SDHR Forum Presentation

Report
SDHR Forum Presentation
Agenda
I. 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 work
It can be:
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A knowledge
A skill
An attribute
An attitude
Competency Model
COMPETENCY
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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.
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Relationship Building: Being consistent and building
trust with internal and external customers by being
honest and truthful when communicating information.
Leadership: Demonstrates integrity, quality, selfaccountability, and the ability to lead, coach, and
mentor employees.
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Holds one’s self accountable for behaviors and outcomes.
Consistently produces high quality work.
Meets commitments and deadlines.
Behaves in alignment with core values.
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Integrity: Acting in a way that firmly adheres to the
values of honesty and building trust.
INDIVIDUAL CONTRIBUTOR
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.
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.
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Strategic Thinking: Demonstrates an ability to
accurately anticipate future trends and consequences 
by thinking in a futuristic orientation.
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Consistently upholding standards of honest business practices.
Engaging in open communication with internal and external
customers.
Consistently demonstrating ethical behavioral.
Following through on commitments.
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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.
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MANAGER/LEADER
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.
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.
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..
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.
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 Model
COMPETENCY
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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.
Business Acumen: A demonstrated knowledge of
the business industry and how it operates. This
must involve knowledge of business, market,
competitors, and strategies.
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.
Adaptability: A willingness to embrace and drive
change through demonstrating flexibility and to
quickly adapt to new situations.
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INDIVIDUAL CONTRIBUTOR
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.
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.
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Seeks out learning and training opportunities.
Creates and executes a development plan targeted at ongoing development.
Works with mentors and managers in the organization.
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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.
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MANAGER/LEADER
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.
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.
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.
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
Key People Processes:
Learning, Staffing,
Performance and Rewards
Ensuring That “The Way We Do
Things Around Here” Is
Consistent With the Strategy
Succession
Planning
Culture
Top Management Leads
the Change and Role
Models the Future
Focus on the Present to
build for the Future
Performance
Management
Leadership
Development
How are we changing,
why are we changing and
how ready are we for this
change?
Behaviors (Values
in Action)
Organizational
Change Capacity
High
Performing
Teams
Recruiting
Attract and
Select the Right People
All Team Members
Collaborate
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 values
Provide 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
Global Employee Survey
Global Employee Survey Benchmarks
• 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
We will leverage the Global Employee Survey conducted
annually to monitor and measure awareness and progress
in operating and behaving our FAST Team Values
• Monitored and reported on FAST effectiveness
from different perspectives:
 Business Unit
 Functional
 Other
Process Used to Identify the Competency
Framework
Validated (Lominger)
Competency Library to
identify specific
behaviors that drive
success at each level
Competency Library
(Lominger)
Data Collected/
Analyzed
Focus Groups with
Leadership
Focus groups conducted with
leadership level across various
business units and at multiple sites
Data collected/ analyzed to
create a model of high
performance to achieve current
and future goals and culture
shift
Competency
Model
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
Performance
Management
Cycle
Areas where Performance
Accelerators (competencies) have
been or will be incorporated into the
SNEI employee life cycle
Training &
Development
Resources
Staffing &
Recruiting
FAST
Performance
Accelerators
Rewards and
Recognition
Succession
Planning
Talent
Management
Activities
Suggested Steps For Competency
Development
Step 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) Competencies
Define 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 Management
 Global Survey
Step 4: Align and Continue to Develop
 Align 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 Implementation
YEARS 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 time
Implementation takes MORE TIME
Begin with Development and move to Performance
Management
Prepare 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 Products
Competencies
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FYI For Your Improvement
Performance Management
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FYI for Performance Management
Performance Management Architect
Career Architect
Interviewing/ Selection
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Interviewing Architect
Org & Team Effectiveness
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eTeam
Team Architect
FYI for Teams
Development
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Voices
Leadership Architect
Learning Agility
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FYI for Learning Agility
Choices Architect
Succession Architect
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Talking Development
Take-Aways

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