1
JAN-MAR 2013
CONTENTS
PUBLISHER’S MESSAGE
Onward and Upward! The State of the JHRS Community Report 2013 4 Jun Kabigting, MBA/MS/HRMP JHRS COMMUNITY NEWS
Walking the Talk: The HR Agenda goes Hybrid!
8
Chad Stewart
Gender Diversity in the Boardroom: It Matters and it can be Increased
10
Mikki Tomoeda
Kuala Lumpur calls HR Business Leaders: Global HR Excellence Conference
12
The HR Agenda 9:41 AM
F E AT U R E S TO RY
HR Business Partnering: The What, Why and How
14
The HR Agenda HR LEGAL CLINIC
Filing Rules of Employment
17
Atty. Vicki Beyer KNOWLEDGE@WHARTON
High-Powered Ways to Develop High-Potential Executives
18
H R S T R AT E G Y
Forget HR Strategy! Clive Tanaya-Bloomer
20
ASK HR
Japan HR Certification Credentialing System Andrew Manterfield & Yoshiharu Matsui 22 TA L E N T M A N A G E M E N T
Mind the (Generation) Gap: Managing the Mix of Young Workers and Seasoned Veterans
24
Stephenie Overman
To provide up-to-date and relevant sources of HR information and resources affecting and influencing the HR profession in Japan, and to become a bridge between Japanese and non-Japanese HR management systems so that we can facilitate the exchange of information and HR best1 practices, standards, and HR body of knowledge.
The HR Agenda Mission
HR BEST PRACTICE
Looking for Hard Results? Learn Soft Skills
26
Yumiko Shito EDITORIAL
HR Business Partnering: The Global Hokey-Cokey Annette Karseras
28
The HR Agenda magazine is Japan’s first and only bilingual human resources (HR)-focused magazine, published quarterly by The Japan HR Society (JHRS) and produced by the HR Learning & Publishing Division of HR Central K.K. (The JHRS Secretariat).
Publisher The Japan HR Society (JHRS) HRAgenda@jhrs.org www.jhrs.org www.jhrs.org/hr_agenda
Magazine Subscription
Subscribe online at http://www.jhrs.org/hr_agenda/subscribe
Editor in Chief Annette Karseras editor-in-chief@jhrs.org
Japan Domestic Subscription • Digital-only Version (current issue only): -FREE- • Single Print (Anniversary) Issue: JPY 1,575 (tax & postage included) • Single Print (Anniversary) Issue + Digital Versions (current & past issues): JPY 3,150 per year (tax & postage included) • Digital-only Version (current & past issues): JPY 1,575 per year (tax included) • Multiple/bulk orders: Email HRAgenda@jhrs.org with your name/company, postal address, number of copies required, and preferred method of payment. We will send you an estimate of price including postage before confirming your order.
Associate Editors Lauren Rose Kocher Hiroshi Okamoto Masanobu Sawada Contributing Editor Stephenie Overman
International Subscription • Digital-only Version (current issue only): -FREE• Digital-only Version (current & past issues): JPY 1,575 per year (tax included) • Multiple/bulk orders: Email HRAgenda@jhrs.org with your name/company, postal address, number of copies required, and preferred method of payment. We will send you an estimate of price including postage before confirming your order.
Managing Editor Jun Kabigting, MBA/MS/HRMP managing_editor@jhrs.org
Translators Syra Morii, Masanobu Sawada, Makito Noda Design and Boon Prints Production Art Director
Annette Karseras
Ad Sales, Marketing, HR Central K.K. and Distribution advertising@jhrs.org Editorial Team Marc Cillo Address
The HR Agenda c/o HR Central K.K. (The JHRS Secretariat) Shinagawa Intercity FRONT Bldg. 3F, Desk@ MB28 2-14-14, Kounan, Minato-ku, Tokyo 108-0075 JAPAN
Telephone/Fax
+81 (0)50-5806-9821
2
+81 (0)3-6745-9292
Advertising Please contact us for a media kit advertising@jhrs.org International Distribution Agents Wanted: Email us at HRAgenda@jhrs.org The HR Agenda and JHRS logos are registered trademarks and properties of The Japan HR Society (JHRS). ©2013 The Japan HR Society (JHRS). All rights reserved. Cover Image Concept by Annette Karseras, compilation and design by Boon Prints, BAD BUSINESS by Ene Article Image Sources BUSINESSMAN TRY TO GAIN HIS SUCCESS ON 2013 by Ximagination, Tablet and Smartphone artwork by Ardie Coloma of Boon Prints, ASIA EARTH GLOBE by Skypixel, MODERN AIRPLANE ON WHITE by Vitalyedush, BEAUTIFUL JAPANESE WOMAN HOLDING A BILLBOARD by Zzzdim, CONFIDENT MATURE WOMAN by Elwynn, Generation Gap artwork by Ardie Coloma of Boon Prints, Soft Photo by kn, HeadShot artworks by Ives Lira of Boon Prints, Hands artwork by Ardie Coloma of Boon Prints Disclaimer The positions and opinions expressed by contributors in this magazine are their own and do not necessarily reflect the position or views of The Japan HR Society (JHRS), its general membership, its Secretariat, advertisers, friends, or supporters. We are not liable, in whole or in part, for the accuracy or truthfulness of any data, statistics, or information found in any of the published articles or advertisements herein. Further, any advice, opinions, or views found herein should be considered for informational purposes only and are not meant to substitute for competent legal and/or financial advice from qualified legal and financial professionals.
JAN-MAR 2013
PUBLISHER’S MESSAGE
Onward and Upward!
The State of the JHRS Community Report 2013 Jun Kabigting, MBA/MS/HRMP Chief Community Officer, The Japan HR Society (JHRS) Originally written in English
Last year, we adopted the theme "Thankful" as we began recovering from the national and economic trauma caused by the 3/11 earthquake and its aftermath. It was our way of keeping spirits high in spite of the seemingly insurmountable challenges facing us, not only as a community of HR professionals in Japan but also as a nation. The new theme, Onward and Upward!, is inspired by our accomplishments in 2012. Achievements from this past year are fueling the engine of growth and expansion we envision for the JHRS community in 2013. As in the past, allow me to highlight in this issue our hits and misses in 2012 as well as our plans and goals for 2013. (Download the complete "State of the JHRS Community Report" at www.jhrs. org/about/annualreports for the usual details, stats, and more.)
Our Hits Japan-focused HR Certification System via HRCI Undoubtedly, our biggest hit in 2012 is our strategic alliance with the HR Certification Institute (HRCI) in bringing to Japan an internationally-recognized HR credentialing system for Japanfocused HR professionals (see “Bringing HR Certification to Japan,” The HR Agenda, Oct-Dec 2012). In fact, five of your fellow JHRS members gained the distinction and honor of belonging to the first batch of Human Resource Management Professional (HRMPSM) or Human Resource Business Professional (HRBPSM)certified HR professionals not only in Japan but in the world. (Read related story here: “JHRS congratulates Japan's first batch of HRMPs/HRBP,” The HR Agenda, Oct-Dec 2012) We appreciate the trust and support extended to us by HRCI in helping us realize one of JHRS’ founding flagship programs to help advance the HR agenda in Japan. One small step for JHRS…a giant leap for Japan HR! (“Publisher’s Message,” The HR Agenda, Oct-Dec 2012). To learn more about our HR Certification program, visit http://www.jhrs.org/certification.
4
The HR Agenda Celebrated its 1st Birthday
Regarding our first miss, although we did discuss with
Against all odds, The HR Agenda is now 1 year-old and
magazine publishers and distributors in the APAC region, we
growing stronger (The HR Agenda, Jul-Sep 2012). Born out of
learned that the costs involved in establishing and maintaining
the silence and uncertainty that followed the 3/11 earthquake,
international distributors far outweigh the marginal economic
The HR Agenda has continued to improve its editorial content
benefits gained. For this reason, we dropped the idea (at least for
and visual design to reflect our members’ and readers’ feedback.
now) and chose to concentrate on developing media partnerships
In the past year we featured Japan’s foremost HR thought leaders,
with HR conference organizers so that The HR Agenda would
role models, HR practitioners and experts in a truly bilingual
still get regional visibility. Furthermore, we hope that our move
platform to facilitate the exchange of ideas and information both
towards enhancing our digital delivery formats will fulfill this
ways. To date, The HR Agenda remains Japan’s undisputed first
need to expand regionally and even globally.
and only bilingual and truly world-class HR magazine.
For the second miss, setting the question of cost aside, we
Of course, our continued success is thanks to our advertisers,
decided to prioritize our alliance with HRCI. Our participation
contributors, members, readers as well as to the very talented,
in the aforementioned SHRM conference resulted in a rare
dedicated and professional HRA Editorial Team (see our
opportunity to partner with HRCI to bring HR certification
masthead for their names) who toiled on each issue of The HR
to Japan. Since advancing certification has been a major
Agenda to give you the very best of HR journalism in Japan.
JHRS program since our founding, we felt we had to seize the
Personally, I’m very proud to be working with this A-Team!
opportunity.
Domestic and International Recognition
2013: Onward and Upward!
for JHRS and The HR Agenda
In contrast to last year’s incremental and cautious outlook,
As the old adage says: "Good deeds never go unnoticed."
we dare everyone to make 2013 their best year ever! Onward and
The HR Agenda and JHRS have continued to gain local
Upward! will be our guiding motto for the year ahead as we try to
and international recognition as evidenced by participation
leverage the momentum of our successes in 2012.
in domestic and international HR conferences as a media partner and supporting organization. In 2012, we continued to
Creating, Leading and Managing Change
participate in the SHRM Annual Conference and Expo, held in
As you may know already, The HR Agenda is going hybrid
Atlanta, Georgia; the 2 Annual Shared Services, Outsourcing
starting with this issue. Truth be told, the JHRS community
& Offshoring Summit Japan, held in Tokyo; and for the first time
was almost equally split on this issue, but in the end we need
ever the recently-concluded Global HR Excellence Conference
to walk the talk and practice what we preach in our Green HR
in Kuala Lumpur, Malaysia, organized by world-renowned
Advocacy. Instead of simply waiting for change, we decided to
event producer marcusevans. This is not to mention the many
proactively create change and align ourselves with our goals and
domestic joint events and cross promotions we did with other
principles. After all, publications such as Newsweek and Smart
organizations in Japan, providing our members with various
Money (owned by Dow Jones) are going digital-only, while HR
opportunities to learn and network.
Magazine and HR Executive also have both print and digital
nd
versions.
Our Misses
To help manage this change, JHRS and The HR Agenda
We have two: first, we were not able to physically expand
are working to create a customized application (or app) across
The HR Agenda’s print distribution capabilities outside of Japan
various mobile platforms such as iOS (iPhone/iPad/iPod),
through a network of international distributors. Secondly, we
Android, and HTML5 (mobile web) in addition to our standard
failed to achieve our 2012 BHAG (Big Hairy Audacious Goal) of
web and PDF formats. You may be reading this article in one of
launching the JHRS HR Scholarship Foundation.
these formats already! 5
Also, with the support of our advertisers and friends, The HR
traditional Shin Nen Kai 新年会 in the evening. It will be a day
Agenda is being made publicly available across all these delivery
where HR professionals can share, learn and have fun! There will
platforms. We are quite thrilled with the possibilities offered by
also be an exhibition space to give opportunities for HR service
making the magazine public.
providers to showcase their products and services. So save the date (January 30, 2014) and stay tuned for future
Increase the Number of Certified HR Professionals in Japan With the help and support of HRCI, we would like to at
announcements regarding calls for speakers/presentations, sponsorship opportunities, and event registration.
least double the number of HRCI-certified HR professionals
Needless to say, all of our plans and goals remain
[Professional in Human Resources (PHR®), Senior Professional
unaccomplished without your active involvement and support.
in Human Resources (SPHR®), Global Professional in
If you make any New Year resolutions this January, please
Human Resources (GPHR®), Human Resources Management
include even more involvement with the JHRS community.
Professionals (HRMP ), or Human Resources Business
There are many ways you can help and make a difference. Join
Professionals (HRBP )] based in Japan from our current
our community of unique, mission-based and progressive HR
estimates of 15 to 30. To do this, JHRS and HRCI are going to
professionals in Japan! Send me an email (jun@jhrs.org) and we
do a number of joint activities such as info-seminars (live and
can go from there.
SM
SM
webinars) and marketing campaigns in addition to providing certification and re-certification courses. Visit www.jhrs.org/ certification for announcements and updates. Our BHAG (Big Hairy Audacious Goal):
Onward and upward, Japan HR pros in 2013!
