2 Agenda I. Introduction to Competencies Competency Models and ImplementationEmployee Life CycleII. Business Case (SNEI) SolutionHow Does Sony Define Leadership?How Do You Integrate Model Into CultureIII. Lessons LearnedCustomized or Out of the BoxInternal, External or HybridHow to Sell InternallyCreating Buy-inExecutive SponsorshipIV. Take-AwaysFAST ModelInterview Guides
3 CompetencyA measureable characteristic of a person related to success at workIt can be:A knowledgeA skillAn attributeAn attitude
4 INDIVIDUAL CONTRIBUTOR Competency ModelCompetencyINDIVIDUAL CONTRIBUTORMANAGER/LEADERAchievement 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 accordinglyFocuses 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.
5 INDIVIDUAL CONTRIBUTOR Competency ModelCompetencyINDIVIDUAL CONTRIBUTORMANAGER/LEADERAction 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.
6 Competency Model Implementation Employee Life Cycle
7 Imbedding the Model in The Life Cycle RecruitingCreate Position Profiles (Competency based)Behavioral interviewing questions tied to CompetenciesSelection (see above)Training and DevelopmentFocused on Culture of the OrganizationTargeted Development One Level UpPerformance ManagementRatings at the Competency Level- linked to Development
8 Considerations Throughout the Cycle Leadership DevelopmentOrganizational Change CapacityHigh Performing TeamsRecruitingSuccessionPlanningPerformanceManagementCultureBehaviors (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 andSelect the Right PeopleAll Team Members CollaborateFocus on the Present to build for the FutureKey People Processes: Learning, Staffing, Performance and RewardsEnsuring That “The Way We Do Things Around Here” Is Consistent With the Strategy
10 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 prioritiesACCOUNTABILITY – everyone is accountable to ensure we improve and succeed as a wholeSPEED – working to stay ahead of our competitorsTEAMWORK – more power – and greater results – when we work collaborativelyFAST was designed to UNITE US, DEFINE OUR CULTURE, GUIDE OUR ACTIONS, AND DRIVE BETTER PERFORMANCE AS WE LOOK TO THE FUTURE
11 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 accountableWhat 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 levelsCreating a common language across SNEIDriving clear communicationReinforcing and rewarding along the way
13 Global Employee Survey Information GatheredEstablished baseline FAST index by integrating values-related questions in employee survey Indicator of high performing organizationBenchmarked against global high performance companiesMeasured culture change progress: FAST awareness the first yearMonitored and reported on FAST effectiveness from different perspectives:Business UnitFunctionalOtherWe will leverage the Global Employee Survey conducted annually to monitor and measure awareness and progress in operating and behaving our FAST Team ValuesGlobal Employee Survey BenchmarksGlobal Employee Survey
14 Process Used to Identify the Competency Framework Competency Library (Lominger)Data Collected/ AnalyzedFocus Groups with LeadershipValidated (Lominger) Competency Library to identify specific behaviors that drive success at each levelCompetency ModelData collected/ analyzed to create a model of high performance to achieve current and future goals and culture shiftRecall this definition of competency: a measurable characteristic of a person related to success at work (skill, attribute, or attitude)Focus groups conducted with leadership level across various business units and at multiple sites
15 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.
17 Skill(s) Information Made Accessible Include shot of overused skill section…..
18 Integration and Impact FAST Performance AcceleratorsPerformance Management CycleTraining & Development ResourcesRewards and RecognitionTalent Management ActivitiesSuccession PlanningStaffing & RecruitingAreas where Performance Accelerators (competencies) have been or will be incorporated into the SNEI employee life cycle
19 Suggested Steps For Competency Development Step 1: Define the IssueWhat are you trying to accomplish as it pertains to leadership or success in your company?Define purposeIdentify what is needed and whyStep 2: Define (Core) CompetenciesDefine successful behaviors (competencies) critical to individual and company success for your specified levels of leadershipDevelop a process to gather information (surveys, focus groups, etc…)Identify levels of leadershipStep 3: Integrate and Measure Competencies into the Employee Life CycleSelection ProcessPerformance ManagementGlobal SurveyStep 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
20 Stages of Implementation YEARS ONE AND TWO: Integrate into Culture: Understand, Apply, and RevisitYEARS TWO AND THREE: Making Connections: Increase Awareness and Further IntegratePut the stages of development together that they can refer to…….YEARS FOUR AND FIVE: Measure Effectiveness
21 Process Guidelines Remember it is a Process… Development takes time Implementation takes MORE TIMEBegin with Development and move to Performance ManagementPrepare for PUSHBACKDon’t like CompetenciesDon’t like YOUR competencies
22 Lessons Learned Customized vs. Out of the Box Budget (see below)Strength of CultureInternal, External or HybridOn-site TalentAn external partner who knows YOUR CULTUREHow to Sell InternallyFind a Believer at the Executive LevelInvolve early and oftenPARTICIPATION MATTERS!!
23 Lominger Products Competencies Performance Management FYI For Your ImprovementPerformance ManagementFYI for Performance ManagementPerformance Management ArchitectCareer ArchitectInterviewing/ SelectionInterviewing ArchitectOrg & Team EffectivenesseTeamTeam ArchitectFYI for TeamsDevelopmentVoicesLeadership ArchitectLearning AgilityFYI for Learning AgilityChoices ArchitectSuccession ArchitectTalking Development
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