SDHR Forum Presentation

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 • Employee Life Cycle

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. Competency Model

5. Competency Model

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 Key People Processes: Learning, Staffing, Performance and Rewards Performance Management Ensuring That “The Way We Do Things Around Here” Is Consistent With the Strategy Focus on the Present to build for the Future Culture Succession Planning Behaviors (Values in Action) Leadership Development Recruiting Top Management Leads the Change and Role Models the Future Attract and 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?

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

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 Benchmarks 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 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

14. Process Used to Identify the Competency Framework 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 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

18. Integration and Impact 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 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 • 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