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

At MetLife, employees are rated on a 1-to-5 ratio based on a set of compentency models of behavior.

July 25, 2001
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Related Topics: Compensation Design and Communication, Variable Pay
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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!

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