SDHR Forum Presentation

AgendaI. Introduction to Competencies

Competency Models and Implementation Employee Life Cycle

II. Business Case (SNEI) Solution How Does Sony Define Leadership? How Do You Integrate Model Into Culture

III. Lessons Learned Customized or Out of the Box Internal, External or Hybrid How to Sell Internally

• Creating Buy-in• Executive Sponsorship

IV. Take-Aways FAST Model Interview Guides Employee Life Cycle

Competency

A measureable characteristic of a person related to success at workIt can be: A knowledge A skill An attribute An attitude

Competency ModelCOMPETENCY INDIVIDUAL CONTRIBUTOR MANAGER/LEADER

Achievement Orientation: An insatiable desire to succeed and need for achievement. Getting the job done regardless of obstacles. While being in alignment with the company strategy and doing what is right for the business.

Taking the initiative to increase product growth, focusing on KFP’s and Growth Initiatives.

Meeting and exceeding Sales goals consistently. Drive for success despite apparent obstacles; achieving market

penetration through perseverance. Working with individuals throughout all levels of the organization to

accomplish tasks.

Effectively manages staff by communicating the importance of success.

Sets sales goals with employees and coaches them through all obstacles.

Holds people accountable for results and goals. Shares “best practice” strategies with colleagues and

employees.

Relationship Building: Being consistent and building trust with internal and external customers by being honest and truthful when communicating information.

Consistently following-up with customers to ensure satisfaction with both products and services.

Taking the time to learn about internal and external customers. Enabling open streams of communication among colleagues. Creating synergies between all employees. Building and maintaining a referral base to ensure long term sales

success.

Effectively manages a staff of individuals at all levels of sales competence.

Creates forums for open communication and best practices sharing among all staff.

Sets a precedent for establishing customer quality and care by modeling behaviors.

Creates relationships with internal and external clients that benefit individual sales people.

Leadership: Demonstrates integrity, quality, self-accountability, and the ability to lead, coach, and mentor employees.

Holds one’s self accountable for behaviors and outcomes. Consistently produces high quality work. Meets commitments and deadlines. Behaves in alignment with core values.

Develops a vision and shares it with employees. Involves employees in decisions that will affect them. Assists employees in their development and identifying future

goals. Acts with the overall business in mind. Meets commitments with peers, subordinates and superiors. Works effectively with Leaders at all levels and within all

departments..

Integrity: Acting in a way that firmly adheres to the values of honesty and building trust.

Consistently upholding standards of honest business practices. Engaging in open communication with internal and external

customers. Consistently demonstrating ethical behavioral. Following through on commitments.

Demonstrating a commitment to ethical standards. Creating a work environment for staff that fosters honesty. Holding individuals responsible for their actions. Modeling honest and ethical behavior on a daily basis. Communicating the value of building trusting relationships to all

staff members.

Strategic Thinking: Demonstrates an ability to accurately anticipate future trends and consequences by thinking in a futuristic orientation.

Strategically segments their market and plans an approach to market penetration.

Understands which products will most positively impact success and focuses attention accordingly

Focuses appropriately on KFP’s and Growth initiatives. Makes decisions with the effects to internal customers in mind.

Communicates the employee’s role in contributing to the company strategy and goals.

Benchmarks business practices against industry “best practices.”

Understands the potential outcomes of current decisions on future business conditions.

Understands the overall strategy of the organization. Identifies competitor’s strengths and weaknesses to create

competitive advantages.

Competency ModelCOMPETENCY INDIVIDUAL CONTRIBUTOR MANAGER/LEADER

Action Learning: A learn by doing" approach. Focusing on the use of questions and reflection to clarify issues, reveal blind spots, and create new insights.

Demonstrates and adaptive approach to listening and learning.

Takes responsibility or authority to take action to solve a problem.

Take on challenging assignments. Reflects on learning opportunities and integrates into future

actions.

Anticipates problems or issues that may affect the business.

Encourages individuals to take lead in determining solutions to issues.

Enhances and expands individual’s ability to learn and take vigorous actions.

Facilitates the group and individual’s ability to grow and learn to create a problem solving environment.

Leads others to set their own goals.

Business Acumen: A demonstrated knowledge of the business industry and how it operates. This must involve knowledge of business, market, competitors, and strategies.

Understands and uses a tiered approach to territory planning. Understands vision and the industry. Becomes more aware of the market and competitors. Makes decisions taking the organization’s best interest into

consideration. Actively seeks feedback from customers and shares that

information with team members and leadership.

Understands the industry and market and how that affects the organization on the whole.

Communicates Market conditions to employees and the impact this has on the organization.

Works with employees to create territory plans which target key clients and key products.

Well versed in competitor analysis and translating that to individual sales people.

Growth and Development: A continuous focus on increasing one’s knowledge and skills through seeking and learning new information. Exhibiting the behaviors that will lead to advancement in the organization.

Seeks out learning and training opportunities. Creates and executes a development plan targeted at on-

going development. Works with mentors and managers in the organization.

Hires employees that are able to work “1 level above.” Provides learning opportunities for employees. Trains staff as future leads for the sales business. Works with employees to identify goals and objectives. Consistently coaches and mentors employees in the sales

organization.

Adaptability: A willingness to embrace and drive change through demonstrating flexibility and to quickly adapt to new situations.

Effectively adjusts to company changes. Understands and adapts to changing market conditions. Effectively works with a changing team of employees. Works well with all types of customers. Able to manage an environment of shifting priorities.

