SDHR Forum Presentation Agenda I Introduction to Competencies

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: A knowledge A skill An attribute An attitude

Competency Model COMPETENCY 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. Relationship Building: Being consistent and building trust with internal and external customers by being honest and truthful when communicating information. Leadership: Demonstrates integrity, quality, self-accountability, and the ability to lead, coach, and mentor employees. 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. Holds one’s self accountable for behaviors and outcomes. Consistently produces high quality work. Meets commitments and deadlines. Behaves in alignment with core values. 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. Strategic Thinking: Demonstrates an ability to accurately anticipate future trends and consequences by thinking in a futuristic 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. 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

Competency Model COMPETENCY 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. 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. 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. 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. 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. 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. 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

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 Culture Top Management Leads the Change and Role Models the Future Leadership Development How are we changing, why are we changing and how ready are we for this change? Performanc e Managemen t Focus on the Present to build for the Future Succession Planning Behaviors (Values in Action) Organizationa l 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 • Established baseline FAST index by integrating values-related questions in employee survey Indicator of high performing organization Global Employee Survey Benchmarks • 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) Focus Groups with Leadership Focus groups conducted with leadership level across various business units and at multiple sites Data Collected/ Analyzed Data collected/ analyzed to create a model of high performance to achieve current and future goals and culture shift Competen cy 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 Staffing & Recruiting Training & Development Resources 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? q Define purpose q 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 q Develop a process to gather information (surveys, focus groups, etc…) q Identify levels of leadership Step 3: Integrate and Measure Competencies into the Employee Life Cycle q Selection Process q Performance Management q Global Survey Step 4: Align and Continue to Develop q Align competency sets into development related programs and assessments (Training and 360) q Create and implement into development resources (Development Portals) q 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 FYI For Your Improvement Performance Management FYI for Performance Management Architect Career Architect Interviewing/ Selection Interviewing Architect Org & Team Effectiveness e. Team Architect FYI for Teams Development Voices Leadership Architect Learning Agility FYI for Learning Agility Choices Architect Succession Architect Talking Development

Take-Aways