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

4. INDIVIDUAL CONTRIBUTOR
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.

5. INDIVIDUAL CONTRIBUTOR
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