2.3.1晋升机制

变革项目的顶点是革新绩效评估制度。通过改变员工的评估、提升和薪酬标准，Mack和高层管理团队希望从根本上转变摩根士丹利的企业文化。

创建更正式的绩效评估程序，这项任务落到了由15位银行家组成的团队身上，结合两位人力资源职员和一位外部管理顾问的帮助，他们为评估实现下列目标的表现而设计出全新的制度：

·加强所有专业员工的专业发展

·实现更高度的客观性与公正性，以全面定义适当行为的明确表现标准作为绩效评估的基础

·提高实时反馈

·表扬出色的长期专业表现

·为年度薪酬和升职决定提供主要基础

·提供更真实的年度绩效评估

·鼓励团队精神

·提高跨部门和跨事业部的反馈

·提高程序的一致性和保密性

2.3.2培训机会

Our many work-life programs include child and elder care, employee counseling and referral services, and health and fitness courses and facilities. We are proud to have received national recognition for these efforts: in 2010, for instance, Working Mother magazine named Morgan Stanley as one of the "Ten Best Companies for Working Mothers" and again in 2011, Morgan Stanley was recognized by Working Mother. In May 2012, Family Digest magazine named Morgan Stanley as one of the “Best Companies for African Americans” .

In March 2012, Essence magazine named Morgan Stanley as one of the “Great Companies to Work” .

Through our Volunteer Incentive Program (VIP), the Firm donates to hundreds of health and social service organizations in which our employees are involved as board members or volunteers. Our nationwide volunteer initiative, "What a Difference a Day Makes,"encourages all 55,000 U.S.-based Morgan Stanley employees to donate at least 24 hours a year to projects that help youth. We focus recruiting efforts on women and provide career development programs including internal women's conferences led by senior women executives. "Take Our Daughters to Work Day" has become part of our culture and our grants have helped educate Chinese, Spanish and Portuguese-speaking women about their financial needs. Latina Style magazine has named Morgan Stanley one of the "50 Best Companies for Latinas to Work for in the U.S."