Human Value does not only provide consulting support to actual companies, but also engages in the following initiatives as a place for practical exploration and information dissemination based on these new trends. Dissemination of information through the “Performance Management Innovation Forum” website Dissemination of information on overseas companies’ efforts related to performance management innovation, overseas conferences, human value initiatives, etc.
(2) Holding of the “Performance Management Innovation Study Group” We will explore practices in Japanese companies with people involved in corporate management and personnel affairs and consultants who have an awareness of this theme. Launched in 2015 and holds study groups on an ongoing basis.
Performance Management Innovation Forum:
(3) Hold the “Performance Management Innovation Forum” Managers, HR personnel, consultants, etc., who are highly interested in this theme, will be openly invited to participate. In addition to research reports on global trends agile performance management, experts will be invited to conduct research from the perspective of brain science, and Japanese companies. We will deepen our exploration through the introduction of practical examples at.
④ Implementation of PMI (Performance Management Innovation) services
・Consulting for designing and reviewing personnel evaluation systems
・Support for effective penetration
within the company (management innovation, culture change) ・Holding of in-house study sessions
, open seminars, etc. When we first started exploring the holding of the above study groups and forums, we focused on researching the initiatives of leading US companies and capturing their essence.
Deepening The Perspective Of Consideration
In the second and third years, as I deepened my research, I examined the essential changes behind the efforts of advanced companies, the leverage of the efforts to bring about those changes, and learned about the history and culture that differ from those of Western countries. We are conducting practical research while broadening and deepening the perspective of consideration, such as by examining examples of specific reform initiatives in Japanese companies that have Points for reviewing and designing the personnel evaluation system
In any company, it is important to keep the following three points in mind when rebuilding the personnel evaluation system.
1. Clarify the purpose of the personnel evaluation system and ensure consistency with the overall
The vision you want to achieve, the culture you are aiming for, the value you want to create, the performance you expect, the ideal leadership and management style, etc., are consistent with the personnel evaluation system and its operation, and they function as a single system. It is important to be,
Among them, the personnel evaluation system can be positioned as a link between the process of realizing the vision and culture of the organization and the process of creating value as a business in the actual management of the workplace.
2. Strive For Consistency Among The Three Layers:
When reviewing and reforming personnel systems, it would be a good idea to think about the performance-based system and MBO that many companies have introduced since the 1990s. If we only look at institutions, procedures, and tools as best practices, we miss the point. Based on such past experiences, Human Value recommends looking at the overall picture of the review of personnel systems in three layers.
How to design a personnel evaluation system, what kind of mechanism to introduce, and how to use tools, this is the first layer. However, the purpose of many personnel system reforms is not to change the 1st layer, but what kind of state to achieve, and the important thing is to clarify the desired state of the 2nd layer (strategy, culture, mindset). It’s up to you. Business is undergoing drastic changes, and innovation is required in the way work is done and in the organization.
If the layers are not consistent, it will be difficult to get the desired effect. Therefore, as a premise for designing and introducing mechanisms and tools, what kind of strategy you want to realize in your company, what kind of business should be, what kind of culture should be fostered for that purpose, what kind of management should be realized, and what kind of work should be done. It is necessary to clarify how to realize
In order to realize the desired state of the second layer, it is necessary to have a process to confirm the philosophies (three layers) of the company’s people and organization. Specifically, for example, at the center of management in the 20th century were company-centered philosophies such as “instilling a vision,” “motivating people,” and “cultivating leaders.” However, what is required of modern people and organizations in the 21st century is a philosophy that focuses on members and workers, such as “liberating independence,” “creating a shared vision,” and “supporting growth.” (People-centered) I think.
In any case, how do you want your company’s human resource management and organizational philosophy to be (three layers), and what kind of strategy and culture do you want to realize in order to embody that philosophy (second layer)? Based on these questions, it is important to ensure the consistency of these three layers in order to reform the personnel system.
3. Evolve transformation with a generative process:
Even if it becomes clear what you want to achieve, you cannot change the current state all at once. Also, even if the personnel evaluation system is reformed, everything will not change suddenly and go well. It is important to have a concrete image of what kind of process will be established and how to improve the operation. It is also important to clarify the state you want to achieve and work on it while responding to changes.
Specifically, for example, even if the system is changed once, it is important to improve its quality through operation rather than sticking to the original method. Instead of thinking about the personnel system statically, we should think about it generatively. The goal is not just to design the system and start its operation, but to continuously make efforts to improve its quality through practice on site. It can be said that the approach of designing the correct system and proceeding with the goal of operating it as planned is difficult in a rapidly changing, diverse and complex business environment. It is important to have a generative approach that continues to improve while capturing the changes that have occurred to achieve the desired state even after introduction.
It can be said that the role of HR is shifting from the role of controlling the workplace and guiding the workplace correctly to the role of supporting the proactive efforts of the workplace and the growth of each individual in the workplace. These changes are changing from the fixed mindset that HR organizations and systems “must be correct” to “enhance and improve their functionality through practice toward the desired state.” It can also be seen as a shift to a growth mindset.
A concrete approach to reforming the personnel evaluation system:
When you specifically change the personnel evaluation system, the approach you take will differ depending on what kind of situation you want to achieve and what the current situation is. Here, we introduce an example of the process of representative initiatives.
Pattern 1: Start with organizational culture change and innovate performance management
This is a pattern in which the start of reform does not start with a change in the personnel system, but with a clarification of the philosophy that we want to cherish and a change in the culture.
We start by considering the state we want to achieve, and then begin the process of creating a shared vision and working on cultural change.
In order to incorporate these changes into business processes and management in the true sense of the word, it is essential to link them with the framework of performance management. Therefore, we will conduct a fact-finding survey of performance management (PM), clarify bottlenecks (issues) and leverage (effective measures), reform the system, and lead to reforms of on-site management.
Pattern 2: Change the culture with the new evaluation system.
In a relatively large company, it will take a considerable amount of time to try to change the culture and management style of the workplace. On the other hand, if the culture of an organization that is in need of change is shaped by the personnel evaluation system of the company, then the change starts with the evaluation system, which is considered to be the cause. It is also possible to work on the transformation of management style and organizational culture.
Pattern 3: Work on long-term reform while implementing short-term measures.
Rather than trying to change everything all at once, it is a pattern of gradually expanding the changes.
For example, when conducting a fact-finding survey of performance management, issues that need to be improved immediately in the short term become clear. On the other hand, it may take a certain amount of time for the efforts to achieve the desired state to take effect. In such a case, it can be said that it is an initiative to work on solutions for the state that you want to achieve in the long term while devising short-term solutions.