The 1st JHRS HR Conference and Shin Nen Kai 新年会 in 2014 Yes, you read it right! We are aiming to finally hold our long overdue HR conference not only for the JHRS community but also open to both Japan and foreign HR professionals. For this initial run, we are planning on a day-long event with plenary sessions and panel discussions in the morning, concurrent sessions in the afternoon, and capped by our
Be Heard. Influence Others.
Get Published! If you have an idea for an article we look forward to hearing from you. Please send your articles to HRAgenda@jhrs.org. We cannot promise to publish all submissions, but our policy is to reply to all emails we receive. We welcome your feedback on any aspect of the magazine. We would also like to hear what topics you would like to read about in future issues. The HR Agenda: A Ground-Breaking Platform As Japan’s first bilingual HR magazine, The HR Agenda offers an incredibly unique platform. By sourcing material written in both English and Japanese, funding translation and encouraging bilingual submissions from contributors, we offer a genuinely two-way exchange. For a century and a half Japan has been translating Western knowledge into Japanese. We create a forum where Japanese voices can also be heard in international circles. Our aim is to understand both sides of the coin; all facets of an issue. We want to encourage collegiality through open and sincere dialogue amongst our readers in Japan and overseas, and amongst HR professionals, researchers, and key opinion leaders throughout the world.
6
Jun Kabigting is managing director of HR Central K.K. and an adjunct professor with Temple University Japan Campus. He has more than 20 years of experience across the entire HR value chain, most of them Japan-focused. He passionately believes in advancing the HR agenda in Japan through continuing HR education, knowledge sharing, and use of HR best practices.
who we are We are a community of Japanfocused HR professionals worldwide and corporate leaders doing business in Japan.
community 0fficers Jun Kabigting MBA, MS, HRMP Chief Community Officer
what we do
We provide our members a venue to: 1. Share useful HR and management tips and best practices; 2. Participate in virtual and live networking or learning events; and,
Dana M. Gallagher MPH, PA
HR Education and Certification System Advocate Leader
Kumiko Shimotsubo
Women in HR Advocate Leader
2. Associate Membership 3. Professional Membership 4. Honorary Membership 5. Corporate Membership
benefits Get to know them at
major programs
Legal Counsel
Independent HR Consultant
The JHRS Academy x TUJ The JHRS eAcademy X eCornell The HR Agenda Magazine JHRS Job Board AskHR and AskHR, Live! HR Legal Clinic Japan-focused HR Certification
Join Us!
membership levels 1. Free/Basic Membership
Haruyasu Enomoto
HR Director, Corning Japan K.K.
HR Central K.K. The JHRS Secretariat
To help advance the practice of the HR profession in Japan.
Shinya Yamamoto
Partner, PricewaterhouseCoopers Japan Co. Ltd. Professor, Graduate School of Business Science, University of Tsukuba
Norihide Munakata
Yokohama Partner Law Offices
our mission
Mitsuhide Shiraki, Ph.D.
Professor, Faculty of Political Science and Economics, Waseda University President, Institute for Transnational Human Resource Management
Chad Stewart
Green HR Advocate Leader
3. Strengthen our HR body of knowledge, skills, and competencies to global standards.
board of advisers
http://www.jhrs.org/about/join
http://www.jhrs.org/about/join/benefits
The Japan HR Society (JHRS)
c/o HR Central K.K. (The JHRS Secretariat) Shinagawa InterCity FRONT Bldg. 3F Desk@ MB28 2-14-14 Kounan, Minato-ku, Tokyo 108-0075 JAPAN Tel: +81 (0)80-3434-8665 Fax: +81 (0)3-6745-9292 Web: http://www.jhrs.org Email: inquiry@jhrs.org
7
The JHRS logo is a registered trademark and property of The Japan HR Society (JHRS). Š 2007 The Japan HR Society (JHRS). All rights reserved.
COMMUNITY NEWS
JAN-MAR 2013
Get to know the latest news and updates within the JHRS Community.
Walking the Talk The HR Agenda goes Hybrid! Chad Stewart
Chief Advocate for JHRS’ Green HR Advocacy
Originally written in English
We are proud to announce that The Japan HR Society (JHRS) is taking the next step in walking the talk of practicing Green HR. After more than a month gathering consultations and feedback from our key stakeholders (e.g., JHRS Members, Board of Advisers, Community Officers, magazine advertisers, institutional partners, etc.), we are pleased to inform you that The HR Agenda, an official publication of JHRS and Japan’s first and only bilingual HR magazine, will go hybrid starting from the January-March 2013 issue.
Hybrid means that three out of four issues of the magazine will be available on your iPhone/Smartphone, while the Anniversary Issue (Jul-Sep) will be published in both print and digital/web versions. Through this hybrid strategy we hope to accommodate the needs of our advertisers and sponsors while at the same time reducing paper consumption by 75 percent. The printed Anniversary Issue of the magazine will also enable us to continue to provide a tangible presence at HR-related conferences, both in Japan and abroad. At the same time, JHRS and The HR Agenda will extend our reach as media partners through the digital/web version, venturing into iOS (iPhone/iPad), Android, and HTML5 apps.
Three out of four issues of the magazine will be available on your iPhone/Smartphone, while the Anniversary Issue (Jul-Sep) will be published in both print and digital/web versions.
Secondly, we deeply appreciated the generous feedback we received from JHRS community members. Whether supporting a change to digital, emphasizing the benefits of remaining in print, or favoring a hybrid model, all members' comments were very useful. After a careful review of all feedback, JHRS determined the time was right for a move to a hybrid format. This will allow
This new initiative will not only apply to the magazine but also to JHRS’ major programs and services such as HR Newson-the-Go, AskHR, HR Legal Clinic, Events/Calendar, and more. 8
the The HR Agenda to: •
Continue to fulfill the magazine’s primary mission of providing up-to-date and relevant sources of HR
9:41 AM
iPad
Inclusive thinking is ethically soundare in concentrating that it values on the 3. Workforce depletion: If women contributions of every human It isćJT economically sound UIFJS DBSFFST UIFZ DBOOPU SBJTF being. DIJMESFO XJMM FYBDFSCBUF because it enables drawtheonnumbers multiplicities the already decliningorganizations birthrate andtolower of well-of talents. The time for industrial patriarchal authority, educated andprime disciplined workers in theera future. housewives and hostesses has passed. Self-reinforcing synergy for economic andrisk: social growth is a XPNFO big picture goal that HR 4. Turnover .BOZ +BQBOFTF DPOUJOVF UP RVJU professionals can help their companies their jobs as soon as they marry. This isachieve. an issue that companies Behind the statistics women men, younger and older typically consider when on looking to and minimize risks associated generations, Japanese and non-Japanese is the ability to be a with employeeorturnover. competitor and a collaborator. The global era requires proficiency in both task- and people-orientated competencies. 5. Time: 8IJMF TZTUFNT GPS NBUFSOJUZ MFBWF EP FYJTU UIF $IFDL UIF OFYU JTTVF PG The HR Agenda for more about the procedures and paperwork are unfamiliar and take precious time LJOET PG TPę TLJMMT FNQMPZFFT BU BMM MFWFMT PG )3 OFFE UP JOĘVFODF away from activities more directly connected to the business business partners including new those who work in silos with value chain, such as–researching markets. spikes! We also consider how the global generation has more in common across national borders than with the baby-boomer and Generation X at home.
EDITORIAL
hen a decision is made to introduce a different profile of employees into the workforce, whether women, new graduates, or foreign nationals from growth markets, global headquarters may not be aware PG UIF MJBCJMJUJFT QFSDFJWFE MPDBMMZ 5BLJOH B QPMZDFOUSJD WJFX PG diversity initiatives, rather than a one-size-fits-all approach, may OPU NBYJNJ[F FDPOPNJFT PG TDBMF CVU JU DBO QBZ PÄŒ JO SPMM PVU FÄ?DJFODJFT 'PS FYBNQMF VOEFSTUBOEJOH UIF DPODFSOT PG MPDBM staff can help HR assess how to communicate intended benefits of a diversity initiative in a way that directly addresses the local logic. .BOZ DPOUSJCVUPST UP UIJT JTTVF PG The HR Agenda consider diversity in terms of underlying thinking and communication styles, writing on the type of workplace atmosphere necessary to GPTUFS JODMVTJPO TFF GPS FYBNQMF BSUJDMFT CZ $FMFTUF #MBDLNBO %BOB (BMMBHIFS BOE 4IJOZB :BNBNPUP 4FWFSBM +BQBO CBTFE contributors focused on the need to include more women in the male-dominated working world (see articles by Ozlem Battal, &MJ[BCFUI )BOEPWFS "OESFX .BOUFSÄ•FME BOE 4V[BOOF 1SJDF 6OEFSTUBOEJOH UIF QFSDFJWFE QSPCMFNT JO B HSPVOEFE XBZ can also help HR plan tangible interventions to support the FYJTUJOH XPSLGPSDF T BEKVTUNFOU XJUIPVU KFPQBSEJ[JOH CVTJOFTT targets. In this editorial we spell out five common concerns of many Japanese salaryman about hiring career women in Japan. Then, from a different point of view, we look at seven possible benefits that may serve to counter these perceived costs.
“Honestly speaking, it is troublesome for me to hire women into sales and management QPTJUJPOT w %JSFDUPS PG 4BMFT ZFBS PME +BQBOFTF utilities company
Perceived Costs
Potential Benefits
1. Money: The financial cost of maternity leave can be off-set by higher profits brought by having more women in the
Acknowledgements workforce. J. Crisp, J. Kabigting, N. Karseras, D. McNeal, D. Sasaki, J. Schnack, Y. Shito, Y. Takada, U. Tsuda. 'PMMPXJOH JOWFTUNFOU JO B % * JOJUJBUJWF &YBNQMF
Cost-Benefits of
Diversity & Inclusion Annette Annette Karseras Karseras Editor Editor in in Chief, Chief, The The HR Agenda Article Article originally originally written written in English
1. Money: The pressure on managers to reduce costs is so strong in this economic climate that hiring men is an efficient solution to budget control. It eliminates the potential cost of temporary staff to cover maternity leave.
Not everyone accepts the underlying premise behind diversity and inclusion (D&I). Here, we look at both the costs and the potential benefits of including more diversity in your workforce.
2. Task focus: .BMF DPMMFBHVFT BSF JOTUJODUJWFMZ QSPUFDUJWF PG women on their team. This takes their attention away from their PXO XPSL 'PS FYBNQMF UIFZ UBLF DMJFOUT UP FWFOJOH SetTai 掼垅 entertainment on behalf of their female colleagues to make sure the women can get home in time to put their children to bed.
UP QSPNPUF XPNFO MFBEFST JO +BQBO BOE "TJB #BYUFS T QSPĕUT TPBSFE Annette Karseras is a coach and training consultant whobydevelops leaders and teams at all levels of (see article in this issue Ozlem Battal). the organization. Annette has trained with the &YBNQMF "EMFST TUVEZ XJUI Institute 'PSUVOF theBOE PUIFS Coach Training (CTI) and Society of Learning’s Systems Perspectives.UIBU She DPNQBOJFT PWFS Organizational ZFBST T T EFNPOTUSBUFE also delivers Global Mindset and Communication QSPNPUJOH XPNFO DPSSFMBUFE XJUI IJHIFS BDSPTT Her Intelligence courses at Japan’sQSPĕUT top universities. master’s degree is from Leicester University, UK. JOEJDBUPST BOE B QSPCBCJMJUZ PG UP PG UIJT CFJOH B SBOEPN finding (also see table).
7YVĂ„[Z MYVT *VTWHUPLZ 7YVTV[PUN
>VTLU ,_LJ\[P]LZ
7LYJLU[HNL VM HIV]L H]LYHNL WYVĂ„[Z SV^LY [OHU H]LYHNL WYVĂ„[Z HUK H]LYHNL WYVĂ„[Z PU HZ JVTWHYLK [V JVTWHUPLZ ^P[OV\[ ^VTLU L_LJ\[P]LZ
As a percent of:
OCT-DEC 2012
100%
PROFITS
Above average
Lower than average
Revenue
55%
36%
Assets
50%
28%
Equity
59%
30%
Source: IUUQ XXX QTNBH DPN CVTJOFTT FDPOPNJDT QSPÄ•U UIZ OBNF JT XPNBO
2. Task focus: 5TVZPTIJ 5BLBHJ GPSNFS IFBE PG UIF +BQBOFTF 5SBEF 6OJPO $POGFEFSBUJPO Rengo 連ĺ?ˆ) suggests that, “Balancing work and life involves issues like dividing household chores (between husband and wife)‌In that sense, one major part involves a change in awareness on the part of men.â€? If fathers share responsibility for putting children to bed, teamwork can also become more evenly distributed in the company and everyone can stay task-focused when they are on the job.
