COMP

PETE
ENCY
Y GU
UIDE

Purpose
The purpose of this document is to introduce associates to the SpartanNash competencies and
competency model. Many of the competencies in our model directly correlate to the
SpartanNash values, the foundation upon which our Company conducts business. Use this
guide as a resource for understanding competencies and how they are used within our
company.
What are competencies?
Competencies represent the skills, knowledge and behaviors required to perform effectively in a
given job, role or situation. We use competencies to help define what an individual should be
doing, and how they should be doing it in order to meet the needs of their role. Competencies
are based on how individuals carry out the tasks their job involves.
Linking the competencies with our Values
Competencies are the foundation upon which a company conducts its business. The
competencies provide a strong link to the values. By displaying the competencies, associates
will also be displaying the values. Values are the beliefs, principles and behaviors that describe
what is important to us and our organization. The values influence the way we do our jobs and
how we go about achieving our vision and mission statement, by outlining our organizations
expectations. Linking the competencies to our values allows us to provide associates with
specific feedback and development recommendations to lead associates and the organization
to achieve our strategic initiatives.
SpartanNash Values:
Customer Focus We believe in customer first, anticipating needs and exceeding
expectations in all interactions, both internal and external.
Innovation We drive ourselves and each other to challenge convention and turn
problems into possibilities.
Patriotism - We care deeply for those who defend our freedom and protect our
families.
Teamwork - We overcome challenges better together, with stronger thinking and
more creative approaches.
Respect - We believe that valuing each others talent and diverse perspective fosters
a fair and inclusive atmosphere for growth and success.
Integrity - We approach relationships with honesty and transparency to continually
earn trust and confidence.
Accountability - We act with ownership and responsibility, honoring commitments
every time.
Celebration & Fun - We take time to celebrate team and individual achievements,
incorporating fun into our work
How are competencies used?
Competencies focus on factors that contribute to individuals and organizations success.
They provide a set of statements that can be used to show achievements and identify learning
needs or gaps in people resources. Competencies are a vital part of many people-management
processes, helping organizations perform better in the following important areas.
Interviewing and Selection used for developing interview questions and for
establishing fair and unbiased criteria for evaluation of candidates.
Performance management by providing fair and unbiased statements to help
managers and their associates discuss and assess performance.
Training and development by helping the organization and individuals identify
areas to prioritize their learning and development needs.

Career development by providing clear expectations of what skills, knowledge

and behaviors are needed at each level and by showing individuals how they can
develop their career by building on their current skills.

What are the benefits of using competencies?

Competencies provide a useful tool for everyone.
Individuals:
know what is expected in their role;
are recognized for the skills, knowledge and behaviors that are vital to every role;
have a tool for discussing how to improve in their current job, or how to improve their
chances of moving to other jobs; and
can identify and adapt their skills and behaviors when moving into a new role.
Managers:
have clear, fair and unbiased statements to use when discussing performance, which
also help in setting job objectives for their associates;
have a common language to use when giving associates feedback on their
performance;
can identify individual learning or development needs, as well as resources, meaning
they can better structure associates development and training; and
have a tool to help define career paths, provide support for planning how to fill vacant
jobs and help people move to different jobs.
SpartanNash:
can identify the organizations needs, which helps with targeting resources for
associates learning and development;
can be confident that we will be recruiting, developing and promoting the right
people, who have the core skills and qualities we need to meet our goals;
can contribute to and help to shape the culture of our organization; and
can make sure we are making the most of our associates abilities and contributions.
What is a competency model?
A competency model refers to the collection of knowledge, skills, abilities, and other
characteristics that are needed for effective performance in a job. The set of competencies are
typically referred to as the competency model. Competency models play a vital role in the
selection, training, and appraisal of associates. [See Appendix A for Competency Model]
How did SpartanNash create this competency model?
In 2014, as part of the integration between Spartan Stores and Nash Finch Company, we took
the opportunity to create a new model that builds on the foundations of each legacy model and
enabled us to incorporate improvements. The final competency model was reviewed by focus
groups within the company and approved by the executive leadership team.
Why did SpartanNash create this competency model?
SpartanNash continually aims to identify what makes a successful associate and how
SpartanNash can better support associates in achieving their professional goals. We believe
that all associates are leaders in one capacity or another. Our model emphasizes that
associates have the responsibility to contribute to the leadership process. This competency
model focuses on developing leadership at all levels, from leading self, to leading others, to
leading entire functions within the organization. It also describes performance expectations at
each level and shows associates what knowledge and skill mastery is required to successfully
move cross-functionally and/or upward within the organization.

