24
Business Start-up March 26, 2010 (Friday) Ver. 1

How Global HR Thinks

Embed Size (px)

Citation preview

Page 1: How Global HR Thinks

Business Start-upMarch 26, 2010 (Friday)

Ver. 1

Page 2: How Global HR Thinks

What is Business Start-up?……

It is not just creating a box named “Company”

In order to give “Life” to a box (company), we need to think of things something “core” (Philosophy) for a company through dialogue

And you and we will carefully think about “Idea” of your company.

*We are very much interested in “realization” by clients through our dialogue. At the same time that is our best “value” that we are able to offer to our clients.

2

Page 3: How Global HR Thinks

1. Creation of “Vision”2. Determination of “Mission”(Through what business activities, are

you going to contribute to the Society?)3. Definition of your main business (Domain): “What you will do” and

“What you will NOT do”4. Who are your targeted clients?5. Your business territory (ex: Focusing on a single area or

nationwide)6. Marketing Strategy7. Pricing8. SWOT Analysis9. 5F Analysis10. Business Planning11. Various infrastructure (ex: Tax consultant, paralegal, web designer,

etc)

3

Page 4: How Global HR Thinks

Global BusinessMarch 26, 2010 (Friday)

Ver. 1

Page 5: How Global HR Thinks

Purposes of Global Business Consultation:

1. We help companies contemplating on doing business in Japan

2. We offer various services to non-Japanese companies in Japan so that our services enable those companies better perform

5

Page 6: How Global HR Thinks

Study of “Market” where our clients are doing business – Immature Market, Growing Market, or Mature Market?

What are the uniqueness of the market for our clients in Japan? Market size Other market analyses Macro-economy in Japan Trends and latest information Related organizations and associations Competitors Desirable Corporate Strategy Desirable Business Strategy Desirable Marketing Strategy

6

Page 7: How Global HR Thinks

Knowing your market by 5F analysisSWOT analysisDesirable HR SystemLaws and Regulations by the GovernmentBusiness Infrastructure (Company homepage,

Tax Consultant, and Paralegal, etc)Cultural sensitivityManningOptimum salaryOutsourcingBusiness Connections in Japan

7

Page 8: How Global HR Thinks

HR SystemMarch 26, 2010 (Friday)

Ver. 1

Page 9: How Global HR Thinks

Basic Idea:

We design system where both management and employees fell that they are “Happy” working for the company.

9

Page 10: How Global HR Thinks

1. Appraisal System

2. Incentive System

3. Salary System

4. Bonus System

10

Page 11: How Global HR Thinks

We do our best avoiding focusing only on results. We also take processes and efforts into consideration in appraisal system: Attitude of employees for the common goal is critical.

We focus on good and strong points We do NOT focus on bad and weak points Appraisal/Salary Hike/ Promotion/Personnel Transfer (Career Path)

should be holistically considered We design Appraisal System where we help employees become

“Champion” (Creation of such Corporate Culture through this System is pivotal)

We have to make sure that timely feedbacks are properly made through this Appraisal System (Creation of such Corporate Culture through this System is pivotal)

11

Page 12: How Global HR Thinks

System only when company can afford to pay out incentive to employees (ex: Meeting targeted EBIT)

System only when company performance and work by employees enabled to meet their financial target (ex: Incentive will be paid out only when value for EBIT exceeds the target and in such a case, certain X% of EBIT will be the budget)

12

Page 13: How Global HR Thinks

Salary System with elasticity: Opportunity of every month salary hike for employees whose performance are highly recognized

Broadband System: Upper and Lower limits of salary amount linked with classes of employees

13

Page 14: How Global HR Thinks

Basic Salary× N months(No Change?)Link with Appraisal System: Calculated by

both individual and company performancesLink with newly created Appraisal System by

Global HR

14

Page 15: How Global HR Thinks

1. Observation of Job Site: (We observe your job site and feel the atmosphere of job site and watch the eyes of employees there, hear the tone of voice of employees: We think it important to actually know/feel the job site)

2. Hearing from managers and above3. Hearing from employees of job site4. Creation of concept of HR System that is optimum to client5. Based upon above, detailed system to be designed6. Upon request, writing manual for New HR System7. Explanation of New HR System by client8. Feedback: We hear what you have felt for our services9. After follow-up service: Approximately three (3) months later,

we will contact you to see if minor change of the System is needed)

15

Page 16: How Global HR Thinks

HR System where various circumstances, value, life style of employees are considered in the HR System (HR System that employees can choose for their right fit.: Employees who need to take care of their old parents. Employees who like “High Risk High Return” or “Low Risk Low Return”

Most effective HR System is a system that does NOT evaluate employees or punish employees but it is a system that make your employees “Champion”

Excellent Management System (HR System) is a system that finds out employees who are doing right things for their company and recognize them and appraise them. Also the system needs to fix employees going wrong directions from their goals!

16

Page 17: How Global HR Thinks

Training & DevelopmentMarch 26, 2010 (Friday)

Ver. 1

Page 18: How Global HR Thinks

Introduction:

We are in the era of uncertainty where it is almost impossible for us to foresee our future

Thus what you will have to do about this is to have a clear vision of your business and

imagine your desirable employees:

① What are the skills that you want your employees to posses?② What mind-set do you want your employees to have?③ What determinations do you want your employees to show?

Please let us help you find your answers for the above three questions!

You are absolutely right!Training & Development is your very important investment for your future and thisshould NOT be influenced by the economies of your businesses

18

Page 19: How Global HR Thinks

GE is serious about investing in education to develop their next generation business leaders

Annual budget is $90 billion GE has been shifting their focus by the changes of society GE thinks through the contents of their training rather than justification

of educational budget or financial performance of training and development

Putting effort on how to develop business leaders for the next 10 years GE is thinking about desirable employees and their concrete skills: “Big

Thinker” (Those who have wide perspective) “Reverse Mentoring”: Young employees will be tutors for mid- to

veteran employees Secret of strength of GE is “Attitude of continuous learning” Current CEO at GE spends 30% of its work in the development of future

business leaders (Nikkei: Monday, December 17, 2009)

19

Page 20: How Global HR Thinks

1. Training & Development System2. Reflection upon Appraisal System3. Reflection upon Career Path4. E-learning

20

Page 21: How Global HR Thinks

The processes of designing Training & Development may look like this

1. Hearing: With Staff and Managers and above2. Review of current training & development system3. Imaging new training & development system (System that best

matches with client)4. Design of training & development system5. Compulsory subjects and courses6. Selective7. Checking the effects of Training & Development (Where can you

find the results of the system?)• Better Operation Profit• Better Client Satisfaction• Decreasing turn over ratio , etc

*Benchmarks are subject to change by clients

21

Page 22: How Global HR Thinks

Training records of trainings approved by the company will be monitored and will be reflected upon appraisal system. The data will be critical in promotion, salary hike and so forth of employees

For promotion, there are mandatory courses

22

Page 23: How Global HR Thinks

Training & Development Program will be connected with Career Path. Both various and timely programs and career paths should be ready together

Taking courses should give employees various career paths based upon courses employees take

The System also should match with career paths planned by employees Company should give learning opportunities that match with career paths planned by employees)

23

Page 24: How Global HR Thinks

Seeking circumstances where employees are able to learn any time and any place

Help clients find the right vendor for Training & Development Programs

24