Building a Global, Multigenerational Talent Culture From the Ground UP

Sony Pictures Entertainment

ODN Conference 2011

Sonia Narang, Director, Leadership & ODChristi Olson, VP, Leadership & OD

Agenda

Our Amazing Race:

• Setting and background

• Start up

• Rollout

Intertwined with:

• Cultural accelerators, challenges

• OD processes & tools

• Lessons learned

Amy PascalCo-Chairman, SPE &

Chairman, Motion Picture Group

Digital Productions Home Entertainment

Sir Howard StringerPresident, Chairman & CEO

Sony Corporation of America

Michael LyntonChairman & CEO, SPE

SPE SeniorExecutives

SPE Divisions

Corporate Functions

SPE Technologies

Motion Pictures Television

HQ: Culver City, CAEmployees: 6000Locations: 36+ countries Geographic reach: 142 countries

Sony Pictures Entertainment – Overview

Some Sony Pictures Entertainment Facts….

• One billion: Number of SPE movies and TV shows sold or rented via movie theatres,

DVDs and Blu-rays and online transactions last year.

• 225 million: Number of Americans (more than two out of three) who saw a Sony Pictures Television show in January 2011.

•142: Sony Pictures Television networks reach more than one billion people in their homes in 22 languages and 142 countries.

•44.5: Number of acres at SPE’s working studio lot, including 18 sound stages, world-leading sound mixing and recording and state-of-the-art post production facilities.

•178: Number of water coolers installed in place of the traditional five-gallon bottled water coolers throughout the pantries on the lot resulting in an annual savings of about $80,000 and eliminating approximately 32,000 bottles.

• 145,000: Number of used prints recycled in North America eliminating 3,200 tons of potential landfill waste.

•250 million: 25,000 prints were rejuvenated eliminating the need for 250 million feet of

new film.

Topline Goals

• Achieving SPE goal to “strengthen our approach to people development to effectively prepare for future challenges”

• Enhancing SPE’s infrastructure to support learning, performance management and talent management

• Developing global leaders for a diverse and inclusive world and as a crucial step to remaining competitive

• Maximizing business success by focusing talent development on what the business needs

Shift in Approach – Transactional to Strategic HR

Regular Performance

Feedback

Development Planning

Learning/ Training

Opportunities

Competitive & Aligned Reward

Systems & Benefits

Clear Transparent

Communication

Top Down Goal Setting

Performance

Management

Rewards

Talent

Management

Process

Improvement

Custo

mers

Attraction &Retention of Valued Employees

Increased Productivity & Engagement

Enhanced Organizational Performance

Greater Financial Success

Key Initiatives To-Date:

• HR Strategic Review

• Employee Engagement Survey

• Infrastructure Development

Current Focus Areas:

• Goal Setting/Performance

Management

• Talent Management

• Pay for Performance

Overall Framework

Learning

DevelopmentPerformance Management

Talent

Planning

Rolling Implementation - myCareer

Strategic HR Approach to Performance & Talent Management

Actions

• Connections back to Energy Project

• Seeded activity on several fronts at same time

• Offered up multiple connection points

• Focus on engaging in conversations

Simple Rules

• Live in constant readiness

• Be credible change activists

• Everyone can engage in different ways

• Design with flexibility in mind

TV

SPE CultureTribal Networks

•Highly Relational

•Consumer oriented

•Talent driven (creatives)

•Project orientation

•Iterative, up to the last minute

•Tribal leaders

•Feedback averse

•Community focus

•Sustainability focus

•Demographics distribution

•High tech, high touch, high push

•Emerging global mindset

MP

HE

SPDP

Baby Boomer

Gen X

Gen Y

Traditionalist

Generational Mix

•Gen Y: 1980 - 1996•Gen X: 1965 - 1979•Baby Boomers: 1946 – 1964•Traditionalist: before 1946

Data-Driven Insights to Action

Employee Feedback Survey

• Completed in November 2010

• Overall high scores in most areas

• Identified some opportunities

Key results that help drive Performance & Talent

• Over 50 percent of employees in big middle not satisfied with career development, manager feedback

• Over 50 percent of employees with 2-5 years tenure least engaged

Our Cornerstones for Change….the “push”

•Senior level champions

•Culture change agenda

•Goal Setting & Perf Mgmt

•Infrastructure tools

All built around……•Conversations between employees & managers

SPE Employees & Managers

SPE – P&O Leadership

P&O Mission:Credible Change

Activists

myCareer

SPEED Performance Management

…..And our employee “pull”

•Employee Engagement Survey

•Career Development

•Asking for Feedback

All built around……•Owning my career•Conversations between employees & managers

•To start, we activated employees through education and awareness……

•Now they are asking us to work with them!

Table Talk

• What one to three next steps would you suggest?

• How would you engage or inspire employees and managers across the demographics….old Hollywood and new Hollywood?

• What are you curious about at this stage?

