Team Toyota Competencies and Behaviors by Job Level

Transcription

1 Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights for how to get work done. These behaviors are intended to build on one another, with the expectation that team members work at the level defined while also meeting or exceeding the level of performance described in the level(s) below their own. Focusing on behaviors outlined in the competencies can lead to personal success, and help us create an ever-better team member experience. Toyota Way Continuous Improvement Kaizen Genchi Challenge Genbutsu Respect for People Respect Teamwork Cultural Priorities? Challenge the Make timely Collaborate status quo decisions across boundaries Think Grow our innovatively people s capabilities The chart below shows how the various TMNA, TMS/TMA and TEMA job titles and families map to our TMNA competency level names. COMPETENCY LEVEL NAME TMNA JOB TITLE (Does not include manufacturing) TEMA, MFG & TTC JOB TITLE/FAMILY TMS/TMA BAND ASSISTANT ADMINISTRATOR Assistant Senior Assistant Administrator Senior Administrator Assistant Band 1 Associate Band 2 TECHNICIAN Technician Technician Jr. through Principal Technician Lead Technician Technician Group Leader (no equivalent) GROUP ER Group Leader Group Leader (no equivalent) IC2 Analyst Senior Analyst Associate Engineer Associate Scientist Engineer Scientist Associate Engineer Associate Scientist Engineer Scientist Specialist Band 3 Individual Contributor IC1 Consultant Senior Consultant Senior Engineer Senior Research Scientist Principal Engineer Principal Research Scientist Senior Principal Engineer Senior Principal Scientist Project AM Project Manager Senior Engineer Senior Research Scientist Principal Engineer Principal Research Scientist Senior Principal Administrator Senior Principal Engineer Senior Principal Scientist Band 4 Individual Contributor SUPERVISOR Supervisor (no equivalent) Band 3 Supervisor MANAGER Manager Assistant Manager Band 4 Manager SENIOR MANAGER Senior Manager National Manager Manager Program Manager Band 5 National Manager Please note that there may be changes to this mapping as the Hay job evaluation process continues. Any changes that affect this chart will be communicated individually during the job offer and confirmation process, and this chart will be updated, if necessary once the process is complete.

2 ASSISTANT Behaviors that may indicate success at the ASSISTANT level Provide exceptional customer service Approach your work with enthusiasm and a can-do attitude Check back with your customer to confirm satisfaction Go to the source of the problem to gather accurate and factual data Raise possible solutions for further discussion Persevere to resolve and accomplish tasks Challenge yourself to make process improvements in your own work Identify ways the team can work more efficiently Be inquisitive and raise new ideas Communicate with honesty and respect Use discretion and maintain confidentiality Be willing and open to accept new assignments Build consensus with your working group Solicit and apply feedback on your performance Seek out development opportunities Apply new knowledge on the job Give constructive feedback Treat team members with respect, regardless of level or background Understand how your own words and actions impact others Listen to others input and welcome diversity of thought

3 ADMINISTRATOR Behaviors that may indicate success at the ADMINISTRATOR level Deliver an exceptional customer experience Provide a high quality work product Check back with your customer to confirm satisfaction Summarize data logically, and make visible and clear Apply TBP thinking and an analytical mindset to resolve Embrace challenge and persevere to accomplish work Approach new processes and ideas with an open mind Leverage existing resources to implement process improvements within the team Seek out new ideas and use them to improve the effectiveness of the team Show consistency in your words and actions Act as a good steward of the company Communicate proactively Build consensus outside your working group Work consistently to improve your capabilities Take on challenging assignments Share your knowledge and experience with others Treat team members with respect, regardless of level or background Adjust your words and actions for most positive outcome Listen to the input of others, and welcome diversity of thought

4 TECHNICIAN Behaviors that may indicate success at the TECHNICIAN level Clarify customer requests and anticipate their needs Proactively provide alternative solutions to enhance the customer experience Yokoten successful processes to ensure best quality product Use genchi genbutsu to gather fact-based data at the source Apply TBP thinking and an analytical mindset to resolve Embrace challenge and persevere to accomplish work Engage in continuous PDCA Question the way things are done Kaizen existing processes Use your experience and expertise to offer creative solutions to Earn and maintain the trust of others Make smart, timely and ethical decisions Admit when you re wrong Nemawashi and build consensus Work consistently to improve your capabilities Solicit and apply feedback on your performance Seek out development opportunities and take on challenging assignments Strengthen capability of the team by sharing your knowledge Treat team members with respect, regardless of level or background Listen to others input and welcome diversity of thought Understand how your own words and actions impact others

5 GROUP ER Behaviors that may indicate success at the GROUP ER level Emphasize customer first mentality with team members Manage customer expectations Use standardization to ensure exceptional customer service Yokoten successful processes to ensure best quality product Use genchi genbutsu to gather fact-based data at the source Apply TBP thinking and an analytical mindset to resolve Embrace challenge and persevere to accomplish objectives Reinforce PDCA mindset and the importance of sustainable solutions Kaizen team processes Recognize and praise kaizen mindset Raise and develop new and breakthrough ideas Facilitate change by serving as a role model for new behaviors Model high standards of integrity, openness, trust and respect for others Communicate with clarity Recognize the good work of others and give credit generously Instill team member focus on safety, quality, productivity and cost Develop team members to their fullest capability Share feedback frequently and constructively Solicit feedback on your performance Work consistently to improve your capabilities Demonstrate compassion for others Be fully present, eliminate distractions, and spend more time listening than talking Create a safe environment for team members to share ideas Take an objective approach to conflict resolution

