伝統的な人事は役に立たなくなったか？

What we have discovered...is that today's business environment requires a complete rethink of many of the traditional practices of HR.

Fredrick Taylor, defined the organization as a "system which comes before the people."

The most widely discussed is the Toyota Production System, which pioneered the idea that "people come before systems" and that any individual on the production line had the ability (actually the responsibility) to point our problems and stop the line when errors occurred.

this era of "management as supervisor" has been shifting, and more and more we understand that we now need a world where "manager as coach" and "manager as worker" become the rule.

Today's high-performing organizations (Facebook, IBM, Apple, Amazon.com, UPS, JPM Chase) now move so fast that their product cycles move in months, not years.

...today the managers are no longer really in charge. Customers are.
...high-performing businesses have learned how to turn themselves inside out. They are 100% customer focused, and the customers themselves provide the input on what to build, how to sell it, how to market it, and how to support it.

When you look under the covers at the companies that thrive in today's business environment, you find that they are organized and managed very differently. They have essentially obsoleted the "professional management" model and have turned into highly agile, customer-centric teams.

• Small, high-performance, self-organizing teams
  小規模でパフォーマンスの高い、自己組織化されたチーム


• Constant feedback and revision of goals
  定期的なフィードバックと目標の更新


• Managers as hands-on workers
  プレイングマネージャー


• All employees have direct access to customers
  全ての社員が顧客と直接やりとり


• A strong shared mission and culture
  強力なミッションと文化の共有

Should we centralize or decentralize our Learning or HR function? What form of forced ranking and evaluation model should we use in our performance appraisal process? How do we encourage employees to share expertise with each other in our learning programs? How do we identify high-potential emerging leaders and give them the global awareness to operate in a global business? How do we re-engineer our recruiting and compensation programs so that they are globally consistent yet locally relevant?

One of the biggest changes we see taking place in HR is the need for all HR processes to be continuous, not episodic. Rather than have an annual performance review, we should have a continuous feedback process. Rather than a formal, once a year training program, put in place a continuous learning environment. And rather than recruiting for jobs "when they become open," we must put in place a "continuous talent acquisition" and "continuous employment branding" solution. And today I talked with a company that is implementing a "continuous employee engagement pulse" which monitors employee engagement on an ongoing basis.

• 既存パッケージなどにとらわれないオリジナルな組織・人事ソリューションが当社の強みです
• 近々主催セミナーを開催予定。主催モノとしては約1年半ぶり。どうぞお楽しみに！
• 新卒採用実施中です！
• あぁFacebookページのタイムライン対応出来てないぃぃ