TOYOTA

 Recruitment  Selection Training Performance appraisal CompensationEmployee separation

INDEX

TOYOTA HR PROCESS

Lean manufacture strategy has become the standards of selection operation. In order to reduce the unnecessary cost during production process, employees should have other traits except the normal techniques

(1) Teamwork& cooperation — social Communication

(2) Being hungry for the new things —enthusiasm

(3) Consistent decision-making— studious

 Recruitment

Company needs the employees who can surpass the general duties of his position it needs Flexibility adaptability .Employees can work for a whole company not only a part of it.

Toyota has strict recruitment process and multi-layered recruitment techniques. It calls for standardized behavior. For instance, when Toyota is holding an interview, judgers would take ability, techniques, and characteristics into consideration. And in the assessment centre, interpersonal interaction plays an essential role in the decision-making of judgers, which tend to find the potential and ability of the employees.

Toyota is primarily interested in hiring people with a strong work ethic. It prefers to select people who are familiar with hard work and have the motivation necessary to learn and perform.

As for team leader and group leader selection, it includes the characteristics that make a strong trainer. The team leaders know all the jobs in their areas, so they are able to train for all jobs. In this way the people in each area who know the works are training others to do the work

  Selection

A common expression heard around Toyota is:’’ we do not just build cars, we build people.”(Jeffrey K. Liker & David P. Meier, 2007, P3) Every developing program, every kaizen activity and every quality defect is an opportunity to build people. That is the philosophy of training and development of Toyota. And training exceptional people is Toyota’s number one priority. This has become ingrained throughout the company, as a cultural value of the Toyota Way.

 Training

Toyota is increasing the emphasis on training by opening three regional training centers called Global Production Centers—one in Thailand to support the Far East, one in England to support Europe, and the third in Kentucky for all North American plants. Satellite centers are being developed globally at every plant.

Toyota focuses on total system efficiency rather than on individual efficiency. It is important to look beyond the individual’s work during the evaluation of the standardized work and to examine the total picture in the workplace.

Toyota encourages the isolation of variation within the work processes. It has a structure in place to allow the value-adding team associates to focus on their own tasks and not be distracted by other issues And this attach great importance in evaluating performance.

 Performance appraisal

Now the secret of Toyota’s success is attributed to the fact that it hires only the best workers. Because of other extenuating circumstances, Toyota is able to pay higher wages and benefits and thus attract and retain exceptional employees. Again, there is an element of truth in this excuse. Toyota does pay good wages, but not the highest in the industry or across the nation.

 Compensation

Toyota has a history of not laying off their employees, they doing this by practicing Lean Management, it means that they only hire the best people available, work a little harder in good times, but in bad times they would not have to lay-off or fire any employees.

Employee separation

Besser, T. (1995, May). Rewards and Organizational Goal Achievement: A Case Study of Toyota Motor Manufacturing in Kentucky. Journal of Management Studies, p. 383-399.

Liker, J. K., & Meier, D. P. (2007). Toyota Talent – Developing Your People The Toyota Way. Chicago, United States of America: McGraw-Hill. doi: 10.1036/0071477454

http://toyotamanagement.wordpress.com/category/hr/

References

Efforts By:- Abhinav , Abhishek

& Rangnath

Thank you