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The author:(作者)左published in(发表于) 2013/11/13 7:34:48 Microsoft： give digital employee ranks， has humanized evaluation system
Microsoft: abandon digital employee ranks, has humanized evaluation system-ranking, employee evaluation, qualitative employee evaluation, employee evaluation systems, Microsoft-IT news Microsoft: abandon digital employee ranks, has humanized evaluation system
According to United States media reports, Microsoft will terminate the controversial "ranked" most of the content of employee evaluation and compensation system to make this once-popular management methods from the combat. The company said it will no longer require managers to staff evaluation and 1 to 5 minutes.
This system is usually referred to as "stacking," or "forced" ranking, meaning that 100,000 employees, Microsoft has a small number of employees who must be rated as poor performers. Under the leadership of Chief Executive Steve Ballmer, this ranking are key elements in employee promotion and distribution of bonuses and stock awards. In August, Ballmer said he plans to retire in a year.
However, many Microsoft employees and former employees have complained about the system led by the vagaries of the ranking, the power struggle between managers and colleagues of cut-throat competition. On Tuesday, Microsoft said, will give up the digital ranking employees choosing what to more frequent qualitative evaluation system, which takes effect immediately.
Forced ranking first appeared in the late 80 's by General Electric (GE) CEO Jack Welch (Jack Welch) implementation and many companies are following suit. But recently, many companies began to abandon the system, Microsoft is just one of them. The system is often referred to as "rank and dismissal", dominating the people were asked to leave the company.
General Electric and later CEO, Welch's successor, Jeffrey Immelt (Jeffery Immelt) has also abandoned the system, he chose to tell the employees what place did a bad job, how to improve evaluation methods, rather than specific persisted of scores.
Wrote about book authors, Dallas forced ranking performance management consulting firm dike·geluote (Dick Grote), at least 30% per cent of companies in the Fortune 500 ranking continued in use, but more flexible use of words such as "talent management". Microsoft uses this system for decades, were modified several times. The spokesman did not say when the company started to use the system, nor does it say what percentage of each grade staff.
To replace the digital ranking system, Microsoft managers will be more frequent evaluations of employee performance, managers have greater flexibility on the bonuses. Changes to the assessment system showed Ballmer continues to reshape the company's strategy and culture, he has been pursuing a massive corporate restructuring since summer, and purchase of Nokia mobile phones business.
Technology headhunters say Microsoft has been in the staff was known for generous, unclear in retaining employees or hire for any trouble. But some employees say, functions convert due to restructuring of Ballmer, the new CEO priorities issues and questions of how to integrate Nokia to Microsoft, there is high anxiety within the company.
University of California at Los Angeles (UCLA) Anderson School of management, Professor samoaier·kabote (Samuel Culbert) that the annual evaluation an abuse of management time, companies like Microsoft should have changed. He said: "their boss's job is not to assess, but let everyone get 5 points. ”
微软：放弃数字式员工排名，采用人性化评价制度 - 排名式,员工评价,定性式员工评价,员工评价制度,微软 - IT资讯微软：放弃数字式员工排名，采用人性化评价制度
据美国媒体报道，微软将终止有争议的“排名式”员工评价和薪酬制度中的大部分内容，使这个曾经流行一时的管理方法再遭打击。该公司表示，将不再要求经理对员工对比评价和打1至5分。
这个制度通常被称为“堆栈”或“强迫”式排名，意味着微软10万名员工中有一小部分必须被评为表现差的员工。在首席执行官史蒂夫·鲍尔默领导下，这个排名是员工晋升和分发奖金、股票奖励的关键因素。8月鲍尔默表示，他计划在一年内退休。
不过，微软很多现员工和前员工都抱怨该制度导致反复无常的排名、经理之间的权力斗争和同事之间的恶性竞争。周二微软称，将放弃数字式排名，选择更频繁的定性式员工评价制度，此举立即生效。
强迫式排名最早是在上世纪80年代由通用电气（GE）首席执行官杰克·韦尔奇（Jack Welch）推行的，之后很多公司纷纷效仿。但最近很多公司开始抛弃这种制度，微软只是其中之一。该制度经常被称为“排名和开除”，因为排名靠后的人被要求离开公司。
通用电气后来的CEO、韦尔奇的接任者杰弗里·伊梅尔特（Jeffery Immelt）也放弃了该制度，他选择了直接告诉员工哪些地方做的不好、如何改进的评价方式，而不是顽固坚持特定的分数。
写过有关强迫排名图书的作者、达拉斯业绩管理咨询公司的迪克·格罗特（Dick Grote）表示，《财富》500强里至少30%的公司继续在使用排名，但使用了更为柔性的词语如“人才管理”。微软使用这个制度有数十年，期间修改过多次。该公司发言人没有透露何时开始使用这种制度，也未说出每个档次员工的百分比。
为代替数字排名制度，微软经理将对员工的表现做出更频繁的评价，经理也在发放奖金上有更大灵活性。修改评价制度显示出鲍尔默继续在重新塑造公司战略和文化，从夏天起他一直推行大规模企业重组，并收购诺基亚手机业务。
科技猎头公司表示，微软在员工薪酬上一直以相当慷慨而著称，不清楚微软在留住员工或招聘新人上是否出现麻烦。但一些员工称，由于鲍尔默的结构重组带来的职责转换、对新CEO优先考虑问题和对微软如何整合诺基亚的疑问，公司内部出现了很高的焦虑情绪。
加州大学洛杉矶分校（UCLA）安德森管理学院教授萨莫埃尔·卡波特（Samuel Culbert）表示，年度评价是滥用管理层时间，在微软这样的公司早应该改变。他称：“老板的工作不是评估，而是让每个人都得5分。”
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