ISSUES

• In the mid to long term, the client intended to increase overseas sales and the ratio of overseas sales to total sales more than ever before, given the strong feeling that the domestic market in Japan was reaching a plateau.
• Overseas business had been promoted by Japanese people who had been on-site to promote expansion, but only a limited number of people could promote the business overseas
• When considering the future expansion of overseas business, it was clear that there was a complete shortage of Japanese people who could drive it forward
• For Japanese career and capability development, each business unit had a framework that operates on top of it but did not have a scheme to develop overseas capable talent.

OVERVIEW

Because the business characteristics of the three business units were completely different, the scheme to develop overseas compatible personnel had to be designed differently for each business unit. It was also required to make a smooth launch by utilizing existing nurturing schemes as much as possible and adding global human resources development to some of the current activities rather than significantly changing current operations.

STEP

1. As-Is Analysis (understanding and analysis of existing nurturing schemes, as well as interviews with approximately 20 key people from young to veteran)
2. Overview Design (definition of global talent, design of common global talent career paths, etc.)
3. Detail Design (Defining capabilities required, designing global talent career paths by business unit, training system for global talent and design of each training syllabus, etc.)
4. Implementation Support (executive leadership support, description support for each business unit, etc.)

DELIVERABLES

• Company-wide Global Talent Definitions and Common Career Path Framework
• Global HR Development Guidebook by Business Unit
• Global Talent Training System and Training Syllabus