Toyota’S Leadership And Talent Management

Toyota’s leadership and talent management

Introduction

Liker j. Throughout the history of Toyota, they have always found themselves, at the right time and within the company, the key leaders, to shape another stage in the evolution of the company. They have already been previously in various parts of the company (sales, product development, manufacturing and design). According to the Toyota model, leaders have to demonstrate the Genbutsu ability, that is, to be able to observe the real situation in detail and depth and understand how things are done at the factory level in the company. 

Developing

A superficial impression of the real situation in any division of Toyota would lead to a decision and ineffective leadership. Liker, j. (20109, Toyota leaders, given their thorough understanding of work and the ability to develop, advise and lead people, are respected for their technological knowledge, as well as followed by their leadership skills. Rarely give instructions. In fact, they often lead and mentorize asking questions. A director of Toyota will ask questions about the person’s situation and strategy to act, but will not give the answer to those questions, even if he knows it.

An example of external motivation developed in Toyota is the perfect assistance award used in all manufacturing facilities in the United States. The perfect assistance system rewards zero absenteeism (zero absences without justifying a year). Those who are part of the perfect assistance club are invited once a year to a great banquet in a large convention center.

Nearly a dozen totally new Toyota cars are raffled between guests and the winners take the vehicle home with the rates and expenses paid.

Feedback is very fast. If it is negative it is impersonal and people find out how they are doing it without a supervisor telling it, showing quality problems as soon as they present themselves. Toyota invests in people and gets committed employees, who demonstrate it working on time day by day and continuously improving its operations. In the assembly chain that the company has in Georgetown, EE. UU., The associates had presented a year about 80,000 improvement ideas, of which 99 % were implemented.

Human talent management and direction

Liker, j. Toyota managers have become consummated teachers in setting demanding objectives together with their collaborators and are passionate about measure and feedback. These are the bases of Hoshin Kanri. The Hoshin Kanri, also known as ‘Policies Deployment’, is the Toyota process to set some cascade objectives, from senior management to the working group. The aggressive goals begin at the executive level and then each level, in turn, develops its measurable objectives for the year, designed to support the goal of the executive level. 

conclusion

In conclusion, Toyota takes care of what objectives should be measurable and very specific (for example, reduce packaging costs by 47 % of sales; reduce inventory by 50 %, etc.). Ambiguous objectives are not accepted. At this point, it can be seen that Toyota is pending that human talent remain and grow with them which allows them to improve their processes and their philosophy of continuous improvement also includes their staff, as we have analyzed.