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Toyota Recruitment: Cultivate Corporate Managers

For those who are challenging, for a job seeker, what he cares most is what kind of person the company likes most. According to the person in charge of Toyota Motor Investment Co., Ltd., the company hopes that he is a challenging person who can constantly challenge, meet new things, and have strong ability to learn and absorb new things. If you want to be a member of Toyota, it is not enough to have a challenging spirit. You must have a good personal quality. Most of Toyota Motor's positions are for market development and sales management. If you are a fresh graduate, then the courses you have studied may not be in full compliance with the company's position, so many people have to start from the beginning. . At this point, Toyota has accumulated a set of its own model for many years. After employees enter the company, many things need to be learned. In this learning process, the company pays great attention to the cultivation of comprehensive quality and attaches importance to language communication. Working at Toyota, it is very important to communicate effectively, because many of the company's employees are engaged in instructional work, and communication with dealers and users is particularly important. Therefore, these two points are the company's minimum requirements for job seekers. Everyone thinks about working in a good unit, but for fresh graduates who have no work experience, it is very difficult to get into Toyota. In their view, recent graduates, especially those who graduated from prestigious universities, seem very impetuous. Graduates of the industry and commerce management industry always want to do some hot industries. Toyota has just marketing, and hopes to do such work. It is not very interesting for some basic work. However, the company's market development is only a few people, and a lot of work is supported by behind-the-scenes work. A new graduate lacks a lot of social experience, and the company cannot entrust him with a heavy responsibility from the beginning. The internal training of employees who are on the tiptoes is enough to play a pivotal role in Toyota. It is understood that Toyota is implementing the target management law and implementing an interview mechanism: at the beginning of each year, managers and subordinates set three goals with corresponding difficulty according to the qualification level of the employees themselves. These three goals are usually on tiptoe. The purpose is to let the staff continue to improve; in May, there will be another interview, review and revision of the target completion situation, and ask for timely communication with the boss in the work; in December, interview again, summarize the performance Completion of the situation, determine whether the behavioral approach meets the established requirements, score the results and behaviors at the same time, and finally report the assessment results to the individual. Toyota requires managers to communicate with their subordinates so that employees can understand their strengths and weaknesses, and their supervisors can understand employees well. The completion of the target is linked to the reward, and Toyota will also determine the employee's personal future development plan accordingly. As for the employee's individual learning plan, it is determined through the above-mentioned methods, and the human resources department arranges different content for different levels of learning and training. It is important to note that Toyota does not promote excessive off-the-job training, especially for degree or qualification training, because the company believes that only a small part of the work can be used, but it is necessary to give him a year. Or half a year. Of course, if you really need it, such as the technical department and marketing and market development, Toyota will also consider arranging for-off students. To help employees grow, Toyota has done a lot of work on motivation. According to reports, in terms of salary increase, as long as you have the ability and outstanding performance, the salary should be very high. In Toyota, the frequency of salary increase is once a year. According to the results of the personnel assessment, you decide whether you will raise your salary. Each person has different assessment results and different salary increments. Each person has different levels and the salary increase is different. Employee training is also an incentive for training. It has become an important factor in attracting talents from employers. It is understood that Toyota's employee training is seen as creating an opportunity for employees to continuously improve themselves. It is an incentive. When new employees enter the company, Toyota has new employee training, including Toyota's philosophy, history, and training on basic common sense. For example, as a business person, what kind of etiquette should be used as a Toyota employee, and how to work, is a more practical thing, how to work. There is also a visit to the company's dealerships, after-sales service centers. When the time is right, the company will let new employees go to the company's production site and sales site internships. In terms of management training, the company believes that if managers are always in the small circle of the company and lack more stimulation, they will lose the motivation to move forward. The lack of management ability will affect the efficiency of the entire department. Everyone will work hard in their own direction, and they will not form a synergy, which will directly affect production efficiency. The company will let the managers go out, communicate with the outside world, communicate with other companies, and constantly improve their motivation. The company's leadership believes that as a manager is not afraid of your inability, if you have good moral character and personality, you can still drive some people to do things, and the subordinate's ability will make up for your lack of ability. In the introduction of talents, especially the introduction of senior management, Toyota is not the same as many European and American companies. High-level positions in European and American companies are willing to dig people from other companies. Toyota pays more attention to its own training and is not willing to introduce talents from outside. The company believes that it is difficult to mobilize the enthusiasm of its employees from the outside, and it is found that the potential ability of existing employees is a very important task for the human resources department. Japanese companies are more inclined to train their own talents. If you can't find the right person, you don't refuse to find a senior position through the headhunting company, but focus on your own training. The five elements of the core of corporate culture The key to attracting talents and retaining talents is the corporate culture. Toyota's corporate culture, in general, requires employees to have such a sense: customer first, work together, let all users satisfied with Toyota's brand, making Toyota brand China's first car brand. Specifically, the core of Toyota's corporate culture is TOYOTA WAY, which includes five major elements: First, the challenge. Toyota has encountered many difficulties in the development process for decades, and even once faced the danger of bankruptcy, it is the spirit of challenge that has passed through one difficulty after another; the second is improvement. Toyota pays attention to improvement. It believes that there is room for improvement in any work, requires problem awareness, finds problems in a timely manner, and encourages employees to propose solutions to real problems. Third, it is on the spot. Encourage personally to go and see in person, all workshop directors must be on the scene, in the workshop, encounter problems in a timely manner; fourth is respect. It is to respect customers, employees and related departments; fifth is teamwork. Toyota needs to be outstanding, but it does not particularly emphasize the individual contribution of employees, but emphasizes team performance and advocates that good individuals drive the team to create greater value. The company's quality requirements and performance appraisal of employees will fully reflect these five points. In order to allow employees to integrate into the corporate culture more quickly, the company will have some measures. For example, when a newcomer comes to the company, the company arranges a company-wide introduction ceremony, and then conducts new employee training. Then there is an entrance ceremony, which is a ceremony to join the company. At the same time, each department will hold a welcome meeting of the department, and at the same time, we have our own spare time. There are also cultural and sports activities, posting some information on the Internet, calling on everyone to participate and increase communication. Then the company itself, the human resources department will also take the initiative to do cultural activities, such as training and entertainment activities in the suburbs. I hope that overtime is no longer an effort. Many people’s first impressions of Japanese companies are long-term overtime work and high work pressure. Some people even say that there is an unwritten rule in Japanese companies, that is, if your leader does not get off work, you can’t After work, is this the case? According to the person in charge of the human resources management department of Toyota, as a person, 24 hours a day, it may take a long time to work. As a company, it does not advocate putting all of its business into work. The original purpose of itself is not. It’s just working for work, working for a better life, and don’t want everyone to sacrifice their personal time. Overtime is a common practice of Japanese companies. In the Japanese concept, working overtime is hard work. If you don't work overtime, you don't work hard. But in fact, such an idea is one-sided. First, long-term overtime will affect personal life and health. Secondly, unrestricted payment of overtime and resources will lead to higher costs. Again, the efficiency of work and the results of work are not ideal. However, the understanding of overtime is, after all, a cultural atmosphere that has long been formed by Japanese companies. It is not easy to think about changes. It can only be communicated repeatedly with Japanese managers.

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