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
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I. Introduction to Competencies
II. Business Case (SNEI) Solution
III. Lessons Learned
Employee Life Cycle
Key People Processes: Learning, Staffing, Performance and Rewards
Ensuring That “The Way We Do Things Around Here” Is Consistent With the Strategy
Focus on the Present to build for the Future
Behaviors (Values in Action)
Top Management Leads the Change and Role Models the Future
Select the Right People
Organizational Change Capacity
High Performing Teams
All Team Members Collaborate
How are we changing, why are we changing and how ready are we for this change?
A global initiative, called FAST, was launched so as to establish a common set of values for all SONY employees.
FAST stands for:
What was needed:
A clear understanding, by all employees, of what success looks like (skills, knowledge and behaviors). We can do this by:
Global Employee Survey
We will leverage the Global Employee Survey conducted annually to monitor andmeasure awareness and progressin operating and behaving our FAST Team Values
Validated (Lominger) Competency Library to identify specific behaviors that drive success at each level
Data collected/ analyzed to create a model of high performance to achieve current and future goals and culture shift
Focus groups conducted with leadership level across various business units and at multiple sites
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.
Areas where Performance Accelerators (competencies) have been or will be incorporated into the SNEI employee life cycle
Step 1: Define the Issue
What are you trying to accomplish as it pertains to leadership or success in your company?
Step 2: Define (Core) Competencies
Define successful behaviors (competencies) critical to individual and company success for your specified levels of leadership
Step 3: Integrate and Measure Competencies into the Employee Life Cycle
Step 4: Align and Continue to Develop
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