SFEA
SFEA is Hoot Company’s adaptation of a global skills and competency framework originally designed for those working in the digital & information communications industry (where it was called SFIA).
Hoot Company has used the skeleton of this framework as the language of our company’s people development and role assignment criteria.
What will we use SFEA for?
The framework provides us with standardized behaviours and skills we seek in our team members. Managers at all locations will reference SFEA when completing performance management cycles. Our locations are still able to customize how their performance cycle looks with it’s frequency, scheduling, direction (upward, downward, peer, self, 360, etc.), and the delegation of the one-on-ones to the supervisory team.
In addition to SFEA scoring, individual performance evaluations are based on qualitative and quantitative (K.P.I.’s) feedback given from our managers. Brand Directors may also work with Managers to include any other department-specific feedback areas.
In this way all employees receive comprehensive feedback and can visualize areas for personal development creating a feedback-culture in the team.
By identifying 7-levels of authority and assigning each role competency minimums, we can better understand what is expected us and how we can develop ourselves. . In using this framework, we can create better job descriptions, training, career-pathing, and performance criteria surrounding an employees major responsibilities.
Ever think that your team is missing someone or missing training to help it succeed? After a performance cycle our managers can identify skills gaps in not only individuals, but in teams, departments, or in the company as a whole. We can then look at these “missing areas” and either hire-for-it, train-for-it, restructure-for-it, or promote-for-it.
It is difficult at times to promote effectively when it is based on necessity or lack of options. By having standardized competency expectations for each role our potential leaders can better understand what they need to get promoted. Eventually, our skills gap analysis’ will inform what ‘learning paths’ we need to create to allow our team members to be promoted effectively. In this way our newly promoted team members will be better situated to perform in a way the business and our guests need them to.
Allocation of responsibility will help us create an organizational structure that facilitates decision-making. SFEA helps us identify at what level our managers become responsible for certain outcomes.
With added responsibility and performance successes comes fair compensation. SFEA, when used for evaluations and role-mapping, will aid in the wage-adjustment process when we have fair salary ranges created for each role.
The Attributes
The levels of responsibility are characterized by a number of generic attributes which act as the 5 categories of SFEA.
The Framework
At its core, SFEA is a common language to describe levels of responsibility across all our disciplines and roles. The SFEA Framework consists of seven levels of responsibility from Level 1 (entry-level), to Level 7, the highest organizational officer. Ultimately, every position belongs to one level. However, some role requirements will require a higher or lower level of each competency.
The Competencies
Each competency (as part of the attribute) identifies desired traits that makes up our team’s behavioural and functional skill set. The definitions of these competency levels describe the behaviours, knowledge and characteristics that an individual should have in order to be considered competent at that level.
Performance Criteria by Position
You may be wondering what we look for during your performance evaluation cycles. SFEA is only part of the equation. Every position in our company carry a unique set of challenges. Find your role below to see what SFEA level your position is set at. As well, you can see what other metrics are considered that contribute to achieving excellence in your position.
