JUNE 2020HR TECH OUTLOOK8In MyOpinionTalent and TechnologyLevent Arabaci, Chief Transformation Officer (CTrO), Global Operations, Hitachi Ltd. [TYO:6501]ByHitachi has an impressive 1,000 plus subsidiaries and over 350,000 employees worldwide and operates across multiple industries around the globe. Having 1,000 plus companies and multiple different systems is like herding cats however, HR transformation during the last five years, continues to enable globalization of Hitachi and help us identify top talent across the globe. Over the past five years, Hitachi has taken steps to improve global capabilities among its subsidiaries to find innovative ways to co-create and improve efficiencies. One of these key steps is a plan to boost revenue outside of Japan: Hitachi's overseas revenue ratio is on track to reach its target of 55 percent by 2018. In the meantime, Hitachi is focusing and promoting social innovation business as well as improving our digital footprint. Social innovation Business is transforming the way we grow our business and changing the way create solutions. This innovative approach requires a market in perspective that enables co-creation of solutions with our customers. We're tackling urbanization, transportation, smart cities, and more, to transform the society.Naturally, this transformation and initiatives require a global talent pool ready to deploy the right people for the right position at the right time. This is where human capital group comes in the picture and we are transforming many aspects of HR and talent mining across Hitachi to tap in the best and the brightest across many subsidiaries. Performance management is a key component of this end-to-end talent management suite. We are building systems that help our employees from hire to retire. This end-to-end system includes, on-boarding, performance management, creating key talent pool, assessment of top talent, as well as promotion and development of these talents.Of course, there are always questions around performance management and its effectiveness. I firmly believe that performance management is a critical tool to achieve accountability as well as desired results and behaviors across the company. It is not the tool itself but the managers that make this tool successful in developing people. If set right, performance management can create an accountability environment that shows what people have achieved and how they got there. Both components are critically important. What employees have achieved is measured through SMART goals or MBOs. The ways that employees got there are measured through key competencies (behaviors). Competencies are important not only to measure someone's journey (How) on the way to achieving goals, but to also shift company Levent Arabaci
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