How are functional competencies addressed in the model?

The competency Business Knowledge addresses the knowledge, skills and behaviors required
by specific departments or business units.
How will this impact me?
This model provides specific behaviors that define proficiency at each stage of an associates
career. It can serve as a resource to understand how you should be performing in your current
professional stage as well as how you will need to perform at the next stage. Through
professional development and continuous improvement, every associate can contribute to
SpartanNashs success in a meaningful way.
Why are there fewer competencies than before?
During the evaluation of the previous competency model, we found there to be similarities
between the competencies used by different functional areas within our organization. By
mapping similar competencies across the organization, we were able to streamline the number
of competencies that we used, without losing key measurements of performance. Also, we
have embedded the Company Values into the competency model, further reducing the overall
number of competencies.
When is the first time that we will be measured using this set of competencies?
These competencies will be used to evaluate performance on our next performance review,
which represents all performance between 12/29/2013 and 1/3/2015.
What is the percentage of weight for competencies vs. goals in a performance review?
For all salaried associates, competencies will account for 50% of the overall performance review
score and performance/strategic goals will account for the remaining 50%. We believe that
performance evaluations should balance both what is accomplished (goals) with how it is
accomplished (competencies). If your goals are in SuccessFactors (legacy Nash), edits can be
made to them at any time. If your goals are in PeopleSoft (legacy Spartan), edits can be made
at midyear or in the performance review document after year end.
For hourly, non-union associates, competencies are valued at 100% of the performance review
score. Any 2014 goals written in SuccessFactors by an hourly associate may be evaluated
under the competency: Results Orientation/Getting Things Done.
Where are the competencies posted for associates to review?
Competencies are posted to the company intra-net site.
To whom do these competencies apply?
Competencies apply to anyone who participates in the annual performance appraisal process.

APPENDIX A

Understandstheroleandinterrelationshipsofeach
functionalarea;assurescollaborationandsynergy
acrossareas;modelseffectivecrossfunctional
navigation.

Drivesandsupportschange;addressesresistance
andremovesobstaclesasrequired;providesthe
Copeswithchange;switchesgearsasnecessary; Copeswithchange;switchesgearsasnecessary;
resourcesneededtomakechangeeffective.
generatesnewandinnovativeideas.
generatesnewandinnovativeideas.
Continuouslyseekstoimproveworklfow,processes,
andoutputs.

Understandstheinformalandformalnetworkand
Isateamplayer;workswellwithallkindsof
Sharesideas/concernswiththeteam;is
howtonavigatethroughboth;encourages
diversegroups;isrespectfulwhenworkingwith
approachable;isrespectfulwhenworkingwith
collaborationacrosstheorganization;shareswins
others;triestoresolveconflictswithothersas
others;triestoresolveconflictsdirectlywith
andsuccesseswithothers;encouragesothersto
theyarise;sharesideas/concernswiththeteam;
othersastheyarise.
addressconflictdirectly;knowshowtomotivateand
isapproachable.
recognizeothers.

Understandshis/herjobandfunctionalarea;
hastheknowledgeandskillstodothejob;
understandsandoperateswithinthevalues
andcultureoftheorganization;takesthetime
tolearnabouttheorganization.

Communication

ManagingChange

CollaborationandTeamwork

BusinessKnowledge

2/21/2014

Understandsthecompetition;takesalongerterm
Understandshowthebusinessworks;hasagood
viewofthebusiness;hasbroad,multidisciplinary
senseofthefutureneedsofthebusiness;assures
businessknowledge;createseffectivestrategies;
associateswithinhis/herarearemaincurrentintheir
assuresgroupswithinhis/herarearemaincurrentin
functionalexpertise.
theirfunctionalexpertise.

Ownsanddrivesinnovativeandcreativeinitiatives;
makesdecisionsaroundwhatcreativeideaswilland
won'twork;pursuesneededchangeswithenergy;
remainscomposedinthefaceofresistanceand
challenges.Assuresmetricsareinplacetotrack
improvements.

