Presentation is loading. Please wait.

Presentation is loading. Please wait.

SDHR Forum Presentation

Similar presentations

Presentation on theme: "SDHR Forum Presentation"— Presentation transcript:

1 SDHR Forum Presentation

2 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

3 Competency A measureable characteristic of a person related to success at work It can be: A knowledge A skill An attribute An attitude

Competency Model Competency 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 Model Competency 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.

6 Competency Model Implementation
Employee Life Cycle

7 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

8 Considerations Throughout the Cycle
Leadership Development Organizational Change Capacity High Performing Teams Recruiting Succession Planning Performance Management Culture 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 Future Attract 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

9 The Business Case

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 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 FAST 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 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

12 Information Gathered

13 Global Employee Survey
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

14 Process Used to Identify the Competency Framework
Competency Library (Lominger) Data Collected/ Analyzed Focus Groups with Leadership Validated (Lominger) Competency Library to identify specific behaviors that drive success at each level Competency Model Data collected/ analyzed to create a model of high performance to achieve current and future goals and culture shift Recall 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.

16 Communicating the Accelerators

17 Skill(s) Information Made Accessible
Include shot of overused skill section…..

18 Integration and Impact
FAST Performance Accelerators Performance Management Cycle Training & Development Resources Rewards and Recognition Talent Management Activities Succession Planning Staffing & Recruiting Areas 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 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

20 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 Put 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 TIME Begin with Development and move to Performance Management Prepare for PUSHBACK Don’t like Competencies Don’t like YOUR competencies

22 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!!

23 Lominger Products Competencies Performance Management
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

24 Take-Aways

Download ppt "SDHR Forum Presentation"

Similar presentations

Ads by Google