![]() Our business cycles have accelerated and our teams operate on different schedules, and the new approach will accommodate that. These will be timed based on the rhythm of each part of our business, introducing more flexibility in how and when we discuss performance and development rather than following one timeline for the whole company. Stack Ranking, the practice reported by Vanity Fair of forcing managers to rank their employees and get rid of the bottom ones, did not start with Microsoft (MSFT). Through a process called “Connects” we are optimizing for more timely feedback and meaningful discussions to help employees learn in the moment, grow and drive great results. More emphasis on employee growth and development.We’re getting more specific about how we think about successful performance and are focusing on three elements – not just the work you do on your own, but also how you leverage input and ideas from others, and what you contribute to others’ success – and how they add up to greater business impact. More emphasis on teamwork and collaboration. Stack Ranking was pioneered by Jack Welch who was operating in an environment where labor was the dominant party in the labor-capital relationship, and he was. ![]() ![]() Microsofts response to the Vanity Fair story: The companys performance. These days, the talent market favors flexibility, professional development, and a supportive but challenging workplace. To learn more about the new approach to performance and development, please join me for a Town Hall today at 2:00pm PT, either in person in building 92 or via webcast (see details below). The article, by Kurt Eichenwald, portrays the companys culture as cannibalistic. As described in Vanity Fair's article and elsewhere, the Microsoft culture was for many years ruled by a long-standing employee review system called stack ranking.It required supervisors to assign.
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