes internal communications with Office Yorktown Systems Group modernizes its data architecture and security wit A digital workspace emerges for Grant Thornton with Microsoft and Rightp Labor Management Compliance Council increases compliance tracking and in Urban planning firm increases team collaboration through Microsoft w Global leader in gamification consultancy and training turns to JFDI and Leading risk management solution provider, Alcumus, simplifies internal Hill Associates improves their customer relationship management with Mic The Jim Henson Company extends automation all the way to the parking lot Dakota Financial works with SkyLite Systems to build custom scanning and Electricity distributor increases productivity with SharePoint, PowerApp Family-owned construction company uses Microsoft to unlock its digit Travel Support Holland turns to Office solutions to automate communi Naylor Love builds a safer workplace with the Nintex Platform and Office Innovation Norway leverages SharePoint and Microsoft expertise from HelpAge International works with Intelogy and Microsoft to build net Dalcour Maclaren works with Triad Group to implement a management system Construction engineering company turns to Silversands to build non-confo Triad Group implements Microsoft Flow to enable major mobile infrastruct Despite its size, employee development holds a very high priority in the company — especially among its thought leaders — and it is viewed by many as a competitive business strategy: Hire the best and brightest to best grow mindshare and market strength.
The dynamics of setting up such a Learning Circle program are almost as instructive as the tremendous results and glowing feedback that the Learning Circles generated — all the way to the top of this giant corporation!
These goals had to be achieved among a large number of diverse participants from around the world — and in a rapid, low-cost and highly scalable fashion. There also had to be a strong return on investment. To achieve those goals, it was decided that the program would need to be peer-based — but it was not yet clear how peers could be structured, trained and supported throughout such a novel program.
Given the intelligence level and fast-paced workplace of the participants who preferred fast-paced training, the peer program had to get it right the first time. There would be little patience for experimentation.
0コメント