Tags: Communication

Networking as a part of Employee Development (BCCJ Acumen Article)

by Anna
Published on: February 1, 2014
Comments: No Comments

Benefits of Networking as part of Employee Development – on behalf of the Executive Committee of the British Chamber of Commerce in Japan

(Originally Published in BCCJ Acumen Magazine January 2014 Edition)

Making the Most of Membership

by Anna Pinsky

• Alternative form of staff development
• Free seats available at most functions
• Chance to apply skills with diverse crowds

As a member of the BCCJ Executive Committee with a focus on organisational efficiency and development, I believe many of our member companies and individuals may not be reaping the full benefits of their membership in the British Chamber of Commerce in Japan.

Many BCCJ partners may already know that free seats are available at BCCJ events for Entrepreneur, Corporate, Corporate Plus and Platinum members. Are you and your company taking advantage of this?

I would like to take this opportunity to discuss the additional advantages of this membership benefit. In particular, having staff attend chamber events is a great way to offer and promote employee development.

Exposure to many cultures
Global talent development, or gurobaru jinzai, continues to be a hot topic in Japan. The concept has been recognised by government, business and higher education leaders as one of the key challenges facing Japanese businesses, whether it applies to plans for expanding abroad or for building international partnerships on a domestic level.

The announcement of Tokyo’s selection as the host of the 2020 Olympic and Paralympic Games has also put the issue in focus. There is now a great deal of pressure on firms to speed up workforce development to enable staff to work more effectively in multicultural situations.

With this increased need for staff who can effectively function in multicultural teams, it is more important than ever to expose staff to situations in which they can mix with people of different nationalities and backgrounds.

Participation in multicultural networking events, such as those provided by the BCCJ, is one way to provide this type of exposure opportunity.

Often overlooked training tool
Talent development is not just about teaching new skills or imparting knowledge. It’s about developing a workforce that is better able to adapt to a future that promises increasingly rapid and unpredictable changes.

Classroom training has traditionally been seen as the standard for developing staff. However, more firms are now expanding their menu of growth opportunities to include coaching, mentoring, on-the-job-training, action learning and online learning, among other methods.

Among the training tools employed, peer networking or networking with other organisations are often overlooked.

Providing opportunities for staff to network and meet other individuals in either the same or different industries can expose them to new perspectives and ideas, which they can take back to the workplace to approach problem-solving in a more innovative manner.

A break from the normal working environment can also enable people to view business issues with fresh eyes and explore ways to address issues that might not have been apparent before.

Perhaps most importantly, networking is worthwhile because it allows staff to interact with, and learn from, a diverse group of individuals.

Such interaction helps people develop the skills to more readily adapt to an unpredictable future, thereby better positioning your business for long-term growth and success.

Applying skills in real time
The field of personnel development used to rely heavily on teaching new technical knowledge or soft skills.

However, personnel development goes beyond such traditional measures; it is also about providing opportunities for real-world practice of newly acquired skills or knowledge.

In addition, a core function of individual development relates to increasing self-awareness, or insight into one’s own strengths and weaknesses.

A healthy level of self-awareness enables people to take control of their own development and be more proactive about finding new learning avenues, rather than simply waiting for direction from their bosses or human resources.

Networking is valuable in that it allows staff to apply new competencies, such as communication strategies, with different types of people. It also is an opportunity to refine self-awareness, because individuals can observe how people from a wide variety of backgrounds respond to their personal communication style.

Last but not least, networking can lead to higher motivation among staff who attend events such as those organised by the BCCJ, as attendees feel more valued when their company provides opportunities for new experiences above and beyond the daily tasks at the office.

Next steps
BCCJ members receive regular updates on upcoming events through various communication mediums, including our Weekly Round Up (WRU) sent via e-mail and notices on social media channels.

Try forwarding the WRU to your human resources or training and development department, and encourage them to consider BCCJ free seats as a new type of development opportunity that can complement the current training offerings for high-potential staff.

 

Source: http://bccjacumen.com/issues/january-2014/2014/01/making-the-most-of-membership/

Ambiguous Communication leading to low retention rates: Dissatisfied employees in overseas branches of Japanese companies

Another example of how the traditional style of ambiguous communication is not helping Japanese companies retain staff in their overseas offices.