28
5P 3. W S du V 4V ork for e to [V LJ ob lo i ce s en tacle wes UIBU deple v ts the iron to fu low UIF M tion me P : b Action-Orientated Dialogue a lab nts lfillin dem XFTU “It is a o rrie MP c After each issue of the magazine, we invite readers, #B r pa r to , not g th nd fo X GF lear, ed OE rti c b contributors, and their colleagues to attend a follow-upsevent, yn P E cip irth aree ema r spo SUJMJ â€? say ati rate r w erg JS sp nd co-hosted by our publisher The Japan HR Societym(JHRS) us UZ J o e O isti FDUP on . o ac . Pre men â€? It is and UPE olitic and corporate sponsors. We hope to create momentum S H ce an re efor tua fec F co ch BZ T al s significant, positive change in international Japan. d th fficie ffect: OFS ll tu per r e m ntl the BM P y hav res se, w pora ildre +BQB cienti n‌ O J wit te ore y th e h m G UI T O st b the e w ore F ( a hig h a ich c and 4. PU to co ut o h h T bir ork wom FOE Diversity & Inclusion: FS & er b ighe mbin mm from pla thr an be a urno e irth r r n th 6 e to un d ce ate an R a d e . Soft wo wis syne ver r Making Teams Work ris ada ere VBMJUZ rate tio o cre ity e IB is r r mo es. pts sk are ate #V , say f fe T to kforc mo gisti k: " 5 December 2012 18:30-20:30 in to sac s K ma the to TJOD tion ills: SFB c, T e J th , " a go a rein O Q um le V Shinagawa, Tokyo the rsâ€? cco e o rifi 3F beco F UIF l inte DDPSE iko mm wor ćF forc PJO of d pa ce th less (Ry T me SF k JOH UT ou em on FBSD eir re fo llig in od J s plo nts about ate rce T B c howocHR the IFS the T C ence UP % ial Sai K g eff BOE If you would like to be part of a conversation a , % mo FDP s, th yin to are n th wo BO ec er joinan B w en d F can help achieve more diversity and inclusion, g w beplease me e the com hole CPS st v NF Ä• e a JFM ( eff s. Th d m Bo 良 t: Th CPW 5 o B n p b a . , o us. For more details and atop reserve your placemplease , the inje mun ten I 5B lued SNMZ ility PMFN en eccontact tiv e mo ral p 匝 e m F UI er Tim 賢 . cti ica d to OO e w re ore m to F HRAgenda@jhrs.org orthregister D e: B re g “Diversity? SF e m watorhttp://www.jhrs.org/calendar. ćŻ? F D o the tio ssu bu O FY Pr the O I lob PVQ PO or JT n “g u ) ph ore k is ac ke ilo mean co USJCV se v of w n sty se su BT G al m MFE X ild a QFS tic rs, wor re th there ood MJLF usdiversity? What domyou k U P PV mp n MZ les ere an UFE alu o the kfo c w eth soph aize ed, e ma a an ag JUI UF d lea O TP UP ed men mo h pe OE U n ă‚Ť th low rce a is fo re in ives y ke od flexibility? em ie â€? Is itandabout da DI DJB I re e s o B o s in s oft B in ple d er C r e O th les s of f co イゟ more per th -or U QSP nt c JDBM team M the apts wom the Ad PWF B skil to le an nti fe ăƒł Event GF JHRS eGreen to m o ie bu s timHRimAdvocacy c ler’ fam ls a tur W e mp BCJM t. s ple nu sinpuzzled e s s FSBH – c ders en. In ntate TTJPO ou ugof no enab n il I Th At first I was me number ete JUZ IB g times ess is taby the ur h So ve nc nti s im estio iar th e m T ve F QSP ould ip p suffi d m BM X r r le ke Green e To become part used ofvthis HR“diversity.â€? aluto new y. heard “flexibilityâ€? substitute tec TJO ft sk pinitiative isk Ä•UB e p ore n a ng for be os rov ns s cie ana PNF . e it m m il D g ro C h w u o O ch 10deflection join us in person ona Oct and Nov 14, e18:30n io e JMJU r n a mfrom I then realized it was quiet ma nic F UI ls: Th ain ay fr ateaway Z G e of ns – t num men en face cess tern rn 20:30, at Astellas HQ in Tokyo. . Email om greenHR@ PS t), na al a F it it ( b be t e grappling “differenceâ€? an #B the ge res Japa ecom y lea ac y leoffers jhrs.org with to reserve yourdirectly. place. Flexibility Participation YUF fac d w rs, me bility T abilit ult ne ve e vit av内â€? e to the feasibility keeping the session. safe interior ti“Uchi S B it limited to 12ofpeople each ies . In ing se bu s an y nt OE rs th h co to be CFDP to b UI fac 7. P while occasionally making sojourns to deal dwith ire crem in e sine d mp F at il u ss ctl N ffic co the itati roce y c enta ien me F Ä• ild a them “Soto 外â€? out there. e s t o on lly, p s e t n S nc DBV roc n sk co ne In Japan, the basic premise of inclusion s e e. the NMZ d lea cte less TLJM TJOH ss c ills o ts: R mo DP d to da o v contradicts common sense (inculcated not least by V st om MT JO EJTS sts o erall aisin UF V f va QMFE team g th 250 years of SaKoku 鎖国 national isolation): people be buds SOB QUJW inte in a lue e F MM s n g d g XJUI skin t bra and Z SB DPO ratin org leve work best with those they know best, who think o a lob co ins a ther UIFS ĘJDU g div niza l of and behave in similar ways, and who have shared al lor, va ) tio com ers me UIB n O B e etc ilab interests. The Japanese calligraphy En 円 circle that le diato SFMZ WJOH opin can mun . reg JO ica appears on the cover of this issue symbolizes the ard rs), th H P FN ions also tio C O h in n les F an tea elp s o e org FYUF EEF completeness and harmony instilled by this local re d E S m fg a en niza OBM D UIF s w duc logic. Differences, from this viewpoint, present e de it r, a tion PBDI TF Q hou disruption and thus inefficiency. is fr FT SP ge t D ,p hy ee to USBJO FTT Another reason diversity initiatives are sic FST h al considered dubious by some – not just in Japan – dis ire th ab ilit e is the so-called Platinum Rule: “treat others as they y, would like to be treated.â€? By highlighting the ways in which groups of people can be different we risk reinforcing rather than breaking down stereotypes. A final reason is that the ethical argument may not make business sense. The basic human right of every adult to work, whatever his/her age, sex, nationality, disability or other traits, is underscored by legal and moral norms around the world. However, setting hiring targets that reflect the demographics of society – 50 percent women and, in Japan’s case, 20 percent age 25-34, 1.5 percent non-Japanese – may not necessarily reflect the demographics of either the company’s business supply-chain or its customer base.
9:41 AM
Doubts about Diversity
Feedback
information and resources affecting and influencing the
We are excited that this change not only places us at the
Feedback
HR profession in Japan;
forefront of sustainability and the use of multiple platforms for
28
• •
customer base. either the company’s business supply-chain or its – may not necessarily reflect the demographics of 20 percent age 25-34, 1.5 percent non-Japanese of society – 50 percent women and, in Japan’s case, setting hiring targets that reflect the demographics legal and moral norms around the world. However, nationality, disability or other traits, is underscored by of every adult to work, whatever his/her age, sex, not make business sense. The basic human right A final reason is that the ethical argument may reinforcing rather than breaking down stereotypes. in which groups of people can be different we risk would like to be treated.â€? By highlighting the ways y, is the so-called Platinum Rule: “treat others as they ilit e ab dis ire th considered dubious by some – not just in Japan – al h FST sic Another reason diversity initiatives are hy ee to USBJO FTT ,p D t ge SP is fr FT disruption and thus inefficiency. r, a tion PBDI TF Q hou e it d e logic. Differences, from this viewpoint, present M D iza en UIF s w duc f g rgan UFSOB FE m re a o nd completeness and harmony instilled by this local s E FY eo FE s in te help on a les rd s), th H PO FNC o n a appears on the cover of this issue symbolizes the ati ls reg tor H inio n a unic MZJO interests. The Japanese calligraphy En 円 circle that tc. able edia O SF BWJO se op n ca m e il m UIB er tio com ) va lor, al and behave in similar ways, and who have shared co ins a ther UIFS ĘJDU g div niza l of lob a o work best with those they know best, who think skin t bra and Z SB DPO ratin org leve d g XJUI g n s MM F e lue be buds SOB QUJW inte in a 250 years of SaKoku 鎖国 national isolation): people g th va QMFE team f V UF om MT JO EJTS sts o erall aisin st V a contradicts common sense (inculcated not least by v o d to mo MZ DP lead TLJM TJOH ss c ills o ts: R . e cte less e e s e In Japan, the basic premise of inclusion h c n DBV proc n sk s co t e t Ä•SN and on lly, o ten s them “Soto 外â€? out there. ien F y c enta the itati roce pe com ild ffic ctl ss il F at om be FDPN to bu ire crem in e sine d while occasionally making sojourns to deal dwith fac 7. P UI o tc OE rs th h ies . In ing se bu s an limited to 12ofpeople each en ity t T C ility it S B the feasibility keeping the session. safe interior ti“Uchi to e vit av内â€? e ve ult ane m YUF fac d w rs, a s il m b c e jhrs.org with to reserve yourdirectly. place. Flexibility Participation le a b a g e n e #B grappling “differenceâ€? eco y le , re Jap y offers na al a IF The PS of th – a umb nt om greenHR@ . Email 20:30, at Astellas HQ in Tokyo. nit ent) ce ( ess b rnit a G fr r s Z in : n e y m hnic F U n teaway te JU fa I then realized it was quiet me O mfrom ha deflection e18:30join us in person ona Oct and ur proc ma wa Nov CJM e on sitio ient age D ills ma 14, F e c 10 rov ns s b n a ng for Ä•UB isk pinitiative an tec TJO ft sk heard “flexibilityâ€? substitute PN e. y. po ffic aluto new To become part used ofvthis HR“diversity.â€? o r the more ke Green ti rr T o rve HF QSP could ship In su d m OBM X tenc Z ss is ta en number ve able s im of B e estitimes S u ia e o u g te s I e m At first I was puzzled by the I . il r B o g Th e – rn sin en r’s n en ienta TTJP omp BCJMJU FS de ple tinu suEvent fam fect. bu s timHRimAdvocacy JHRS eGreen GF dle F BW skills lea an m e tu ts to ome e r c ăƒł n am BM re r A SP s o f th t W -o o e th w c to le s o r ap M th th in ft U Q OJD a te en CP イゟ m es p ple of we e ad for d flexibility? in Is itandabout s ă‚Ť the aâ€? ies UP B d so en in ore peo E UIB gem UFDI lead TPDJB o k e y lo is n n h re e rc re m a a a O eth sop wiv MZ ize sed, e m JUI nd ch PVO the kfo om les UFE alu an e mp U P ka What domyou u diversity? rs, wor re th there ood MJLF tic co USJCV se v of w n sty se su BT G al m MFE X ild a QFS ilo mean e T ph more rk is Prac e ) rke u O u “g b VQ O I bu O FY DP m th tion atio to o http://www.jhrs.org/calendar. wo re th press 賢ćŻ? ore e SF J “Diversity? OF d glo MZ DP B e: HRAgenda@jhrs.org orthregister at F to w e ic c . d O e r o v m je e ti e m en eccontact un ten al 匝 UI ity th MFN N 5B alue Tim us. For more details andpatop reserve or 良 The PWF n, omplease Ä•S abil M (P e in omm ole, PSBI ff v 5. your place e m F e o Th w C th t e . B m d JF g can help achieve more diversity and inclusion, beplease dc wh %FC mos FDPN s, th ers joinl an Ken ffect: E B BO wo the yin to are an the e S % C e If you would like to be part of a conversation te rce, ia Sai c howocHR plo nts about BO IF g da the T igenc H UP s JT B re eir on FBSD em ou rcin UT JO mo orkfo FSF ll me T of d pa ce th less (Ry PJO iko w om e ć 3F beco F UIF l inte DDPSE o info Shinagawa, Tokyo V Kum ale a go acrifi e, th ersâ€? , re T JO Q acc the " c SFB to TJOD tion ills: th s s to in m te 5 December 2012 18:30-20:30 to kforc mo gisti k: " T o k #V , say f fe a are pts es. r r is IB e em oft s cre ity ris ada ere VBMJUZ rate tio o Making Teams Work wo wis syne ver r d S a an ate lace en th &R d e to un 6. irth r r an be a urno thr p FS er b ighe mbin mm from Diversity & Inclusion: bir ork wom FOE T h h o co ut to PU 4. the e w ore F ( hig h a h c nd b T O ore y th e m PG UI ave a s wit whic ate a n‌ BO J tist n , th BM h or dre BQ e m ntl ture per se orp chil Z T + l scie lly significant, positive change in international Japan. d th fficie ffect: OFS c a B F fec tua an re efor c e S H and corporate sponsors. We hope to create momentum ac . Pre men â€? It is and UPE olitic ti UP o n . is O e o D o us UZ J co-hosted by our publisher The Japan HR Societym(JHRS) nd sp JSF erg rate r w ati yn P E cip irth aree ema r spo SUJMJ â€? say contributors, and their colleagues to attend a follow-upsevent, b c rti OE ed fo X GF lear, #B r pa r to , not g th nd After each issue of the magazine, we invite readers, c o ie a U MP is lab barr ents lfillin dem XFT “It Action-Orientated Dialogue : P m the iron to fu low UIF M tion s tv en tacle wes UIBU deple s i ce lo ob LJ e to [V for du V 4V ork S 5P 3. W
