In 2013, Microsoft took a big step. It removed its previous system of performance management – which used a process known as 'stack ranking' to divide employees into five performance categories along a targeted distribution of ratings – and replaced it with a new approach to performance and development that emphasises collaboration, feedback and rewards for impact.
According to Lisa Dodge, Director – Global Performance Programmes, the change – now covering its 112,00-strong workforce worldwide – has brought positive results, with over two-thirds of employees and managers expressing satisfaction with the company’s new approach in staff surveys. She adds:
'Real cultural change is a marathon. We’re not just trying to change our approach to performance – we’re trying to change mindsets.'
E-reward's in-depth case studies give you an over-the-shoulder view and enable you to see how named organisations develop their own reward processes and practices. Drawing on extensive interviews conducted by our researchers with senior reward practitioners in leading businesses. Each detailed case-study report is around 4,000 or 5,000 words in length.