Anticipates business/industry changes and adjusts to meet new considerations.

Effectively manages a staff with consistent personnel changes.

Effectively manages a staff of diverse personalities and backgrounds.

Adjusts to meet changing business objectives. Empowers employees to adjust to meet client needs.

Competency Model Implementation

Employee Life Cycle

Imbedding the Model in The Life Cycle

Recruiting Create Position Profiles (Competency based) Behavioral interviewing questions tied to Competencies

Selection (see above)Training and Development Focused on Culture of the Organization Targeted Development One Level Up

Performance Management Ratings at the Competency Level- linked to Development

Considerations Throughout the Cycle

Leadership Development

Leadership Development

Organizational Change Capacity

Organizational Change Capacity

High Performing

Teams

High Performing

Teams

RecruitingRecruiting

SuccessionPlanning

SuccessionPlanning

PerformanceManagement

PerformanceManagement

CultureCulture

Behaviors (Values in Action)

Behaviors (Values in Action)

How are we changing, why are we changing and how ready are we for this

change?

Top Management Leads the Change and Role

Models the FutureAttract and

Select the Right People

All Team Members Collaborate

Focus on the Present to build for the Future

Key People Processes: Learning, Staffing,

Performance and Rewards

Ensuring That “The Way We Do Things Around Here” Is

Consistent With the Strategy

The Business Case

Defining the Issue – The Global Perspective

A global initiative, called FAST, was launched so as to establish a common set of values for all SONY employees.

FAST stands for: FOCUS – on the wants of our customers and strategic

priorities ACCOUNTABILITY – everyone is accountable to ensure

we improve and succeed as a whole SPEED – working to stay ahead of our competitors TEAMWORK – more power – and greater results – when

we work collaboratively

Defining FAST at the Company Level

Empower employees to be accountable for their performance and future career path while upholding the SONY FAST valuesProvide managers with support to be able to hold themselves and their people accountable

What was needed:A clear understanding, by all employees, of what success looks like (skills, knowledge and behaviors). We can do this by:

Identifying performance drivers at different levels Creating a common language across SNEI Driving clear communication Reinforcing and rewarding along the way

Information Gathered

Information Gathered

• Established baseline FAST index by integrating values-related questions in employee survey Indicator of high performing organization

• Benchmarked against global high performance companies

• Measured culture change progress: FAST awareness the first year

• Monitored and reported on FAST effectiveness from different perspectives:

Business Unit Functional Other

We will leverage the Global Employee Survey conducted annually to monitor and measure awareness and progress

in operating and behaving our FAST Team Values

Global Employee Survey Benchmarks

Global Employee Survey

Process Used to Identify the Competency FrameworkCompetency

Library (Lominger)

Data Collected/ Analyzed

Focus Groups with Leadership

Competency Model

Focus groups conducted with leadership level across various

business units and at multiple sites

Validated (Lominger) Competency Library to

identify specific behaviors that drive

success at each level

Data collected/ analyzed to create a model of high

performance to achieve current and future goals and culture

shift

Performance Accelerators: How SNEI Lives FAST

To accelerate business results and cultural change the “Performance Accelerators” were created to outline the specific behaviors and actions employees need to demonstrate to live FAST at their level of leadership and drive business results.

Communicating the Accelerators

Skill(s) Information Made Accessible

Integration and Impact

FAST Performance Accelerators

Performance Management

Cycle Training &

Development Resources

Rewards and Recognition

Talent Management Activities

Succession Planning

Staffing & RecruitingAreas where Performance

Accelerators (competencies) have been or will be incorporated into the SNEI employee life cycle

Suggested Steps For Competency DevelopmentStep 1: Define the Issue What are you trying to accomplish as it pertains to leadership or success in your company?

Define purpose Identify what is needed and why

Step 2: Define (Core) CompetenciesDefine successful behaviors (competencies) critical to individual and company success for your specified levels of leadership

Develop a process to gather information (surveys, focus groups, etc…) Identify levels of leadership

Step 3: Integrate and Measure Competencies into the Employee Life Cycle Selection Process

Performance ManagementGlobal Survey

Step 4: Align and Continue to DevelopAlign competency sets into development related programs and assessments (Training and 360)Create and implement into development resources (Development Portals)Implement into Talent Management Process

Stages of ImplementationYEARS ONE AND TWO: Integrate into Culture: Understand, Apply, and Revisit

YEARS TWO AND THREE: Making Connections: Increase Awareness and Further Integrate

YEARS FOUR AND FIVE: Measure Effectiveness

Process Guidelines

Remember it is a Process…Development takes timeImplementation takes MORE TIMEBegin with Development and move to Performance ManagementPrepare for PUSHBACK Don’t like Competencies Don’t like YOUR competencies

Lessons Learned

Customized vs. Out of the Box Budget (see below) Strength of Culture

Internal, External or Hybrid On-site Talent An external partner who knows YOUR CULTURE

How to Sell Internally Find a Believer at the Executive Level Involve early and often PARTICIPATION MATTERS!!

Lominger ProductsCompetencies FYI For Your Improvement

Performance Management FYI for Performance Management Performance Management Architect Career Architect

Interviewing/ Selection Interviewing Architect

Org & Team Effectiveness eTeam Team Architect FYI for Teams

Development Voices Leadership Architect

Learning Agility FYI for Learning Agility Choices Architect

Succession Architect Talking Development

Take-Aways