How MetLife Measures Core Behaviors for Leaders, Managers, and Employees

Lisa Weber, the executive vice president of human resources at MetLife, creditsthe company’s upswing to a pay-for-performance program that was implemented threeyears ago. One of the most essential aspects of developing a good plan is to beclear about expectations, she says.

At MetLife, employees are rated on a 1-to-5 scale based on the following competency models of core behaviors — one for leaders andmanagers, another for individual employees:

For leaders/managers:

• Champions change. Proactively leads and embraces change with innovation,courage, and resiliency. Questions the existing ways of getting things doneand endeavors to improve quality and efficiency.

• Inspires a shared vision. Creates a compelling mission and purposefor the organization and energizes people to work toward shared goals.

• Promotes key values. Consistently demonstrates MetLife values. Emphasizesthat people count, and that the company promotes winning from within.

• Communicates effectively. Shares information and encourages candidand open dialogue. Ensures that people share information and have accessto the information they need to meet their business objectives.

• Develops talent for the future. Identifies critical skills neededto get results. Creates a work environment that attracts and retains toptalent.

• Focuses on customers. Works to exceed expectations of customersexternally and internally. Takes immediate action to resolve customers’problems.

• Produces results. Directs action toward achieving goals that arecritical to MetLife’s success. Sets clear performance expectations thatare aligned to business priorities. Ensures that rewards — financial andnon-financial — are linked to performance.

• Uses sound business judgment. Applies knowledge of the businessand the industry, and common sense, to make the best decisions.

• Builds relationships. Excels at building partnerships and fosteringteamwork. Works collaboratively within and across organizational boundariesto achieve common goals.

For individual employees:

• Adapts to and implements change. Embraces change with innovation,courage, and resiliency.

• Promotes key values. Consistently demonstrates company values. Conductsbusiness endeavors with truth, sincerity, and fairness.

• Communicates effectively. Shares information and engages in candidand open dialogue.

• Focuses on customers. Works to exceed customers’ expectations.

• Produces results. Directs action toward achieving goals that arecritical to the company’s success.

• Completes work without close supervision.

• Manages own performance effectively. Organizes time and prioritiesto achieve business results.

• Uses sound business judgment. Applies knowledge of the businessand the industry, and common sense, to make the best decisions.

• Builds relationships and works collaboratively. Excels at buildingpartnerships and working as part of a team.

• Demonstrates technical and functional expertise.
  

Workforce, August 2001, p. 30— Subscribe Now!