Deliver the same level of content, including quality
HR-related journalism in Japan, but also allows us to leverage
visuals and editorials, to our readership;
(subject to community interest) Web 2.0 interactive formats for
the women can get home in time to put their children to bed. entertainment on behalf of their female colleagues to make sure PXO XPSL 'PS FYBNQMF UIFZ UBLF DMJFOUT UP FWFOJOH SetTai 掼垅 women on their team. This takes their attention away from their 2. Task focus: .BMF DPMMFBHVFT BSF JOTUJODUJWFMZ QSPUFDUJWF PG
of including more diversity in your workforce. look at both the costs and the potential benefits behind diversity and inclusion (D&I). Here, we Not everyone accepts the underlying premise
everyone can stay task-focused when they are on the job. can also become more evenly distributed in the company and fathers share responsibility for putting children to bed, teamwork part involves a change in awareness on the part of men.â€? If chores (between husband and wife)‌In that sense, one major “Balancing work and life involves issues like dividing household 5SBEF 6OJPO $POGFEFSBUJPO Rengo 連ĺ?ˆ) suggests that, 2. Task focus: 5TVZPTIJ 5BLBHJ GPSNFS IFBE PG UIF +BQBOFTF
Practice what we preach in Green HR by making a temporary staff to cover maternity leave. solution to budget control. It eliminates the potential cost of strong in this economic climate that hiring men is an efficient 1. Money: The pressure on managers to reduce costs is so
Perceived Costs
Source: IUUQ XXX QTNBH DPN CVTJOFTT FDPOPNJDT QSPÄ•U UIZ OBNF JT XPNBO
Editor in in Chief, Chief, The The HR Agenda Editor Annette Karseras Karseras Annette
utilities company QPTJUJPOT w %JSFDUPS PG 4BMFT ZFBS PME +BQBOFTF me to hire women into sales and management “Honestly speaking, it is troublesome for
:fo tnecrep a sA
deliberate and conscious contribution to the Triple Article originally originally written written in English Article
Equity
59%
30%
Assets
50%
28%
Revenue
55%
36%
PROFITS
average Above
average Lower than
Bottom Line of: PeopleInclusion (our community’s ability to Diversity &
WYVĂ„[Z PU HZ JVTWHYLK [V JVTWHUPLZ ^P[OV\[ ^VTLU L_LJ\[P]LZ 7LYJLU[HNL VM HIV]L H]LYHNL WYVĂ„[Z SV^LY [OHU H]LYHNL WYVĂ„[Z HUK H]LYHNL
>VTLU ,_LJ\[P]LZ
7YVĂ„[Z MYVT *VTWHUPLZ 7YVTV[PUN
share and disseminate HR-related knowledge and trends Cost-Benefits of that may serve to counter these perceived costs. from a different point of view, we look at seven possible benefits Japanese salaryman about hiring career women in Japan. Then, In this editorial we spell out five common concerns of many targets. FYJTUJOH XPSLGPSDF T BEKVTUNFOU XJUIPVU KFPQBSEJ[JOH CVTJOFTT can also help HR plan tangible interventions to support the 6OEFSTUBOEJOH UIF QFSDFJWFE QSPCMFNT JO B HSPVOEFE XBZ &MJ[BCFUI )BOEPWFS "OESFX .BOUFSÄ•FME BOE 4V[BOOF 1SJDF male-dominated working world (see articles by Ozlem Battal, contributors focused on the need to include more women in the %BOB (BMMBHIFS BOE 4IJOZB :BNBNPUP 4FWFSBM +BQBO CBTFE GPTUFS JODMVTJPO TFF GPS FYBNQMF BSUJDMFT CZ $FMFTUF #MBDLNBO styles, writing on the type of workplace atmosphere necessary to diversity in terms of underlying thinking and communication .BOZ DPOUSJCVUPST UP UIJT JTTVF PG The HR Agenda consider logic. of a diversity initiative in a way that directly addresses the local staff can help HR assess how to communicate intended benefits FÄ?DJFODJFT 'PS FYBNQMF VOEFSTUBOEJOH UIF DPODFSOT PG MPDBM OPU NBYJNJ[F FDPOPNJFT PG TDBMF CVU JU DBO QBZ PÄŒ JO SPMM PVU diversity initiatives, rather than a one-size-fits-all approach, may PG UIF MJBCJMJUJFT QFSDFJWFE MPDBMMZ 5BLJOH B QPMZDFOUSJD WJFX PG from growth markets, global headquarters may not be aware women, new graduates, or foreign nationals profile of employees into the workforce, whether hen a decision is made to introduce a different
finding (also see table). JOEJDBUPST BOE B QSPCBCJMJUZ PG UP PG UIJT CFJOH B SBOEPN master’s degree is from Leicester University, UK. Intelligence courses at Japan’sQSPĕUT top universities. QSPNPUJOH XPNFO DPSSFMBUFE XJUI IJHIFS BDSPTT Her also delivers Global Mindset and Communication DPNQBOJFT PWFS Organizational ZFBST T T EFNPOTUSBUFE Learning’s Systems Perspectives.UIBU She Coach Training (CTI) and Society of &YBNQMF "EMFST TUVEZ XJUI Institute 'PSUVOF theBOE PUIFS the organization. Annette has trained with the (see article in this issue Ozlem Battal). whobydevelops leaders and teams at all levels of Annette Karseras is a coach and training consultant QSPNPUF XPNFO MFBEFST JO +BQBO BOE "TJB #BYUFS T QSPĕUT TPBSFE &YBNQMF Y. Takada, U. Tsuda. 'PMMPXJOH JOWFTUNFOU JO B % * JOJUJBUJWF UP J. Crisp, J. Kabigting, N. Karseras, D. McNeal, D. Sasaki, J. Schnack, Y. Shito, workforce. Acknowledgements off-set by higher profits brought by having more women in the 1. Money: The financial cost of maternity leave can be
in Japan), Prosperity (value created for our readers, advertisers and contributors) and Planet Potential (resources Benefits used to create the magazine).
Generation X at home. common across national borders than with the baby-boomer and spikes! We also consider how the global generation has more in value chain, such as–researching markets. business partners including new those who work in silos with away from activities more directly connected to the business LJOET PG TPę TLJMMT FNQMPZFFT BU BMM MFWFMT PG )3 OFFE UP JOĘVFODF procedures and paperwork are unfamiliar and take precious time $IFDL UIF OFYU JTTVF PG The HR Agenda for more about the 5. Time: 8IJMF TZTUFNT GPS NBUFSOJUZ MFBWF EP FYJTU UIF in both task- and people-orientated competencies. competitor and a collaborator. The global era requires proficiency with employeeorturnover. generations, Japanese and non-Japanese is the ability to be a typically consider when on looking to and minimize risks associated Behind the statistics women men, younger and older their jobs as soon as they marry. This isachieve. an issue that companies professionals can help their companies 4. Turnover .BOZ +BQBOFTF DPOUJOVF UP RVJU for economic andrisk: social growth is a XPNFO big picture goal that HR
While making this transition to a hybrid format, we look
housewives and hostesses has passed. Self-reinforcing synergy educated andprime disciplined workers in theera future. talents. The time for industrial patriarchal authority, the already decliningorganizations birthrate andtolower of well-of because it enables drawtheonnumbers multiplicities UIFJS DBSFFST UIFZ DBOOPU SBJTF being. DIJMESFO XJMM FYBDFSCBUF contributions of every human It isćJT economically sound 3. Workforce depletion: If women Inclusive thinking is ethically soundare in concentrating that it values on the
forward to hearing from you about how we can better meet OCT-DEC 2012
EDITORIAL
sharing and evolving our community’s knowledge. Thank you for being a part of our community and helping
us continue to grow in our ability to deliver on our mission!
Diversity Doubts about
iPad 9:41 AM your needs as readers, advertisers and contributors through new
9:41 AM Chad Stewart is Associate Director of Human Resources, Astellas Pharma, Inc. and also serves as Chief Advocate for JHRS’ Green HR Advocacy.
100%
digital content platforms.
• Keep In Touch Worldwide
• No Contract, No Commitment
• Local Numbers
• English/Japanese Customer Support
Worldphones for use in over 190 countries. Domestic Japanese, US, Chinese, UK and Satellite Phone services. Get local Japanese, US, Chinese and UK phone numbers.
No monthly fees, only pay when sta make a call.
Professional, bilingual customer care.
Some of our existing customers: Call: 0120-423-524
Email: corporate@mobell.co.jp
www.mobell.co.jp/jhrs
Delivering corporate communication solutions since 1989 9
JAN-MAR 2013
COMMUNITY NEWS Get to know the latest news and updates within the JHRS Community.
Gender Diversity in the Boardroom It Matters and it can be Increased Mikki Tomoeda
President, Taneaux
Originally written in English
Japanese men were few and far between at this otherwise successful and stimulating Board of Directors Training Institute (BDTI) event, held in conjunction with the Canadian Chamber of Commerce Japan (CCCJ). As the panel discussion ended, men and women of various other nationalities, together with the Japanese women present, mingled to network and share stories. Perhaps the BDTI and CCCJ together with French, U.S. and other international co-hosts had not anticipated the effort needed to mobilize Japanese men to this boardroom mission.
How can we get the gatekeepers involved in this conversation about diversity in the boardroom? Facing the pages of the magazine in private, perhaps reduces fear of embarrassment, and makes it easier to keep abreast of changing assumptions. Workplace environments traditionally considered par for the course by some, are viewed as prejudiced by others (see also The HR Agenda: Diversity and Inclusion, Oct-Dec 2012). With this in mind, we invited one of the participants at the BDTI event, Mikki Tomoeda, to share some of her war stories with us. The October 2012 “Gender Diversity in the Board Room�
young woman, and most quit within a few years. I recall that
event was a pleasant change from other events I have attended
my female colleagues and I (systems engineers) were required to
with a similar topic, in that it was more positively focused on how
arrive at the office early every morning to clean out ashtrays, wipe
women can contribute more at the management and board level
desks and PC screens, and prepare coffee for our male colleagues.
in organizations.
Managers dealt with the implications of this change in
When I first joined the work force in Japan in 1989, only a
the law in different ways. On my first day back from maternity
short while after the Equal Employment Opportunity Law was
leave, my manager informed me that my next project was a
passed, our company had begun to hire a handful of women
system deployment that involved travelling around the world
in professional roles. Despite changes in rules and regulations,
continuously for 3 months. I asked him the reasoning for this, as
common practices and stereotypes posed a challenge for any
the system product was related neither to my area of responsibility
10
nor to our department’s. I told him that I could not do this project, with my baby only 6 months old. He replied, “So, you refused orders from a manager. It will go in your HR records.” Finally, this project somehow magically evaporated. Clients too, were not accustomed to interacting with women engineers. There were two rather amusing incidents that might help illustrate the daily challenges back then. I picked up the phone, to be told by a client, “May I speak to a man?” I asked a
JHRS’ Women in HR Advocacy invites both men and women to participate – on an even footing – in discussions that begin to envisage a future workplace where people can realize their career aspirations. Contact winHR@jhrs.org.
fresh graduate (male) to handle the call. After a few moments of his panicking, he put the client on hold and told me, “The client wants to talk to someone who can help.” I had the phone returned to me to complete handling the client’s technical problem. Another incident occurred when I accompanied the account manager to a client site, where he was scolded by the client saying, “I thought you said you will bring an engineer, not a girl!”
