Service for Overseas BranchesGlobalizing an organization
Shortage of local management personnel caused by the growth of local branches
Many companies face the problem of developing local management personnel when shifting to the local market or when establishing a system with a small number of experienced expatriates.
As it is common to build up careers as specialists overseas, it is not easy to develop human resources who can be entrusted with managing areas that require a wide range of experience and practical work.
Therefore, a major key for business growth is how well the regional headquarters can create a system to develop management personnel.
Changes that are demanded from Japanese companies
- Training local management candidates at each location
- Global talent acquisition of next generation focusing on young and mid-career employees
Create a strategic system where candidates for management can be developed
In order to develop local management candidates at each location, we will create an organizational structure and training system and aim for exponential growth within the region.
1Training local management candidates at each branch
Going beyond branches, creating a system where local management candidates can grow
Creating Regional HR System
In order to increase competitiveness in each local market, it is essential to have management candidates for each location, but it is not easy to prepare a career path within a location that allows them to gain experiences and development in a wide range of areas.
Therefore, when creating a HR system for regional branches, we will prepare career paths for management personnel, establish a grading system that requires experience in a wide range of areas, and set a higher salary range than usual, leading to the development of local executive personnel.
Ensure that we can identify talent that will succeed overseas and strategically develop executive management team.
Succession Planning for Management Team
In order to identify the talent that will lead overseas branches, it is essential to define a model expatriate using objective indicators of assessment commonly used around the world.
In addition, we will create a training system for those selected based on the human resources definition to realize strategic global human resources development.
2Global talent acquisition for the next generation focusing on young and mid-career employees
Develop awareness as a global leader and learn to formulate strategies from a company-wide perspective.
Next-Generation Global Leader Training
In order to become a leader domestically and internationally, this training will help participants understand the background and value of the management vision, foster a mindset in which leaders place importance in themselves, talk about the meaning and value of strategy in their own words, and acquire the attitude/skills/leadership to solve problems.
The program mixes intrinsic coaching and extrinsic feedback to ensure participants’ transformation of consciousness and behavior.