6 INDIVIDUAL CONTRIBUTOR 2 (IC2) Behaviors that may indicate success at the IC2 level Form collaborative partnerships with your customers Manage customer expectations and work to find mutually-agreeable solutions Seek out, use and share successful processes to ensure best quality product Use genchi genbutsu to gather fact-based data at the source Apply TBP thinking and an analytical mindset to resolve Embrace challenge and persevere to accomplish objectives Engage in continuous PDCA Recognize there is room for improvement in all work Kaizen existing processes Calculate risks and challenge the status quo Model high standards of integrity, openness, trust and respect for others Communicate with clarity Take accountability for your own actions Use mistakes as learning opportunities Work consistently to improve your capabilities Solicit and apply feedback on your performance Seek out development opportunities and take on challenging assignments Give constructive feedback to support the development of others Treat others with respect, regardless of level or background Build a diverse network to help you understand different perspectives and accomplish work Listen to others input and seek out diversity of thought Adjust your approach according to the differences in other interpersonal styles and values

7 INDIVIDUAL CONTRIBUTOR 1 (IC1) Behaviors that may indicate success at the IC1 level Identify new and better ways of meeting customer needs Be forward thinking and proactive to address future customer needs Coach others to seek out, use and share successful processes to ensure best quality product Maximize available resources to meet business goals Establish business framework to ensure processes are sustainable Guide team members to use TBP thinking and an analytical mindset Encourage others to look through a different lens Challenge others to take risks and develop Drive change by modeling new ways and behaviors Be humble and open to new ideas and approaches Communicate openly and eliminate information silos Provide technical guidance or mentorship to team members Guide others toward achievement of team and organizational goals Apply new learnings to better the organization Share knowledge and experience to enhance the performance of the team Partner with team members to improve their capability Share feedback frequently and constructively Treat others with respect, regardless of level or background Listen to others input and seek out diversity of thought Take an objective approach to resolving opposing viewpoints and conflicts

8 SUPERVISOR Behaviors that may indicate success at the SUPERVISOR level Emphasize customer first behavior with team members Empower team members to make timely decisions Identify and work to eliminate barriers and red tape Empower team members to identify, raise and resolve Coach and guide team members to use TBP thinking and an analytical mindset Reinforce PDCA mindset and the importance of sustainable solutions Kaizen team processes Empower team members to question existing ways and assumptions Recognize and praise kaizen mindset Facilitate change by serving as a role model for new behaviors Model high standards of integrity, openness, trust and respect for others Communicate with clarity Recognize the good work of others and give credit generously Accept responsibility for the work of the team Assign work that leverages team member strengths Share feedback frequently and constructively Evaluate team member performance objectively and fairly Work consistently to improve your capabilities Demonstrate compassion for others Be fully present, eliminate distractions, and spend more time listening than talking Create a safe environment to enable the team to share different opinions and ideas Take an objective approach to resolving opposing viewpoints and conflicts

9 MANAGER Behaviors that may indicate success at the MANAGER level Recognize and reward customer-first behavior Seek out good processes from other areas of the organization to enhance service to the customer Empower team members to make timely decisions and take action in service to the customer Eliminate barriers that hinder our ability to exceed customer expectations Empower team members to identify, raise and resolve Coach and guide team members to use TBP thinking and an analytical mindset Develop and prioritize countermeasures to achieve strategic organizational goals Reinforce PDCA mindset within the team Understand the business environment and competition Recognize and reward kaizen and innovative thinking Encourage team members to ask why and challenge the status quo Eliminate barriers and overcome resistance to change Use failure as a learning and teaching opportunity Hold team members accountable for actions or behaviors not aligned with Toyota values Find opportunities to recognize and showcase the good work of others Take responsibility for team results and advocate on behalf of the team Empower decision-making within the team Communicate openly to the team about overall direction and how their work connects to the organizational goals Coach team members and stretch their capability Use delegation as a tool to develop others Share feedback frequently and constructively Stay apprised of changes and developments within your profession Seek out performance feedback and use it for your continued development Demonstrate compassion for others Be fully present, eliminate distractions, and spend more time listening than talking Create a safe environment to enable the team to share different opinions and ideas Coach team members to raise, discuss and resolve conflicts

10 SR. MANAGER Behaviors that may indicate success at the SR. MANAGER level Share your passion for what the team s product and service means for your customer Create an environment where service to the customer is recognized and rewarded Ensure team s work is delivered with the highest quality and an exceptional customer experience Empower the team to take immediate action to resolve Align the team s work and assign resources to support achievement of organizational objectives Ensure the sustainability of solutions Identify collaboration opportunities to solve larger Understand the business environment and business competition, and proactively look for ways to solve new and future business Empower the team to think bigger and bolder to generate new ideas Encourage calculated risk taking in pursuit of a new and better way of meeting our business goals Champion innovative ideas and Develop and communicate a vision that gives team members a sense of purpose Find sincere ways to show your appreciation for the work of others Empower decision-making within the team Be willing to make difficult but appropriate decisions Champion the development of every team member Develop your team to make decisions without you Foster a culture of regular feedback Take ownership of your own development Show your passion and enthusiasm for Toyota Model and reinforce inclusive behaviors Support and encourage work life balance Embrace healthy conflict and debate