Could you share the background and thoughts that led you to decide you needed to conduct appraiser training and appraiser supporter training?

Mr. Nagata From 2022 to 2023, we engaged a consulting firm to revise our HR system. However, implementing this new system required a significant change from our current operational practices. Specifically, it necessitated thorough information gathering related to appraisals at the workplace. This meant having managers and their direct reports collect factual evidence of each employee’s actions. However, conveying the purpose and specifics of this process to managers and their teams proved challenging. We found it difficult to fully explain it by ourselves, which is why we requested TMHR to conduct the training.

Given this context, what factors led you to choose our company?

Mr. Nagata The consulting firm that designed our new HR system recommended TMHR. It was particularly their experiences, past achievements, wide range of knowledge, etc. We heard that when Mr. Minami, CEO, was employed at that consulting firm, his internal appraisals were excellent. After he became independent as TMHR, he has conducted numerous field-oriented consulting projects and undertaken several challenging projects in overseas locations with completely different cultures. Hearing this, we felt this company could understand our situation and help us overcome it together, which is why we asked TMHR to support the project.

We’ve conducted appraiser training and appraiser supporter training twice so far, once last year and once this year. Could you tell us what was the most challenging part for you during these sessions?

Mr. Nagata I believe establishing the new system and its necessary operations was extremely difficult. For managers and their teams, there was inevitably a sense that their workload was increasing. This training took place amidst voices saying “we can’t do it” or “we don’t want to do it.” Therefore, the key challenge this time was opening their minds – helping them understand the importance of permeating this new system and its benefits for the workplace.

What aspects did your company’s field staff particularly dislike?

Mr. Nagata There were several, but one major one was “finding the time is extremely difficult.” Even when we explained that just a few minutes per session would suffice, we received feedback from the field like, “do you even understand how hard it is to maintain that consistency?” I suspect that behind the “can’t make the time” was underlying anxiety stemming from unfamiliarity – doubts about “whether they could actually do it” or “if it really would only take a few minutes.”

How were such on-site concerns addressed during the training we conducted?

Mr. Nagata First, I believe Mr. Minami clearly, carefully, and gently conveyed the purpose of the system, what we wanted from the field, and the benefits for the field. This likely put participants in a mindset of “let’s listen.” Furthermore, by actually having them try it out, participants shared tips each other—like how they managed to write well when checking against the grading criteria—and progressed through the workshop format. I think this was the key point in this training that successfully advanced the field’s understanding.

I believe many companies want to appraise based on facts and enhance the objectivity of their appraisals. Could you offer advice for such companies?

Mr. Nagata I think it’s crucial to first communicate key points and techniques that won’t significantly increase the burden on the field. At our company, we defined and communicated key points and techniques, such as “facts for two people is sufficient for one day’s worth of action” or “just write the three elements of SBI (Situation, Behavior, Impact).”
When we still heard feedback that it was difficult, we believe repeating the training experience would help reduce frontline anxiety. I think making this a recurring practice, rather than a one-off event, is key to achieving understanding and embedding the activity at the frontline.