只上材料不说话：

在员工个人的力量之外，微软的培训和发展人的体系有三个重要模块：
1. Learning Portal, 这是一个员工自我管理的培训平台，可以在上面注册搜索培训课程，这些课程有在线的，面对面。可以在上面追踪自己和学习进度。培训的课程会多到点得人手软。
    可以参看 http://www.up9rade.com/blog/184 这里， 自己对于自我学习的看法。
2. Mentor System,  旨在把微软全球的人才联结起来，分享和学习。 所以，一个 HR 和 一个拥有超过10几年软件开发经验的 Dev Manager 结成对子，进行为期一年的 mentorship, 在理论上和实际上，都是可行的。 当然在正式成为 Mentor 和 Mentee 之前， 要先参加怎么样成为一个好的 Mentor 和 Mentee 培训， 确保双方可以借鉴以往的 best practice， 同时有共同的清晰目标。 可以参看 http://www.up9rade.com/blog/191 这里， 讲了个人关于 Mentor system 的经历。
3. Engineering Excellence, 通过全体技术人员的推动，倡导跨产品，部门，领域的 regular 沟通和交流。 Open door policy, 所以在一堆讨论得兴高采烈的工程师中间，出现 HR 的面孔也不奇怪， 当然尽力尝试去听 :) 

以下是本人的课程和培训计划，去掉了链接，从 Learning Portal 里导出来的，crazy :-D

今天刚好是我在微软一年，在这一年开始的时候，我听了 executive speech,  参看 http://www.up9rade.com/viewblog/109 这里。
一年以后的今天，我想以SQL 中国 GM 关于他个人在 career development 中的一些建议作为结束:

1.Know thyself: 
    If you’re an engineer, what discipline(s) do you want to build expertise in – Development, Testing, Program Management, User Experience or Product Planning? Do you want to follow an individual contributor track or the people management track? What kind of technology do you want to work on – consumer or business, platform or applications, hardware or software or service? Do you want to work on a start-up project or on a more established product?
“Are you a technology guy with a business interest, or are you a business guy with a technology interest?”

2.Make a plan – and keep it up-to-date:
Here’s an idea that might make it easier. Find a mentor, or at least a role model – someone in the organization you can look to and say ‘I want to be like that person’. Go talk to that person, find out how they got to where they are, and see how you can adapt that experience to your own situation.
 

3.Develop good habits:
I’ve seen many folks develop damaging habits and thinking “I know this is not a good habit, but when the real opportunity comes, I know I’ll be different”. Wrong. There is an English-language saying – “we’re all creatures of our habits” – meaning who we are and how we respond to a situation is determined to a great extent by the habits we have developed.

4.Be an expert - on being an expert:
It doesn’t really matter as much what particular subject matter you become an expert in, what matters more is that you become an expert in becoming an expert.

5.Help your manager and your team:
They often come to their manager to discuss what they can do to get that next promotion. I’ve always found these conversations somewhat strange. Of course, depending on the circumstances there may be a variety of things that you need to do that would help you advance in your career. However, one consistent way I’ve found that employees can help both themselves as well as their team is to ask a simple question – what does my manager worry about and how can I help him or her?

6.Drive your career, but don’t be obsessed with it 
So, while we all have our goals and we work towards them, it is important to take your time and smell the roses along the way.
 

原文很长，只能节选出来。每一次读都有不同的体会。
在这世界上，没有完美的公司，没有完美的人。我愿意作为一个微小的人，为了理想去战斗。也愿意作为一只晕了头的老鼠，沉醉在这个知识体系的大米缸里。
--写在微软一年

 (我的培训课程表)

Title	Start	Priority	Status
Creating Accessible User Experiences	Oct. 29, 2008
Program Management at Microsoft	Jun. 27, 2008
Scrum and Agile Project Management	Jun. 26, 2008
Project Management	Jun. 23, 2008
Moving to PM from Other Disciplines: Why Do You Want to and Should You?	Jun. 13, 2008
CandidTree and FacetLens	Jun. 12, 2008
Designing, Developing, and Deploying Internet-Scale Services	Jun. 12, 2008
Doing Design When You Are Not Designing User-Interface Features	Jun. 12, 2008
Building Consensus vs. Driving Consensus	Jun. 11, 2008
Product Life Cycle Basics	May 22, 2008
Building Business Models: Creative Destruction and Competitive Advantage
Capturing and Viewing Big, Wide, and Deep Imagery
Choosing the Right Agreement
Classes of Security Defects - Online
Communicating Up: Effective Interaction with Management
Cool Stuff from Cambridge
Creating a Team Environment
Creating Accessible Content
Customizing Agile Principles for Large Projects
DealPoint
Designing Your Feature—What You Need to Do BEFORE Writing the Spec
DieHard: Memory Error Fault Tolerance in C and C++
Different PM Styles at Microsoft
Differentiated Project Management
Driving Fit and Finish in User Experience Quality: Desirability Is in the Details
Engineering Expert, Lead, and Manager Commencement (November 2007)
Five-Minute Analyst
Five-Minute Manager
Forms of Intellectual Property (IP)
Functional Specifications at Microsoft
Getting a Handle on That "Vision Thing"
Guidelines-Based User Experience Design
Hero's Journey: The Art of Storytelling for Business Opportunity Proposals
How to Build Credibility in Your Group
How to Drive a Project and Not Leave Bodies in Your Wake
How to Make Good Decisions
How to Make Things Happen: Mastering Project Management
How to Read Code for Fun and Profit
How to Succeed at Cross-Group Work
Increased Scope of Influence: Feeling Responsible for More Than You Own
Introduction to Scrum
Leveraging and Effectively Managing Cross-Group Dependencies
Magical Interfaces: Using Sensing Technology to Create Mind-blowing UX Beyond the Mouse and Keyboard
Making Decisions Using the OARP Model
Managing Perceptions
MeasureIt: Microbenchmarking for the .NET Platform
Moving Up the Design Curve for Greater Competitive Advantage
MythBusters: Does "PM" Really Stand for "Provider of Meals"?
Negotiating Skills: Creating Win-Win Situations
Program Management at Microsoft - Online
Program Management Business Skills Challenge: Business Strategy and Rules
Program Management Business Skills Challenge: Customer and Partner Engagement
Recruiting and Interviewing for Program Management at Microsoft
Risk Management: Tips and Tricks of the Trade
Secure Software Basics - Online
Security Development Life Cycle
Security Testing - Online
SEO Spelled Out
Shared Development: Best Practices and Lessons Learned
Shipping Services vs. Shipping Boxed Products
Twelve Years of Visualization Research at Microsoft
User Account Control: Why It Matters and How to Design Applications to Work Well
Using Microsoft Project to Manage Projects
What Makes a Great PM?
When Working Software Is Not Enough: A Story of Project Failure
Working with Your Counterparts in Design and Planning
Writing Great Disclosures