However, some key enablers that he presented as part of the necessary “gender diversity ecosystem,” such as child care,
Over the years, I believe clients and companies have become
including care for sick children, might be a luxury that only large
more accepting of women in the workplace, after observing
and successful companies can afford. If some of this infrastructure
first-hand that women are just as capable. I have seen great
can be made available publicly, or through cooperation between
improvements in the past two decades, and am optimistic that the
smaller firms, company size will no longer be a barrier to
mindset among the younger generation appears to be changing.
benefitting from a diversified workforce.
In perhaps a few years, young professional women will be able
Today Japan has amongst the lowest levels of representation
to flourish in their careers. With more mentors at senior levels,
on boards and executive committees in Asia (see also "Cost-
competent, professional women may also begin to take seats in
Benefits of Diversity and Inclusion"). I believe that with effort
the boardroom while also having a family – without this being
made by all parties – companies, government, men and women –
considered a privilege.
we can improve the current situation.
Georges Desvaux of McKinsey indicated in his presentation at the BDTI event that there is evidence of a strong correlation between the success of a company and the number of women in leadership positions. Although correlation does not mean causation, the arguments that he presented on why companies should pay attention to women in senior management do suggest that effort made for gender diversity is worthwhile for business.
Mikki Tomoeda President, Taneaux. After graduating from the University of Toronto in 1989, she spent 11 years as a systems engineer and more than 12 years in management consultancy, focusing mainly in the area of IT governance and IT management of multinational corporations in Japan. Currently she is in the preparation phase of a new business related to children’s education.
11
COMMUNITY NEWS
JAN-MAR 2013
Get to know the latest news and updates within the JHRS Community.
Kuala Lumpur calls HR Business Leaders Global HR Excellence Conference The HR Agenda Originally written in English
More than 200 businesses and HR leaders from approximately
She emphasized how conscious leadership plays a key role in
40 countries flocked to the Global HR Excellence Conference
transforming business for organizations, as well as the role of the
last Oct. 29-31, 2012, at the Hilton Kuala Lumpur Hotel in
HR leader in building leadership bench strength.
Malaysia. Organized by marcusevans and endorsed by The Japan HR Society (JHRS), the conference was attended by leading
Stream three: Performance and Rewards
international companies such as Google, Facebook, UBS, DHL,
In this stream, Lim Chee Gay, the VP for Human Resources at
Procter & Gamble, DELL and other progressive organizations.
T-Systems, Malaysia, delivered a presentation titled, “Structuring
HR leaders and practitioners from these organizations delivered
an Attractive Compensation and Benefits Package to Appeal
expert presentations, offered case studies and lead highly
to Gen X, Y, and Z while Retaining the Older Generation.”
interactive panel discussions (please see the center photo spread
Participants learned the art of creating more flexible packages
in this issue).
through a combination of both monetary and non-monetary
The first two days of the Conference included a choice of
perks and benefits. Gay also discussed how to design a bonus model in alignment with the organization’s objectives.
three streams: •
Stream one: Talent and Capability Development
•
Steam two: HR Transformation
•
Stream three: Performance and Rewards
The third day was a full-day Leadership and Change Management Course led by world-renowned management consultant and author Ric Willmot of the Executive Wisdom
Stream one: Talent and Capability Development JHRS Chief Community Officer, Jun Kabigting, MBA/MS/ HRMP, participated under Stream One: Talent and
Consulting Group. The course, founded on change management principles, provided participants with new leadership strategies to survive and thrive in the current economic climate.
Capability Development, with a presentation
In today’s environment, the role of
entitled: “Cracking the Talent Market: A
HR is evolving from its customary
Case Study on Why Japan is the Hardest Country in which to Recruit Talent
administrative role to that of a more strategic business partner or even a
and How you can Win the War
business
leader.
The
next
for Talent in Japan.”Kabigting
generation of HR professionals
gave practical strategies to find,
must step up a notch or two
attract, and retain top talent for
from their traditional role
Japan-based organizations.
by acquiring more business knowledge,
aligning
Steam two: HR Transformation
supporting
the
strategy, and instituting global
Cheryl Ann Wong, Past
HR standards and practices to
Immediate HR Director of British American presented
Tobacco,
Malaysia,
“Transforming
the
Business Through Conscious Leadership" under Stream Two: HR Transformation.
12
and
business
help their organizations achieve high performance and become leaders in their respective industries.
2013
5TH GOLD SYMPOSIUM
reflect • renew • reinvent
DRIVING INNOVATION THROUGH INCLUSION
Friday, March 22, 2013 • InterContinental Hotel, Los Angeles, CA This symposium will bring together influential leaders from Japan and the U.S. to share their insights into business advantages gained through the execution of the “Diversity & Inclusion” strategy.
Benefits • Find new ways to build inclusive organizations that drive innovation and deliver results • Discover creative leadership tools and skills required to be successful 21st century leaders • Hear innovative social entrepreneurs share best practices and create new possibilities • Make meaningful connections with business and professional leaders across the Pacific • Be inspired by and learn from speakers and colleagues from a broad range of industries and geographies
Who should attend Current and future corporate, business, academic, non-profit and entrepreneurial women and men leaders who value international collaboration and wish to expand their networks. Registration Fee Early Bird (before 2/15/2013) $200 Regular Registration (after 2/16/2013) $250 Students $150 Speakers (Partial List)
Hon. Aida M. Alvarez Former Administrator U.S. Small Business Administration Member President Clinton’s Cabinet
Yasufumi Hirai President and General Manager Cisco Systems G.K. Japan
Deborah L. DeHaas Vice Chairman and Chief Inclusion Officer Deloitte LLP
Toshihiro Nakamura Co-Founder and CEO Kopernik
Hosting Organization
Global Organization for Leadership and Diversity Founded in 2006, GOLD is a Los Angeles based non-profit organization dedicated to developing global women leaders and building leadership bridges across the Pacific.
Corporate Sponsors:
To register online or for more information, please visit: www.GOLDleaders.org
JAN-MAR 2013
F E AT U R E S TO RY
HR Business Partnering The What, Why and How An Interview with Intel's Kevin Reynolds The HR Agenda Originally written in English
The term “HR Business Partner” or “HRBP,” was popularized by HR guru David Ulrich back in 1997. The role has taken hold. More and more Chief Human Resources Officers (CHROs) are relying on their HRBPs to drive HR strategy in the business units and to be the face of HR with their internal clients. The HR Agenda interviewed Kevin Reynolds, HR Director, Intel Japan to find out more about why the HR Business Partner role has become so key and how it connects to his own basic HR philosophy.
“HR must give value or give notice.”
– Dave Ulrich, HR Guru and Best-Seller Author, The HR Value Proposition HRA: Tell us a little about yourself. As an Englishman, how
passion is guitar playing. I’m not that great, but if any of you have
did you end up in Tokyo and how did you get to where you are
seen the Deja Blues band playing at What the Dickens in Ebisu…
now in HR?
that’s us!
I have lived in Japan for about 20 years. I arrived with a rucksack on my back and no idea where I was going to stay on my
HRA: Why is it that many Chief Human Resources Officers
first night in Tokyo. But, somehow I figured it out and began life as
(CHROs) are relying more and more on HR Business Partners
an English teacher, then a business skills trainer with Globalinx,
(HRBPs)?
before moving on to Intel Japan as the training manager. I then
To me, the reason behind this lies in HR’s evolving role to
spent a few years with Maersk Line Japan as the HR Director, and
create an organization that can “win” in the market place. At the
now I am back with Intel as the HR Director here. My hobby/
minimum, that means ensuring the business has the right people
14
internal role (e.g., starting in sales or customer service and then rotating through the process improvement department).
Kevin Reynolds
2. Leadership: HRBPs need to identify human capital challenges in a business unit and be able to propose
HR Director at Intel Japan.
Originally from London, he has been in Japan for over twenty years. He started life in Tokyo as an English teacher, then a business skills trainer, before moving into the HR world with Intel. He lives in Yokohama, and enjoys guitar playing and dreams of one-day writing a best-selling novel about … well, maybe one day you’ll be able to read it for yourself.
alternative solutions to problems. 3. Presentation and communication skills: HRBPs must be strong presenters, being able to communicate not only to individuals but also to the entire organization. 4. Conflict Resolution skills: HRBPs need to be able to successfully intervene when needed. They also need to be able to handle their own conflicts, which sometimes can arise when they have to say “No” to a line manager! Other competencies that are sometimes assumed but not always accounted for include the ability to: Understand and use metrics/key performance indicators (KPIs); Analyze business unit data; Transactional Knowledge; Record keeping; Workforce
in the right place to drive the business strategy and achieve
management knowledge; Compensation and benefits; General
business goals. At the maximum it means partnering with the
HR Knowledge such as Labor Standards Law (LSL)…. Well, the
business managers, in other words, understanding the business
list could go on and on, but let’s leave it there for now.
and presenting business solutions to them, sometimes before they are even asking. I've mentioned the word “business” many times. I can’t stress strongly enough how important this aspect of the HRBP role is.
HRA: How can HRBPs be more successful? This is a short question with a long answer, and as we don’t (yet!) have time to write a book, let me quickly summarize this by saying:
HRA: What do you see as the main roles of an HRBP?
•
Actually, an HRBP has 4 main roles: 1.
Strategic Partner: designing and implementing HR
without constant supervision (I’m a big believer in this); •
strategies/responses to meet business challenges; 2.
Emergency Response: Immediate fixes to urgent issues;
3.
Employee Mediator: Conflict resolution;
4.
Operations Manager: Policies and procedures.
The HR Director needs to empower the HRBPs to act HRBPs need to use their own initiative in their role, but also to develop their own competencies;
•
They need to take HR to the business rather than just waiting for line managers to ask for help;
•
They may need help and support from the HR Director and Country Top when a line manager says: “I don’t
Although transactional activities remain important, it is in
need HR, I do my own HR stuff.” (I’ve seen a few cases
the Strategic Partner role that HRBPs have their greatest impact on the business. However, research indicates that HRBPs typically spend only about 15% or less of their time in this role, and around
like that!); •
But, overall the biggest thing is to understand the business.
50% of their time as an “Operations Manager,” despite the efforts by many companies to outsource these tasks to a shared service center.
HRA: Why are you in HR or what interests you about HR? Basically I want to support people and companies to achieve their full potential (myself included). This can happen inside or
HRA: What competencies do HRBPs need to be more effective?
outside the office. I also want to show people (myself included!)
Again, I would focus on four key areas: Business knowledge;
how our thoughts and beliefs shape our actual real world
Leadership; Presentation and communication skills; Conflict
experiences.
resolution skills. 1. Business knowledge: HRBPs ideally should have 3 or
HRA: What is your HR philosophy?
more years’ business experience. Ideally this should
In my view, the fundamental goal of HR is to be a recognized,
be partly in a customer facing role, and partly in an
value-adding Business Partner that builds a high-performing 15
HRA: As an HR professional, what is the greatest HR challenge you have encountered so far? What about your biggest achievement? One of the biggest challenges involved the time when Maersk Line integrated P&O Nedlloyd. This was one of the biggest acquisitions by any organization that year, and we all had to work very hard to get it done. We faced many challenges, not only in terms of on-boarding our new colleagues, but also in integrating the two different cultures and associated business processes. (See also "HR Business Partnering: The Global Hokey-Cokey".) Actually, that probably also ranks as my biggest achievement. Or, maybe my biggest achievement is that seven of my previous direct reports are now HR managers in their own right. Probably they just did the opposite of what I did, which is why they became successful! organization that wins, leads the market & enables growth. In other words, HR needs to support the business to implement its strategy and achieve its objectives. We should
HRA: What do you think is the current state of the HR profession in Japan and how do you see its future?
measure ourselves by both business and people results. Meaning:
It’s hard to find good, bilingual professional HR people who
revenues, profitability and efficiency, as well as employee
can think strategically, instead of focusing on the administration
engagement, leadership survey results, and so on.
side of HR. I think there are a growing number of capable people in this area, but there is a still a shortfall.
HRA: What do you think is the most important role of HR in the organization? Just one?! That's tough! But I can narrow it down to three: 1. Recruiting the right people and making sure everyone has training/development opportunities;
16
HRA: What suggestions can you give to other HR professionals to be successful in their careers? Work in the business for a few years, either as a new hire or on an internal rotation. Find out what it’s like to be a salesperson
2. Developing leadership at all levels;
dealing with a customer; learn how to do market research; work
3. Building employee engagement. I call it “6R;” Right
on a project to re-design a product; get yourself a role in your
Person, Right Position, Right Mindset, Right Capability,
company’s strategy office. In other words, develop business
Right Organization and at the Right Time. It’s easy to
acumen. It will help you and also your company to be more
write about, but harder to actually do!
successful.
