Human Resource Management and Development - Nissan Example

Unit Learning Outcomes

Unit Learning Outcomes

LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success.

LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives.

LO3 Examine how external and internal factors can affect HRM decision making in relation to organisational development.

Human Resource Development Policies and Philosophy

Nissan believes that for employees to work in a worry-free, self-initiated manner, they need to be able to pursue their careers regardless of gender, nationality or other factors. Skill development programs are another essential part of making the workplace attractive to employees.

Continually Improving Human Resource Systems: Nissan values the skills and capabilities of all employees, working constantly to improve its human resource systems to achieve an organization enabling employees to reach their full potential. The evaluation-based remuneration system used to accurately gauge employee contributions is structured in a way that motivates them to set and achieve high goals. An employee’s salary is determined through a combination of performance evaluations measuring how well the employee achieved certain goals and competency evaluations measuring their skills, knowledge and attitude.

Support for Self-Designed Careers: Under a human resource management policy of offering employees opportunities for personal growth and satisfaction as long as they create value, we invite all employees to meet with their supervisors twice a year to discuss their performance and competency evaluations, as well as their career aspirations and goals.

Training programs to raise the evaluation skills of supervisors also contribute to enhancing the career designing capabilities of employees. Specialized tools keep track of evaluation records so that even a newly instated supervisor can ascertain employee progress at a glance, maintaining consistency in human resource development. We conduct surveys to gain employee input regarding the evaluation meetings and to learn their level of understanding and comfort with the system. Based on the results, we implement measures and make improvements if necessary. We also monitor employee satisfaction regarding the meetings with their supervisors, and there has been an improvement in employee understanding and acceptance of the evaluation system.

Offering Learning Opportunities:  Developing human resources is the foundation of our midterm business plan, Nissan M.O.V.E. to 2022.* Believing that employees are our most important resource and that cultivating their skills is a vital task for us, we support many learning opportunities for employees. We have developed various programs to help employees improve their management and business skills and engage in leadership development. In these ways, employees are encouraged to enhance their skills to build their careers and demonstrate their abilities to the fullest.

Human Resource Development Policies and Philosophy

There is a rapid pace of innovation and increasing technological sophistication in the auto industry today. To maintain and develop our monozukuri tradition of careful craftsmanship that underpins our internationally competitive product manufacturing, we need individuals who have an understanding of the latest technologies that go into building an automobile and well-rounded personalities with outstanding management skills. We founded Monozukuri University with the aim of developing capable leaders to play a central role in monozukuri and pass down our technologies and skills to future generations.

To support our efforts to expand our business globally, we must improve the engineering skills of individual employees working across the globe. We offer opportunities for personal growth equally to all employees in both R&D and manufacturing, whether they work in Japan or elsewhere, to help them enhance their capabilities.

Education for Engineers: We developed a Global Training Program (GTP) to be administered to all its 19,000 engineers at development centers worldwide and completed basic training of all engineers from 2012 through 2015. Furthermore, since 2016, we have moved forward with plans for advanced training covering more specialized content.

Education for Technicians: To clearly spell out the production methods shared by Nissan, Renault and Mitsubishi as the Alliance Production Way (APW) and improve the day-to-day management skills of shop-floor supervisors in all the plants operated by the three companies around the world, a shared Alliance Group framework for stratified APW training is being developed, with the goal of making the training available and operational worldwide.

Specifically, we engage in (1) cultural diversity training to promote understanding of the actions and mindsets described in the Nissan Way; (2) business skills and leadership training to nurture professionals and (3) training in on-site management to teach the importance of operational excellence and people motivation and to achieve maximum results through collaboration. These three core components of the training framework are supplemented with additional programs.

In North America and Europe, meanwhile, the Nissan Way Leadership Academy program for managers examines how the Nissan Way has been put to use most effectively and shares those actions as part of training tools to elevate management quality overall.

Specifically, we engage in leadership training aimed at fostering human resources who can demonstrate their skills either at Nissan or elsewhere within the operations of the Alliance. These programs are offered at various development stages, including those for young employees, regional middle managers and Group senior managers. Training consists of group sessions for intensive training in business skills, team exercises where participants tackle issues actually facing Nissan and cultural diversity classes to promote understanding of the issues.

Requirements:

You will be reviewing internal HRM practices and processes, with a focus on recruitment and selection, and external influences on HRM practices, in order to determine HR solutions for strengthening the organisation’s talent management strategy.

There will include the following:

• an explanation and  comparison of the different HRM areas and their contribution to organisational performance
• an examination of strategic HRM in relation to the changing effects on organisations and its business environment
• critical evaluation of the role of recruiting and retaining appropriate employees from the available labour markets.

In your report, you will critically evaluate the strengths and weaknesses of HRM in terms of its contribution to business success.

Use a variety of organisational examples to support valid recommendations and considerations for the roadmap to:

• carry out an investigation into the internal and external factors that influence HRM decisions in the workplace
• discuss and evaluate these factors and how they support organisational development.

The report will conclude with a visual roadmap that shows the steps that need to be taken to successfully strengthen the organisation’s talent management strategy.