Isabletocommunicatehis/herideaseither
orallyorinwriting;activelylistenstoothers;
asksquestionstoverifyunderstanding.

Understandshis/herjobandfunctionalarea;has
theknowledgeandskillstodothejob;
understandsandoperateswithinthevaluesand
cultureoftheorganization;takesthetimeto
learnabouttheorganization.

Communicatesthestrategyinacompellingmanner;
isabletomotivateorganizations;isclearand
succinctwhenpresentingideas;canmanagethe
dynamicsofgrouppresentations.

Communicatestheinformationpeopleneedtoknow
todotheirjobinatimelymanner;informsothers
Isabletocommunicatehis/herideaseither
aboutthestrategyandthegoalsoftheorganization;
orallyorinwriting;activelylistenstoothers;asks explainstherationalebehinddecisionswhen
appropriate;communicatesideas,bothpopularand
questionstoverifyunderstanding.
unpopular,withcourage,diplomacy,andtact;can
negotiateskillfully.

Makesdecisionsinthecontextofthebusiness;takes
Makesdecisionsinlinewiththestrategyandwitha
abroadviewofsituations;makesdecisionsthattake
broadviewtothefuture;takesintoaccountall
intoaccountallviewpoints;equipsandencourages
relevantinformation;involvesothersasneeded.
otherstosolveproblemsandmakedecisions.

CustomerFocus

Makesgoodandtimelydecisionsbasedon
thoroughanalysisandconsideration;isableto
ProblemSolvingandDecision Makesgoodandtimelydecisionswithinhis/her
solveproblemsthatarecomplex;useslogicand
Making
scopeofresponsibility.
datatosolveproblems;willexperimentinorder
tofindsolutionstodifficultproblems.

Respondstotheneedsofinternalandexternal
customersinatimelymanner;operateswith
integritywhenworkingwithinternaland
externalcustomers.

ResultsOrientation/Getting
ThingsDone

Setsprioritiesforbothselfandothers;understands
Deliverslongtermvaluetostakeholders;places
howtoorganizetasksandactivitiesinanefficient
companysuccessaheadofpersonalgain;worksto
Isdriventoexcel;isabletomanagehis/hertime;
andeffectivemanner;delegatesworkappropriately;
setspriorities;holdsselfaccountabletomeeting
dowhatisbestforeveryoneintheorganization;
usestheresourceshe/shehasinthemosteffective
goalsandpromises.
organizesresourcestoaccomplishcorporate
manner;drivesselfandotherstoexcel;holdsself
objectives.Holdsselfandothersaccountable.
andothersaccountable.
Establishesrelationshipsbothinternalandexternal
Usescustomerinformationtoimproveproductsand totheorganization;representstheorganizationina
services;operateswiththehighestlevelsofintegrity; positivelighttobothinternalandexternalparties;
encouragesotherstoactwithinternalandexternal setsthetoneandculturearoundintegrityandtrust;
customersinmind.
usesinformationfromcustomerstodrivebusiness
decisions.

Ispunctualandavailable;consistentlydelivers
anacceptablequantityofresultsinatimely
manner.

LeadingOthersSupervisor/Manager

LeadingOrganizationDirector/VP
Ensuresthattheorganizationhastheskillsand
Seeksoutandisopentofeedback;takesan
Workswithotherstohelpthemachievetheircareer
talentneededtobesuccessful;hiresandassembles
activeinterestindevelopingoneself;willseek
orprofessionaldevelopmentplans;providespositive
highlytalentedstaff;drivesthedevelopmentsystem
outdevelopmentalassignmentsinordertolearn andconstructivefeedbacktoothers;coachesand
withintheorganization;continuestodevelop
newskills.
counselsothers;continuestodeveloponeself.
oneself.

LeadingSelfIndividualContributor(Exempt
Salaried)

Buildsrelationshipswithinternalstakeholders
andexternalcustomers;operateswithintegrity
whenworkingwithinternalandexternal
customers.

Seeksoutandisopentofeedback;takesan
activeinterestindevelopingoneself;willseek
outdevelopmentalassignmentsinorderto
learnnewskills.

LeadingSelfIndividualContributor(Non
ExemptHourly)

DevelopingSelfandOthers

Competency

SpartanNashCompetencyModel