JAN-MAR 2013
Filing Rules of Employment QUESTION: I heard that when a company submits new or revised Rules of Employment (or work rules) to the relevant Labor Inspection Office, the approval can be done on-the-spot and takes less than hour. Is this true? What is the correct procedure for filing new or revised work rules?
— Regional HR manager of an IT company Originally written in English
ANSWER:
Originally written in English
While it was once the case that Rules of Employment had to be approved by the relevant Labor Inspection Office, that is no longer necessary. Now, Rules of Employment are simply filed with the Labor Inspection Office, a process that does not take long to accomplish. After the rules have been filed, however, they may be reviewed by the Labor Inspection Office at some point. If they do not conform with the requirements of the Labor Standards Law, the company can be required to amend them – but this very rarely occurs. The Labor Standards Law details what information needs to be included in Rules of Employment, without being overly prescriptive, so it is actually rather difficult to construct rules that don’t meet legal requirements.
The union/employee representative does not need to explicitly approve of the rules, but rather confirms that consultation has taken place. When Rules of Employment (either new ones or amended ones) are filed at the Labor Inspection Office, there is a form that must accompany the rules. This form must bear the company’s official seal as well as the seal of a union representative or, in the absence of a union, the duly elected employee representative, which confirms that the employees, via their representative, were consulted regarding the content of the rules and/or amendments. The union/employee representative does not need to explicitly approve of the rules, but rather confirms that consultation has taken place. There is a blank on the form for the union/employee representative to write in comments, and this is where any disapproval or objection to the rules should be written. This opportunity gives the company the incentive to come up with rules that are reasonable from the employees’perspective.
Introducing our
Panel of Experts Legal Questions? If you have legal questions relating to HR practices, or would like to become a member of our panel of legal experts, please contact us at hrclinic@jhrs.org.
Vicki Beyer
Recruiting & hiring; benefits programs; termination; retirement; employee relations; discrimination & diversity; non-competition; investigations & disciplinary matters.
Toby Mallen
17
Atty. Vicki Beyer is an in-house lawyer and former legal academic with over 20 years of experience in Japanese employment law and over five years experience across eight other Asian jurisdictions. She holds a J.D. from the University of Washington and a LL.M. in Corporate and Commercial Law from Bond University.
Doing business in the U.S.A.; labor and employment; real estate laws.
Jiro Oyama
Corporation laws; intellectual property laws.
Grant Stillman
Law of international organizations and trade. Disclaimer: The advice, views, and/or opinions expressed by the author(s) in this section are for general informational purposes only and do not constitute legal advice. Individuals requiring legal advice are encouraged to engage a qualified legal professional.
JAN-MAR 2013
High-Powered Ways to Develop High-Potential Executives Knowledge@Wharton
Senior executives on the fast track used to be groomed through an internal development process that gave them a deep understanding of the existing business and culture. With fundamental changes in the business environment, the executive development path increasingly leads into new territory far beyond the current experience of the corporation. As the requirements for successful business leadership have changed, so have the approaches to developing senior business leaders. “The global marketplace is complex,” says Jane Hiller Farran, senior director of corporate programs in Wharton Executive Education, who has helped develop programs for thousands of
New Demands of Leadership Among the distinctive qualities companies are seeking in modern leaders are:
high-level executives at corporations around the world. “The
•
risk-taking
pace of change is dramatic. Companies can’t always internally
•
courage
marshal the type of development experience they want to offer.”
•
ability to make teams work
•
cross-cultural awareness
•
creative thinking
A New View of Leadership The qualities sought in today’s leaders are very different
•
tolerance for ambiguity
from those needed in the past. Where the emphasis was once
•
understanding organizational and system dynamics
on strengthening traditional management disciplines such as
•
flexibility
finance, accounting, marketing and strategy, the focus today is much more on the personal qualities that are just as critical to organizational success in an age of rapid change.
18
Top executives often fail to see that, in this environment, unconventional employees can be strong potential leaders even
if they don’t fit the traditional corporate mold. For example, one
High-Velocity Education
senior executive had been branded as an oddball and renegade
What education is needed to prepare top executives for the
in the firm. “The company couldn’t figure out what to do with
new demands of leadership? Among the approaches used in
him,” Farran says. “But when the CEO came in for part of the
programs for senior executives are:
executive program, he realized that this individual would be ideal to manage some of the rapidly changing businesses that require a whole new perspective on the business.”
Experiential learning: The most significant lessons for high-level executives are not
In addition to honing business skills in finance, marketing,
from book knowledge but from experience. “They are so used to
technology, mergers and acquisitions, operations management,
being successful that they rely heavily on their own experience," Farran said. "Faculty cannot preach to executives. If you want to
executive development programs need to go deeper ... they need a systemic perspective to understand the dynamics of the entire organization. supply chains and other areas, executive development programs need to go deeper. They need to examine leadership through three lenses: individual, team and organizational dynamics. Leaders need a deep understanding of their individual strengths and weaknesses. They also need to understand how best to design and work in teams and other groups. Finally, they need a systemic perspective to understand the dynamics of the entire organization. Deeply ingrained attitudes toward authority, for example, have a tremendous impact on how executives behave as leaders and subordinates. One group came up with great ideas in an executive program, “but they turned to Jello when they had to press their case with top executives of the firm,” Farran said. Development programs also can foster interdisciplinary perspectives – from outside experts and across divisions in the firm. In the course of one program, executives at one firm realized that a very large deal, which was almost lost, could be salvaged through the relationships across divisions established
teach someone more tolerance for risk-taking, you can’t design a program where faculty have all the answers. You need to model what you are trying to accomplish in the program.” Real-Time, Real-World Links: Development programs should be focused on addressing real-time issues in the organization. Executives also need opportunities to bring the learning back to the broader organization. An On-Going Process: Executive development is not a discrete event but an ongoing process. There should be interim meetings and follow-up after a year or 18 months to discuss progress and address new challenges. Personal Challenge: Change results from challenge, and programs need to shake up the participants. One way this is done is by having outside executives present a view of dramatic changes in the industry followed by presentations by the company’s senior executives on the firm’s current strategies. A gap analysis usually reveals serious challenges and key levers for the future.
during the program. “It’s magic what happens when you get these really bright, capable people together in the same room,” Farran said. “They recognize competencies, resources and individuals in the company they didn’t know existed.”
19
Editor’s Note: This article is an authorized abridged version of the original article.
19
JAN-MAR 2013
H R S T R AT E G Y
Forget HR Strategy! Clive Tanaya-Bloomer Founder, Concierge HR International Originally written in English
Having spent my career designing, developing and delivering the HR agenda for global financial institutions and leading multinational companies (MNCs), I have often been asked to provide advisory services or participate in seminars on HR strategy. For some HR practitioners, their life quest seems to be aimed at owning and managing this mystical element they believe will bring them to the top of their profession and give them an automatic “seat at the table.” Allow me to be a little controversial here and state: “There is no such thing as HR strategy.” OK, tongue was firmly in cheek when I wrote that, but the point is businesses have missions, and develop a corporate/ business strategy and ultimately a business execution plan to achieve that. Until the day when machines completely remove the need for human activity in the business model, business strategy will undoubtedly have a human component. Many HR professionals take the misguided step of trying to extract the people element of business strategy and manage it as a separate function. Big mistake! HR professionals should leave the people element where it is and become part of the business management
that focuses on the company’s strategy as a whole. Almost all aspects of business have a human element and by extracting it to be managed separately, HR diminishes its role in contributing to the success of the company’s strategy and potentially excuses itself from that seat at the table. The second mistake I see HR professionals make is taking the people element of business strategy and subdividing it into silos of activity, further removing it from the business strategy it aims to serve. Admittedly one cannot be an expert in all things and having HR specialists focus on researching and refining an offering within the wider HR discipline is often necessary. But these silos frequently take on a life and political aspiration of their own, even in conflict or competition with other centers of excellence. Each silo competes to gain business attention and not only confuses but actively alienates the business from the HR function. HR, in many organizations, has developed a structure of HR business partners (who guard access to their business clients better than high-security jailers), HR centers of excellence (who become so self-absorbed with their discipline that they forget
An Integrated Human Capital Management (HCM) Framework INTEGRATED TALENT MANAGEMENT STRATEGY WORKFORCE PLANNING
TALENT ACQUISITION & ONBOARDING
BUSINESS ALIGNMENT
PEOPLE/ OD/ HCM AGENDA
CAREER & SUCCESSION MANAGEMENT PERFORMANCE MANAGEMENT TALENT & KNOWLEDGE INFRASTRUCTURE COMMUNICATION & ENGAGEMENT STRATEGY
20
BUSINESS RESULTS
GLOBAL TALENT MOBILITY
TALENT DELIVERY
MANAGEMENT & LEADERSHIP DEVELOPMENT
METRICS & ANALYTICS
CAPABILITY & COMPETENCY MANAGEMENT
TOTAL REWARDS
BUSINESS STRATEGY
STRATEGIC • OPERATIONAL • DEVELOPMENTAL
what their purpose is), and, most recently, shared services (frequently hidden away in some backwater when their role is critical to the people agenda). At the so-called HR strategy level, this may seem an appropriate operating model but, if one is not careful, it can and often does create firewalls and dysfunction. An integrated human capital management (HCM) framework, taking its direction and lead from the business strategy, can overcome these problems. With the overt acceptance that the people agenda (read “HR strategy”) is a vital element of business strategy and that an integrated HCM framework serves and adds value to this engagement, then the silos of HR expertise have as their aim the support of each other with a common goal of meeting the needs of the business strategy. As the demands of companies further place people at the center of the organization, and the emerging technologies – cloud, mobile, social and analytics – have the potential to re-craft the HR offering, it is time for HR to engage with the business rather than look to extract its perceived domain. United we win. An Integrated Framework Model So how does one create an integrated framework model, one that is totally aligned with the business, and that drives the development of HR functional excellence while remaining an integrated and cohesive offering in support of business capability, development and execution? The answer, I have found, is in the engagement of the business and HR, as one collective, in the creation of the people agenda and the collaborative activity of framework design. Frameworks are made up of the building blocks of functional delivery. Business managers, being mostly action oriented, can and do engage with
them readily. In so doing they commit themselves and the wider organization to a people agenda which they have been active in creating. This underlines the concept that many, if not most, of the elements of a people agenda are a shared responsibility of the organization, the management and the employees. As a tool, I frequently have all the main elements printed on magnetic strips, plus some blank ones for additional suggestions. See the example of a framework for an integrated talent management program above. Each element has significant additional activities behind it, driving additional framework design. I use the framework building blocks (magnetic strips) to engage businesses in defining their people agenda and linking that agenda back to the business model and value propositions. Typically, I am able to involve the business leaders in the level 1, 2 and 3 frameworks and then HR has a mandate to develop further frameworks derived from these. It is all about collaboration and generating active participation and support rather than HR going it alone with ideas that often are not driven by the business need. This particular framework has had success in bringing an organization together in defining its agenda and, most importantly, in cementing the support for it.
Clive Tanaya-Bloomer is a human capital strategist and international HR thought leader who has senior management experience with global financial institutions and leading MNCs spanning five continents. Founder of Concierge HR International, he is currently engaged in leading Japanese corporations in the effective development of their global capability.
21
JAN-MAR 2013
ASK HR
Andrew
& Y o s h i ’s
AskHR Helping you solve your people issues.
Ask Andrew & Yoshi: email us at AskHR@jhrs.org
Japan HR Certification Credentialing System Do you believe that we need a credentialing or certification system for HR professionals in Japan? Why or why not? Personally, I don’t believe in such a system, but I’m interested in hearing your thoughts.
ANDREW SAYS… Originally written in English
Thanks for the question. Accreditation or certification is common for many skills and industries, and often complemented by industry groups and organizations. I see this type of infrastructure as useful for the following reasons: • To give people an opportunity to share and learn from others; • To set and provide minimum standards/ build common practice; • To improve standards and encourage innovation; • To train people and recognize the skills they gain; • To create tools and processes for people to implement in pursuit of a certain standard. These are a few things that come to mind - I am sure you can think of more. A quick look through the list above makes clear the benefits of having some form of accreditation for any industry or discipline. In HR many organizations that work in these areas offer opportunities for people to build their HR skills (JHRS is an example in Japan). In this case, certification or accreditation is a form of recognition that people (and their employer) have invested their personal time (and usually money) in studying and building their understanding of HR philosophies and practices. 22
All of the above encourages practice that leads to mastery – constant trial, testing the theory, philosophy and ideas. As with some of our previous questions, this one is asked in the context of Japan. However, similar to my answers in the past, I feel that the above benefits apply to Japan, as well as the rest of the world. The need to set standards and build skills is the same wherever you work. Final comment: I personally have no recognized HR qualification. My skills have been built through ongoing corporate training and practice, as well as through networking with external HR forums. For me, external organizations are a source of challenges and current (or best) practice. My move into HR in the 1990s followed more than 10 years of experience managing people, teams, functions and myself – this was how I built my people skill. In other words, core skills can be built in a variety of ways to suit an individual’s needs, preferences and circumstance – accreditation is one way.
