Promote "One Microsoft" strategic positioning obsolete staff ranking

[Guide] Microsoft's human resources director said that changing employee rankings is consistent with the company's "One Microsoft" philosophy and strategic positioning. Tencent Science and Technology music November 13 compiled by Microsoft's current and former employees criticized by the "staff big ranking" system, now finally abandoned. On November 12, Microsoft announced to all its employees that it would scrap the "big employee rankings" system. Lisa Brummel, head of human resources at the company, Brummer the change to employees via email. Since then, Brummer said, Microsoft will never implement the "employee rankings". Other companies, including Amazon, Facebook and Yahoo, have their own employee ranking system designed to eliminate the "worst performers". But only Microsoft has been criticized by the media for its employee ranking system. In 2012, Vanity Fair (Vanity Fair) published an article titled "Microsoft's Lost decade" (Microsoft's Lost decade), which made a clear-cut critique of Microsoft and its CEO Steve Ballmer Ballmer. Through this system, Microsoft divides its staff into outstanding, excellent, general and four grades. Brummer said the change in employee rankings was consistent with the philosophy and strategic positioning of the company's One Microsoft. Team work and collaboration will be more important in the future when evaluating employees. Here's what Brummer sent to Microsoft employees: to global staff: I am pleased to announce that we are reforming our performance appraisal program to make it more consistent with our "one Microsoft" strategic goal. This change is necessary in the process of working together to provide innovative products and value to consumers. This is a new performance review and employee development program designed to enhance team collaboration and company sensitivity. Over the past few years, we have received feedback from thousands of employees, reviewed the relevant plans and practices of many other companies, and worked to ensure that our feedback mechanisms support our corporate objectives. This change is an important step for us to continue to provide the best working environment for our world-class employees, to meet the toughest challenges and to make a world-changing feat. Here are the highlights of the new performance review and employee development plan: 0 More emphasis on teamwork and collaboration. Our definition of good performance is more specific, in addition to our job evaluations, we focus on three factors: how you take other people's advice and ideas, how you can help others succeed, and how much influence you have on the development of your company. 0 More emphasis on staff growth and development. Through a process called connects, we will be able to get more timely feedback and initiate more meaningful discussions to help employees learn, grow, and produce results. We will set time schedules according to the pace of each business segment, including more flexibility in choosing the time to discuss employee performance and developmentAnd way, rather than executing the uniform time schedule standards across the company. Our business cycle is accelerating, and our team is working on different work plans, and new performance reviews and employee development plans will adapt. 0 no longer distribute bonuses uniformly. We will continue to produce a large amount of budget money to reward employees. However, we will no longer implement a unified bonus allocation policy. Within the scope of the incentive budget, managers and leaders will have the flexibility to allocate these bonuses to better reflect team and individual performance. 0 no longer implement the employee ranking system. This will give us a focus on what's important: a deeper understanding of the impact we have and the opportunities we face. We will continue to unify the incentive scheme with the annual development plan, so the time for bonus payments remains unchanged and we will continue to ensure that the most highly paid employees are rewarded. We will continue to work on a more rational approach to bonus allocation. The new approach will enable managers and leaders to distribute bonuses more easily, reflecting the unique contributions of employees and teams. I look forward to introducing new methods across the company. We will change from today, and you will be informed by your leaders in the next few days that they will tell you the specific steps of the business transformation. We have also had brief conversations with managers, and we will continue to provide them with resources to answer the various questions you have encountered and to support you in adapting to new approaches. I am pleased that the new approach has been supported by senior leaders and my human resources department, and I hope to receive your support. Only by working together in this direction can we always ensure that Microsoft has the most ideal working environment in the world. As long as we together and implement the "One Microsoft" strategy, we have nothing to do. Lisa