HRM STRATEGY FOR GLOBAL LEADER in

Japanese companies

Kim Jinwook - KoreaHa Dongin - KoreaPeng Yu - ChinaLi Muqing - ChinaTakahiro Yano - Japan

~Sun Flowers Group~

Contents

1.DENTSU’s info and problem

2.Demanded Ability

3.New HRM Strategy

Introduction to DENTSUCompany Dentsu

ESTABLISHMENT July 1, 1901

CORPORATEREPRESENTATIVE

Tatsuyoshi Takashima, President & CEO

NUMBER OF EMPLOYEES

6,331(2008,3)

Revenue ¥1,678 billion(2010,3)

IndustryAdvertisement, Public relationship

• The largest advertisement company in Japan• Dominate the Japanese advertisement market• Suffering in slow growth of global market

Current Situation of DENTSU

Overseas

Sales percentage

Domestc salesOverseas sales

The percentage of profit from overseas are pretty low.Also, they are struggling with getting the local clients in abroad.

They are doing M&A to get local clients

What kind of problems they are facing when they adapt M&A?

Problems Faced by DENTSU

• Lack of employee’s diversity – hard to cooperate with overseas agencies and clients.– 1% employees from headquarter are foreigners and they all can speak Japanese

• Culture differences – Cause difficulties in mutual understanding between parent company and its sub

companies.– leads to the barriers between DENTSU and overseas clients.

• Not localized – Poor reputation in overseas markets. – Not attractive to local talents slow down the expansion of overseas markets.

Ideal Global Leader For Dentsu

Ideal Global Leader for Dentsu•Localized•Overcoming Cultural Barrier•Humanity•Problem Solving Ability•Broad Perspective

Broad Definition of Global Leader

HRM Strategies ChartProblems Abilities Strategies

Employee'sDiversity

Broad Perspective Overseas, Lecture

Logical and ObjectiveLecture, Case study,

Cross-border mentoring system

CulturalDifference

FlexibilityOversea, Lecture,

Cross-border mentoring system

Broad Perspective Oversea, Lecture

LanguageMBA, Overseas, Language school

Poor reputation/ Not localized

Wide range of Social Network

Gap year

Awareness of surroundings and

Risk taking

Oversea, Case study, Cross-border mentoring

system

LanguageOversea,

Cross-border mentoring system

HRM Strategies 1

Lack of Employee's

diversity

Broad perspective

Logicality and Objectivity

Strategy

Overseas

Lectures

Lectures

Case Studies

Cross-border Mentoring System

AbilitiesProblems

Cross-border Mentoring System

Senior workmate Younger employee

When their nationality or

culture is different from each other, it is a “Cross-border” Mentoring System.

To work together and Senior advices younger employee.

So-called typical “On Job Training”

Mentoring SystemFor example, the

younger is Japanese and senior is Chinese.

HRM Strategies 1

Lack of Employee's

diversity

Broad perspective

Logicality and Objectivity

Strategy

Overseas

Lectures

Lectures

Case Studies

Cross-border Mentoring System

AbilitiesProblems

HRM Strategies 2

Culturaldifferences

Flexibility

Language

Strategy

Overseas

Lectures

Overseas

Language School

AbilitiesProblems

Broad perspective

Cross-border Mentoring System

Lectures

MBA

Overseas

HRM Strategies 3

lowreputation/Not localized

Wide range of Social Network

Language

Strategy

Gap Year

Overseas

Cross-border MentoringSystem

AbilitiesProblems

Awareness of surroundings and Risk taking Cross-border Mentoring

System

Overseas

Case Study

Gap Year

Have a vacation for about 1 year.

Language or MBA school.Traveling around.

Creating social networks.

Creating Soft Skill!!

HRM Strategies 3

lowreputation/Not localized

Wide range of Social Network

Language

Strategy

Gap Year

Overseas

Cross-border MentoringSystem

AbilitiesProblems

Awareness of surroundings and Risk taking Cross-border Mentoring

System

Overseas

Case Study

Summary

We provided the new HRM strategy as the best solution

We can utilize the strategy to many Japanese companies which have the same problems

as Dentsu does!!

Breakthrough to Japanese comapnies!!

One of the biggest help for the East Asia’s network

Thank you so much!!