Andrew Manterfield Executive Coach and Senior Consultant, SudaManterfield Andrew has an innate belief in people and their desire and ability to achieve more. His purpose is to find the greatness in every person he meets and to ensure that greatness lives and breathes every day and is fulfilled. He has worked in the global FMCG industry for over 27 years for Diageo Plc, the world’s biggest adult drinks company. Andrew has over a decade of director-level experience in both human resources and sales. He has lived and worked in Japan, Australia, and the U.K., and he has worked with organisations across Asia, Latin America and Africa.
YOSHI SAYS…
Originally written in Japanese.
Thank you for an interesting question. Do we need an HR certification system for HR professionals or practitioners in Japan – like HRMP or HRBP, or even master’s degrees in HR? While I usually give a straight answer, this time I would like to respond to your question from several different angles. 1. In Japan, do we have a large number of HR organizations looking to maximize their HR expertise via learninggrounded HR theories and principles in addition to practices? What percent of HR organizations in Japan have sent their key HR managers to any institute for education in HR? My guess is less than 0.1 percent. So, the need for an official HR education might be nil in Japan. 2. Do Japanese companies make significant efforts to recruit people with HR certification or credentials? While I know many HR directors and managers with HR-related master’s or doctoral degrees in the United States, I know only a small number in Japan. You could say that the trend of HR credentialing has not yet arrived in Japan. Will it ever come? I’m not sure, when I consider the education system, recruitment system and career development philosophy in Japan. Personally, however, I joined the American Society for Personnel Administration (ASPA), the predecessor of SHRM, at the recommendation of an HR management professor when I was studying in the U.S.in 1979. 3. Do HR organizations in Japan hold standardized HR competencies to maximize HR contributions? Although there are many programs and systems run by great people, the vast majority of HR organizations in Japan do not have a standardized set of HR competencies that cover HR values, strategy and framework, grounded HR/HR-related theories, HR functional skills, research-based practices, etc. Although to be fair, my previous employer P&G asked the OE College and the HR College to enhance organizational development and strategic HR management capabilities. 4. Do we have a need to increase HR expertise in Japan? My answer is definitely “yes.” Many HR practitioners in Japan lack a theoretical base to support their HR plans and programs. Thus, their plans are ineffective and inconsistent. Or they ask HR consultants to develop and implement new trends almost blindly, resulting in increased employee dissatisfaction. If HR practitioners were educated in research-based grounded theory and tested practices, they could improve their contributions to both business and their organization. 23
5. If HR certification were introduced in Japan, would HR practitioners study and obtain HR certification and credentials? I think some people would take initiative to improve their HR expertise and increase their market value in this tough economy. 6. Lastly, do we need an HR credentials and certification system? My answer is “Maybe.” Even though there are limited needs from an organizational perspective and Japan does not have postgraduate HR programs for recruiting or career development as in the West, we do have HR practitioners who strive to advance their knowledge and expertise. An HR certification system can help these practitioners, but only if the system comes with an education/learning & development program like the HR Certification Institute (HRCI)'s HRMP, HRBP, and SPHR. A mere certification system will not work. At least, the existence of such an institute for HR professional certification can increase the awareness of necessary HR competencies among HR practitioners. 7. To my best knowledge, no one has tested ROI for being certified in the HR profession, so we do not know how much the certification would be worth. But, as Japan is moves away from the life-time employment system, portable skills and certification such as HRMP, HRBP, GPHR, PHR and SPHR will be beneficial for those who are committed to being an HR professional – especially in an economy with global job mobility. Just food for thought – and thank you for the opportunity for thinking about this interesting topic.
Yoshiharu Matsui President, HPO Creation, Inc. Yoshi specializes in leadership and organization development leveraging his more than 12 years of marketing experience and 12 years of HR/OD experience. He provides executive coaching, leadership development, organizational change, and marketing and sales development to help clients strengthen their business performance, organizational health, and employee engagement. He has a BA in intercultural communication from Kita-Kyushu University and an MBA from Northwest Missouri State University. He is currently working on his doctoral degree in organization change at Pepperdine University.
Disclaimer: The answers, opinions, or viewpoints expressed by Andrew and Yoshi are their own and do not necessarily represent the general views and sentiments of The Japan HR Society and its members, Secretariat, friends, and supporters. In addition, the answers, advice, or opinions expressed by Andrew and Yoshi are for informational purposes only and are not meant to substitute for legal and/or financial advice from qualified legal and financial professionals.
23
JAN-MAR 2013
TA L E N T M A N A G E M E N T
Mind the (Generation) Gap
Managing the Mix of Young Workers and Seasoned Veterans Stephenie Overman Contributing Editor, The HR Agenda Originally written in English
An aging population and the relatively small influx of young workers present Japanese managers with hiring, retention and diversity challenges. This means that for companies to move into the next generation, they need not only to hire excellent younger workers, but also encourage the effective transfer of institutional knowledge from experienced workers to newcomers. International consultant and author Bruce Tulgan offers insight into these processes. Tulgan is the author of “Managing Generation X,” “Winning the Talent Wars,” “Not Everyone Gets a Trophy: How to Manage Generation Y” and “Managing the Generation Mix.” He notes that in Japan “the age bubble is more pronounced and the shift in attitudes and behavior is more explicitly a break with longstanding cultural traditions” when compared with the United States or in other Western countries.
This view is corroborated by the 2010 Basic Survey of Human Resources Development from the Ministry of Health, Labour & Welfare, which found that 27.4 percent of Japanese businesses are concerned about the successful transfer of skills when the babyboom generation retires. Hiring and Retaining Younger Workers Employers often make a common mistake when trying to hire young people for fairly unappealing jobs. Tulgan says companies will try to turn the recruiting process “into an elaborate sales pitch” that eventually backfires. The problem with that, he says, is that prospective employees get the wrong idea about the job. Then, “the new employee is quickly disappointed that the job is not as advertised. In months, sometimes just weeks, the person is unhappy and frustrated. The most common thing we hear from the new young team members is, ‘That’s not what you told me in the interview.’” Another factor is the demand and supply on different ends of the talent spectrum. On the high end of the talent spectrum–in areas such as health care, high tech and accounting–the demand for highly-trained professionals is outpacing supply. However, on the lower end of the talent spectrum–for example, in retail, hospitality and cleaning services–employers find a much wider pool of potential employees. It may be easier to find qualified applicants, Tulgan says, but “the problem on this end of the spectrum, employers often tell us, is that the quality and skills of employees in their labor pool are not up to the level they need.” Managing the Mix Once young employees are hired, the employer’s challenge is to manage the diverse cultural mix of the generations.
24
Historical experiences affect a generation’s views, but historical experiences are not the same from place to place, notes David Creelman, CEO of Creelman Research and author of “Untangling Global Generation Gaps,” a Silk Road e-book. “In the West, boomers grew up in a time of expansion and easy prosperity, whereas gen–Xers lived in the shadows of the boomers. In Japan, the difference between those born just after the war and the younger generation is that the older generation grew up in a nation that was poor and weak whereas the latter grew up in a Japan that was rich and strong.” It is natural for different generations to feel discord, according to Creelman. “The old feel the young are not sufficiently respectful. The young feel the old are slow–moving and trapped in the past.” At the same time, Creelman believes that HR can change those negative feelings to positive ones. He recommends separate meetings with representatives from each generation to discuss how they perceive themselves and how they perceive the other generations–their own strengths, possible blind spots and limitations–as well as those belonging to the other groups. “This tack creates a safe place where people can think in an unfettered way and articulate what they feel,” he says. The next step is to bring the groups together and “share all the positive stuff associated with each generation, explaining what each group values in the others.” Finally, “representatives of each group discuss the possible limitations and blind spots of their own generation and the ways in which they might need the talents and perspectives of the other groups.” This approach defuses tensions and encourages an expanded appreciation of other generations. Transfer of Knowledge Yet another challenge is successfully managing the transfer of knowledge from the older generation to the younger one. Knowledge transfer is a “huge strategic issue,” according to Tulgan. “But it can’t just be brain–to–brain transfer because those younger brains can always walk out the door.” The key is capturing knowledge transfer in tangible assets that the organization owns, controls and can deploy as just–in–
time learning resources in the future. Such tangible assets include answers to frequently asked questions, step by step instructions, standard operating procedures, and best practices. “Ideally this kind of information can be put into easily searchable information in menu–driven formats in text, audio and video,” Tulgan says. “Our research shows that short format videos–featuring older more experienced people sharing lessons– are especially effective for knowledge transfer to the youngest least–experienced people.” In other words, for an organization to successfully move into its own next generation, it must hire the right talented young workers who can work effectively with seasoned veterans. And it must engage those older, more experienced workers in the ongoing process of knowledge transfer.
Stephenie Overman is a contributing editor to The HR Agenda. She is based in the Washington, D.C. area and is author of “Next-Generation Wellness at Work.”
ec.
D
25
, 05
12
20
JAN-MAR 2013
HR BEST PRACTICE
Looking for Hard Results? Learn Soft Skills Yumiko Shito Vice President of Corporate Services, Morgan Stanley Japan Group Co., Ltd. Originally written in Japanese
Used skillfully, the touch of soft skills can be as light as a snowflake, almost imperceptible. Yet, like the quite piling of snow, the results can be immense. Soft skills such as self-awareness, strategic reasoning and integrative negotiation form part of the intangible assets of an organization. In this article Yumiko Shito talks about the skills that keep middle managers moving up. She also highlights the long-term value these able negotiators bring to the company with their mastery at achieving immediate results in a way that also aligns with the big picture perspective. Moving up from playing on the team to managing the team takes more than just hard skills. You also need to be able to communicate and negotiate effectively. Why was that Person Promoted Ahead of me? Have you ever wondered why some people get moved up through the ranks in an organization faster than others? Up to the position of middle manager, many people perform well both as a team player and polished professional using hard skills to produce results. However, once in middle management, hard skills alone are not enough. Hard skills are tangible skills, such as an MBA, multilingual abilities, or other career-related qualifications that make people stand out. These hard skills and the results achieved with them are recognized in the market and organization. What Skills do Middle Managers Need? Making a transition from being a “professional player” to a “playing manager” or “global leader” requires soft skills such as effective communication, strategic reasoning ability and self-awareness. Soft skills are essential to enhance personal relationships, business performance, and market and organizational value. Many organizations have come to recognize the importance of soft skills in increasing their competitive advantage.
26
Win-win Negotiations A perfect example of an essential soft skill is the ability
Three communication tools can help do this: 1. Active listening
to negotiate. Negotiation requires effective communication,
2. Passive listening
strategic reasoning and judgment. These skills are useful not only
3. Powerful questioning
in dealing with clients, but also within an organization. Negotiations can be classified into two general types. So called "win-lose" negotiations are those that involve distributive
Improving communication skills and reasoning abilities in this way will develop win-win negotiation skills.
bargaining, where two parties compete for the same pie and
Benefits for a company are manifold as well. A company
prioritize their own profit. A more effective negotiation method
with managers that possess effective negotiation skills that lead to
is "win-win" negotiations, or those where the ultimate goal is
win-win outcomes can deepen its client base. More importantly,
making the pie bigger and building long-term favorable relations.
it can develop the managers necessary for team building and
If you acquire effective integrative negotiation skills that
team management, while developing global leaders who can
bring about win-win results, you will gain many benefits in
demonstrate their skills in constantly changing markets and
the process. The first is synergy, built from working together to
diverse environments. This can change the organizational culture
create something new that is greater than what either side could
and heighten engagement throughout the organization.
produce alone. Next is long-term mutually-favorable relations. Producing results that satisfy both sides creates trust between the parties and
The ability to conduct win-win negotiations is a powerful example of an intangible soft skill that can produce immense results.
increases the potential of becoming long-term business partners.
The ability to conduct win-win negotiations is a powerful example of an intangible soft skill that can produce immense results.
Yumiko Shito is a vice president of corporate services at Morgan Stanley Japan Group Co., Ltd. She is also a professional coach certified by the International Coach Federation based in the U.S. Her belief is “People’s growth is organization’s growth.”