Summary: Phased Rollout with Full Integration

Phase Timing Key Actions

Start Up•Kicked off Workstreams to upskill internal P&O

2008-2010 •Internal talent assessments•Competency certification•Talent Planning – Nine Box•Mission to be and act as credible change activists for culture shift

Initial Rollout – LMS•Learning Mgmt •Goal Setting•Development Planning

Oct. 2010 – April 2011 •SPEED learning goes online in myCareer•Goal setting begins company-wide

2nd Phase –•Performance Management

May 2011 – March 2012 •Performance design•Performance goes live –> mid year + annual reviews

3rd Phase•Talent Management

June 2011 – Dec 2011Continuous

•Succession Planning & talent pools

Agreement

Certainty

Far From

Far FromClose

To

OrganizedZone

Self-OrganizingZone

RandomZone

PoliciesPredictabilityReliability

Emergence – coming into viewIn TransitionDiverseTrial and errorStickiness

No constraintsUnpredictabilityCreateBlips - Trends

4

OD Tools: Landscape Diagram (what is it?)

From Glenda Eoyang, HSDI

Agreement

Certainty

Far From

Far FromClose

To

OrganizedZone

Self-OrganizingZone

RandomZone

Workstreams BP Role Change ActivistSelf development

myCareer goal settingSPEED learning

Transactional BP

Consultative BPPerformance ReviewProcess - global

Talent Planning

4

OD Tools: Landscape Diagram (how we used it)

From Glenda Eoyang, HSDI

Step 1: Getting Managers ReadyFocus on Performance Management

•Took a complete view of Performance Management

•Delivered f2f globally

•Socialized the culture shift around performance and development around the globe

Step 2: Getting People Ready Focus on Learning Development

Harvard Elearning

70-20-10

SPEED

•70-20-10 learning approach

•SPEED manager and employee classes

•Harvard ManageMentoreLearning for global employees

myCareer Tool

Step 3: Focus on Talent Planning & Leader Development

Difficult Conversations

SPE Leadership Traits and

Competencies

Emotional Intelligence

Cultural Intelligence

Global Focus

Our Approach: Take a new look at how we evaluate

performance and potential for development

• Cultivate a mix: develop and buy talent

• Develop global leaders across the enterprise

• Create consistent and systematic way to identify, assess and grow talent across the enterprise

• Segment talent based on two dimensions

• Succession planning

• High potentials – business leaders and creatives

• Nurture talent in key areas

• Critical positions

• Racial / ethnic minorities, women

• Technical creatives

• Engage executives in conversations and process for managing talent

FY 12: Talent & Succession Planning Focus

High Potential Succession Planning

SPE Leadership Traits: Competencies and

Level Specific Behaviors

Internal Talent Review of Senior Org Levels

Talent Planning Guide for HRBPs

(4) (7) (9)

(2) (5) (8)

(1) (3) (6)

Per

form

an

ce T

rack

Rec

ord

Low

(1-2)

High

(4-5)

Medium

(3)

Ba

sed

on

Per

form

an

ce R

evie

w R

esu

lts

Potential for More (advance and/or broaden career)

Low

(1)

High

(3)

Medium

(2)

Talent Tool: Nine Box Performance – Potential Matrix

24

Additional OD Tools

Building Adaptive Capacity

Change Mgmt

Positive Deviance

•Upskill HR Business Partners•Change management•Lominger•Stakeholder analysis•Talent Planning Nine-Box

•Lominger Competencies•SPE People Measures•SPE Leadership Traits•360 assessment

•Client early adopters•Pilots and short timeframes

OD Tools: CDE for Managing through Change & Building Adaptive Capacity

Self-Organizing Systems

Identify and set patterns!

C: Holds people together until system-wide patterns can form

D: Provides the potential for change and engagement among people

E: Establishes connections among people, and between individuals and the whole, e.g. department, organization

Container•Multiple types

HRBP global webinarsEmployee learning & development (SPEED) Client all hands meetingsmyCareer (tool)Leadership videos

Difference•What’s relevant?

P&O skill setsManager skill setsNot a mandatory culture

Exchange•Two way transfer

P&O annual global meetingPay for performance guides Employee speaker series

CDE From Glenda Eoyang, HSDI

MarketingCampaigns

Success Metrics: Setting Baseline for Year One

Learning: Number of users completing courses (SPEED)

Goal Setting: Percentage of goals written

myCareer usage: Number of unique users logged into myCareer

Talent metrics include:

Percentage of top talent retained, promoted

Percentage of top talent promoted with specific time period

Percentage of diverse talent retained and promoted

Percentage of critical positions filled by internal talent

Reduction in external hires for key positions

Key Learnings

• Be a partner with HR Business Partners for global rollout

• Be a willow in the wind yet stand strong

• Live adaptively, take a best practices approach

• Leverage adoption metrics to drive action

• Big Bang approach

• Consider capacity, energy and timing of a prolonged rollout

• Absolute pull campaign (goal setting not mandatory)

• Approach it as a consumer campaign – what excites our employees and managers to take action

• Identify and leverage tribal leaders (positive deviance) to amplify

• Enlisted star power to get it started, reinforced, sustained

If We Did It Again, We Would….

• Have eyes wide open implementing a new integrated system / tool

• Take more time explaining directionally accurate is a good thing

• Doing a better job of managing internal coordination of efforts to avoid bottlenecks

• Create a single focus brand campaign; anchor initiatives under larger umbrella vs. different aspects of PM and TM

Thank you!

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