Mr Toshimasa Akisato from Global Jinzai Ikusei Juku reveals the low scores that Japanese managers receive fromd locally hire staff in overseas offices in terms of gaining trust and providing support.

The original post in Japanese from Toshimasa Akisato copied below:

▽▲▽▲▽▲▽▲▽▲▽▲=====================
【グローバル人材育成塾】よりメルマガ配信のお知らせ(2012年11月号)
このメールはメールマガジンにご登録頂いている皆様にお届けしております。
▲▽▲▽▲▽▲▽▲▽▲======================= 

今月のテーマ「アジア人部下から見た日本人マネジメントの評価は?」
==========================▽▲▽▲▽▲▽▲
アジア諸国の拠点に出向している日本人社員は現地社員からどのように思われ
ているか、その調査結果の一部を紹介します。
この調査は2008~9年にかけ中国、アセアン6カ国、インドで2192人
を対象とした非常に大がかりな調査を早稲田大学政治経済学術院 白木三秀教
授のグループが行ったものです。
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
アジア人部下から日本人ミドルマネジメントが高く評価される項目
・高く評価される項目は無し。比較的高く評価されている項目として;
A.自分が犯したミスは素直に認める
B.規則を尊重し、適切に行動をする
C.顧客を大事にしている
D.他部門の悪口を言わない
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
アジア人部下から日本人ミドルマネジメントが低く評価される項目
1.部下を信頼している
2.部下に対する気配りや関心を示している
3.部下の成果を客観的に評価している
4.部下の経験や能力を考慮し、権限を委譲している
5.部下を効果的に褒めている
6.部下が問題に遭遇した際に、適切な手助けをする
7.部下に対する評価を具体的にフィードバックしている
8.部下に自律的に学べる環境・時間を与えている
9.叱るべき時は部下を適切に叱っている
10.部下の育成のためのチャンスを与えている
(以下抜粋)
13.目標実現のため各人の役割を部下に自覚させている
15.部下に明確な業務目標を示している
19.業務上の時間管理が効率的である
21.仕事の優先順位が明確である
25.指示や説明が分りやすい
32.上から高く評価されている
39.将来部門の進むべき方向をはっきり示す
42.人脈(社内・社外)が広い
45.上の人が間違っていたら、はっきり指摘する
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
結論として、アジア拠点の日本人マネジメント層に対する現地社員の評価は、非常に厳しいものがあります。
その根本原因は何でしょうか?
日本の職場が正にこれと同じ現象(問題)を伝統的に抱えている事に加え、日本と同様のマネジメントを海外拠点で行っている事が根本原因ではないでしょうか。
つまり、日本では長年一緒に仕事をしている上司、部下、同僚が阿吽の呼吸で人間関係を大切にしながら、評価に不満があっても、役割分担が不明確でも、部門のミッションが曖昧でも、皆それなりに一生懸命仕事をしています。
この曖昧且つ不透明なマネジメントシステムが職場の協力関係を築き、一体感のある企業文化の醸成に繋がっている長所でもあります。
しかし問題は日本特有のマネジメントをそのまま海外拠点に引きずって、人や組織をマネージしようとすれば、当然ながら上記の様な現地社員の低い評価、不満を招きます。
アジア諸国でも一般的に日本企業より欧米企業の方が人気があります。
欧米企業は報酬が高いだけでなく、上記項目の評価が高いからです。
日本人にとって国民性も価値観も異なる海外でのマネジメントは決して易しい事ではありません。
それだけに日本人海外派遣者は日本流では通用しないことをもっと自覚する事が大切ではないでしょうか。
その上で上記項目の評価を上げるにはどのようにすれば良いかを真剣に対応する事が現地社員のモチベーションアップ、定着率の向上、優秀人材のリテンションに繋がると思います。
△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼△▼
グローバル人材育成塾
塾長 秋里 寿正
 〒542-0083 大阪市中央区東心斎橋1-15-25
リッツビル 4F
電話/FAX: 06-6271-4060
e-mail: akisato@global-jinzaiikusei.com
URL:http://www.global-jinzaiikusei.com/
▲▽▲▽▲▽▲▽▲ ▽▲▽▲▽▲▽▲▽▲▽▲▽▲▽▲△▼△▼△▼△▼
page 1 of 1

Welcome , today is Monday, February 19, 2018