Personal Benefits Engaging in negotiations that produce these kinds of results also brings about changes in individuals. One is gaining long-term perspective. As the big picture comes into focus, both the immediate desired result and the ultimate desired outcome become clear. The next benefit is confidence. This confidence is born from the ability to effectively convey thoughts and ideas to a party with different priorities. Finally, there is trust. Others will place more trust in you while their evaluation of you improves as well. Getting win-win results requires: 1. Focusing on what you have in common, not the differences. 2. Responding to the intrinsic needs, not the person’s position or relationship to you. 3. Sharing information and ideas. Negotiations are a complex communication process. Negotiators must understand more than just the other party’s goals and issues; it is also important to understand behavior, actions and emotions. 27
JAN-MAR 2013
EDITORIAL
HR Business Partnering The Global Hokey-Cokey Annette Karseras Editor in Chief, The HR Agenda Originally written in English
Whether you call it the hokey-cokey (U.K.), the hokey-pokey (U.S.A. and others), or the hokey-tokey (New Zealand), global savvy and inward-outward strategizing is no longer just for multinationals. Domestic companies too must learn enough moves to play both at home and away if they are going to be around to hear next year’s JoYa no Kane 除夜の鐘 bells toll to purge their yet-to-be-made regrets away. Make it your 2013 New Year resolution to tell your business unit about the ins and outs of going global! Learn to dance the Hokey-Cokey at JHRS’s ShinNenKai 新年会, with live music at the ANA InterContinental Hotel in Tokyo 01 Feb 2013, 18:30.
Don't just sing karaoke, learn to dance the Hokey-Cokey!
Some companies put their best foot forward during 2012, and leg sought to counter the strong yen leg leg 右 足 を 中 へ 次に 右足を 外へ 右足を また 中 へ 身体を 揺 すって 一 回り by extending their supply-chains overseas to reduce costs and remain competitive at home. Others put their proverbial foot in it, and didn’t. Asahi, Honda, Mizuho, and Sony were amongst those that began to learn this 2-step shuffle – adventuring into new markets abroad while also shoring up the domestic operations. Yasuhiro Satou confirmed at the end of December 2012 Mizuho Financial Group Inc.’s absorption-type merger aimed to consolidate its operations at home. This kind of domestic consolidation is essential to support global expansion. Mizuho is Japan's main advisor to companies on acquisitions overseas. Asahi president Naoki Izumiya has been particularly adventurous with recentleftpurchases including left Australia’s Schweppes, Brazil’s Shincariol, New left overseas arm arm arm Zealand’s Independent Liquor, and stakes in the Philippines’ San Asahi yearly increase in sales 身by体 を2015. 揺 す っ て 一 回 り 左 腕を 中 へ 次 に Brewery. 左 腕 を へ 左a腕56% を また 中 へ leg外 plans leg Miguel leg 右 足 を
中 へ
次に
右足を
外へ
右足を
また 中 へ
身体を
揺 すって
一 回り
Whoa-whoa the hokey-cokey!
Others too have dipped their hands deep into their pockets. left arm left arm left arm leg Marubeni Corp. made the biggest leg leg 次 ホー 身 体 を 一 回 りま た 中 へ そ れ で身 終体 わを り 左に 腕を 中キ へー・ポ ー 次キ にー を 右 左足 腕を を 踊り 外へ へ 左足腕 身 体 を 揺す すっ って て 一回 回り り 右 足 を 中 へ 次 に 外 右 をを 揺 一 foreign acquisition for a Japanese company in the first half of 2012 and, towards the end of last year, Softbank Corp. announced its massive $20 billion splurge to take over Sprint Nextel Corp. According to The Wall Street Journal, cash available to Japanese companies totaled $2.6 trillion in 2012, topping even the U.S.’s $2.4 trillion pot. How close is your company to leaving the frugal past decades behind and splurging out on a New Year’s corporate FukuBukuro 福袋 of surprise acquisitions? A merger or acquisition presents a firm with the opportunity to revive its business fortunes. The associated people-related challenges for HR can be immense, yet also immensely rewarding to seeleftthrough successfully. left In this talks about the merger between Maersk arm arm issue Kevin Reynolds left arm Line and P&O Nedlloyd as the biggest achievement say, Reynolds a 腕staunch supporter of HR business 左 腕of を his career. 中 へ Needless 次に 左 to 腕 を 外 へ is 左 を また 中 へ 身 体 を partnering. 揺 すって 一 回り 次に
ホ ー キ ー・ポ ー キ ー を
踊り
身 体 を 一 回り
そ れ で 終 わり
Knees bend, arms stretch, rah-rah-rah!
If your company does decide to join the rush, will you have had a hand in the deal-making? Think 次に ホ ー キ ー・ポ ー キ ー を 踊り 身 体 を 一 回り そ れ で 終 わり about it: As a business partner, what kind of transactions and what kind of HR transformation would you need ensure the successful integration of an already profitable overseas business into your current operation? (See side bar for what David Ulrich says.) A survey by i4cp shows an increasing role for HRBPs in the next five years. Interestingly, companies that were performing better predicted a larger increase, or a 53% growth in the business partner role, compared to 40% predicted by lower performing organizations. Either way, the future of HRBPs seems secure.
28
What is Human Resource (HR) business partnering? HR business partnering is a process whereby HR professionals work The Chartered Institute of closely with business leaders and/ Personnel and Development or line managers to achieve shared organisational objectives, in particular CIPD says… designing and implementing HR systems and processes that support strategic business aims.
What is an HR Business Partner (HRBP)? The HR business partner (HRBP) serves as a consultant to management on Human Resource related issues. The HRBP adds value by: ➢ Acting proactively as employee champion and change agent The Society for Human Resources ➢ Assessing and anticipating HRrelated needs Management ➢ Developing integrated solutions SHRM says… that may include international HR responsibilities. ➢ Sustaining an effective level of business literacy about their business unit’s financial position, its mid-range plans, its culture and its competition.
How can we be more effective as HRBPs?
David Ulrich says…
Run the HR function as if it were a business within a business. Develop a strategy: What is our vision, mission and value proposition? Develop structure to deliver the vision: How do we organize human resources for business? Transactions: • Shared service centers • e-HR • Outsourcing
i4cp says…
29
Transformation: • Centers of expertise • Embedded HR • Operational HR • Corporate HR
1. Provide strategic value by acting as performance advisors to the business. 2. Accurately diagnose business challenges and formulate innovative human capital solutions. 3. Combine in-depth business savvy with the ability to closely counsel and coach leaders of business functions on how to be more competitive and productive 4. Have robust conversations about people issues in the business. 5. Be a trusted advisor and strategic resource for business leaders 6. Drive organizational performance.
A decade and a half has passed since David Ulrich’s HR Business Partnering model gained popularity. Since then, global economic conditions appear ever more volatile while Japan’s domestic economy continues to stagnate. How has this 2-factor combination of volatility and stagnation impacted the kind of business challenges that Japan-based HR business partners must now work with? 29
Japan's Global Hokey-Cokey Gurus
Yasuhiro Satou Mizuho Financail Group CEO
Naoki Izumiya Asahi Group Holdings President
The hokey-cokey for HR is about organizing its own operations in a more business-like, rather than administrative way, as well as responding to the ongoing global business challenges facing their companies’ departments. So what are the priorities for transactional HR business? According to “70 of the most prominent CHROs in the some of the world's most recognizable companies,” i4cp notes that we should expect growth especially in shared services, employee self-service and, above all, in outsourcing with predicted growth of 125%. There are opportunities here for HRBPs to take advantage of economies of scale during global mergers or to investigate competitively priced outsourcing options overseas (see “Word on the Street” in our issue on Leaders and Leadership for countries to shortlist). Efficiencies in routine HR transactions are essential if HR is to develop more strategic business acumen. The Corporate Leadership Council found that HRBPs can drive HR-line support effectiveness most with strategic HRBP activities. These activities include anticipating talent needs before they affect business and using new business strategies to stay abreast of changing business needs. On this point, Kazuo Soga, Levi's HR General Director, says, “It is no exaggeration to say that the work of HR as a business partner equals organizational development”.
Global-Domestic Market Challenges for HRBPs Shigeo Aoyama, director at Fujitsu University, seeks answers that align both the domestic picture and the bigger global picture when he asks, “What kind of Japanese market operation does it make sense to sustain within a larger global framework?”
With domestic market growth saturated, how can we bring out the wild-side in our people’s character and get them to party abroad?! Kazuo Soga Levi's HR General Director
Genichi Tamatsuka Lawson COO
Shigeo Aoyama Business Training group leader Fujitsu University Director
A newly promoted director of sales at a Japanese company says provocatively, “This is a war zone not a waiting zone! We need to attack!!” He knows that he has a lot of work ahead of him. His predecessor oversaw five years of research into overseas markets but showed zero growth in sales. Why? The answer, he feels, is that while business might not be war in reality, there is a sense that the life or death of the company is at stake. “Japanese employees have a history of domestic SaKoku 鎖国 (national seclusion) in their DNA,” he explains “and that has inculcated a certain passiveness and polite hesitancy. For them, the level of courage needed to venture abroad is not so different from summoning the mettle for battle. Even when our people are assigned abroad they are reluctant to socialize with local colleagues. In the past business came to us.” he says, “We did not have to have ‘go-get-it’ spirit. But today, just waiting for enquiries is only going to perpetuate our 10-year stagnation.” His talent development question for HRBPs is “With domestic market growth saturated, how can we bring out the wild-side in our people’s character and get them to party abroad?!” Another sales related issue is raised by Zoltners, Sinha, and Lorimer’s article for the Harvard Business Review. They point out that, “the structure of the sales force needs to change over the life cycle of a product.” One way HRBPs can be proactive is to match talent management and workforce structure more closely with actual business life cycles. Downsizing in Japan has dilemmas (see Employment Laws in Japan) yet the principles of anticipation and alignment can be brought into play by HRBPs in innovative ways. Some in Japan are already aware they stand to benefit from possession and penetration of not just tangible, but also intangible assets of companies abroad. Genichi Tamatsuka, Lawson’s COO, embraces the inward-outward dynamic by touching the softer side of an organization’s culture in order to build business. He talks about “actively blending different cultures” (異文化 に積極的に溶け込み IBunKa ni SeKkyokuTeki ni TokeKomi) to create new markets as old ones become extinct. (See also Yumiko Shito’s article in this issue on soft skills.)
JHRS’ ShinNenKai 新年会
Place: ANA InterContinental Tokyo Date: 01 Feb 2013, 18:30
If you would like to be part of a conversation about how HR can help achieve better business partnering, please join us. For more details and to reserve your place please contact HRAgenda@ jhrs.org or register here.
The 1st JHRS HR Conference
Place: Tokyo, Japan (to be confirmed) Date: 30 January, 2014 Morning: Plenary sessions & panel discussions Afternoon: Concurrent sessions Evening: ShinNenKai 新年会 2014
HRBPs as the Buffer Between Global Benefit and Domestic Dealings In the Hokey-Cokey lyrics we “Shake it all about.” Does Tamatsuka's “active blending” mean shake it all about? Well, yes and no. Yes in the hokey-cokey zone! There needs to be a chance – for Japanese wild and brave enough – to step up and dance in overseas markets, experience sales pitches directly, negotiate dynamically, understand which time management and leadership styles work in other cultures. But, at the same time, if HRBPs are to champion global strategy, they also have to create an international buffer zone so that the sometimes inscrutable nature of Japanese business can be made explicit enough for other nationals to grasp. Onboarding new colleagues from another culture and integrating sometimes very different business processes requires HRBPs to interpret and reinterpret standards and procedures. These are the “process costs” of integration. The openness and flexibility to play with creative solutions needs a “child’s mind” that can look anew at previously taken-for-granted assumptions. The hokey-cokey zone allows HRBPs a safety valve to absorb these process costs, so the reverberations are not felt as a cacophony disruptive to domestic effectiveness. Do you have the courage to join the party and learn to dance the Global Hokey-Cokey?
Acknowledgments B. Byrtus, R. Yamada, A. Harada, J. Kabigting, J. Schnack, Y. Takada
31
Annette Karseras is a coach and training consultant who develops leaders and teams at all levels of the organization. Annette has trained with the Coach Training Institute (CTI) and the Society of Organizational Learning’s Systems Perspectives. She also delivers Global Mindset and Communication Intelligence courses at Japan’s top universities. Her master’s degree is from Leicester University, UK.
• Call for presenters • Exhibition space for HR service providers • Sponsorship opportunities
Let me answer it.
Contact us!
Yokohama Partner Law Office
tel 045-680-0572 fax 045-680-0573 email oyama@ypartner.com
http://www.ykomon.com
32
33
33
34