{"id":2437,"date":"2021-05-24T08:03:04","date_gmt":"2021-05-24T06:03:04","guid":{"rendered":"https:\/\/career-management.de\/en\/?p=2437"},"modified":"2024-03-06T10:08:36","modified_gmt":"2024-03-06T09:08:36","slug":"local-hr-development-strategies","status":"publish","type":"post","link":"https:\/\/career-management.de\/en\/blog\/local-hr-development-strategies\/","title":{"rendered":"Local HR Development Strategies of Japanese Companies in Germany"},"content":{"rendered":"

When the Japanese economy swept over the world market and many Japanese companies expanded overseas, plenty of papers addressed the topic of Japanese management policies – many favorably. However, among these, some critical opinions were also expressed, one such regarding the topic of the development of host-country nationals (HCN) in Japanese multinational companies.\u00a0\u00a0\u00a0<\/span><\/p>\n

In\u00a0 “New challenges for Japanese multinationals”, Bartlett and Yoshihara, professors at Harvard and Kobe University respectively, point out that the weakness of Japanese multinational companies is that the management of the overseas branches lies on people from the home country (i.e., Japan). This method which neglects HCNs is not sustainable (Bartlett and Yoshihara, 1988).\u00a0<\/span><\/p>\n

Today, thirty years have passed since Bartlett\u2019s and Yoshihara\u2019s warning, the Heisei era (1989-2019) has come to an end, and we have entered the Reiwa era (from May 2019). How has the aforementioned issue of the multinational companies\u2019 development of host-country nationals progressed? This text will explain the present situation of Japanese multinational companies\u2019 strategies to promote HCNs with those situated in Germany as an example – where more than 1500 Japanese companies have emerged.<\/span><\/p>\n

Trends in the development of host-country nationals and initiatives by multinational companies<\/h2>\n

As the phrase \u201cthe war for talent\u201d suggests, multinational companies are engaged in a fierce battle for capable human resources; a rivalry for talent that has recently crossed national borders.<\/p>\n

Multinational companies have abandoned the style they\u2019ve been employing thus far, i.e. the traditional headhunting, and have begun to acquire and develop excellent personnel with the long-term promotion of internal capable human resources as a foundation of their HR strategy.<\/p>\n

Such a long-term human resources development policy is called \u201ctalent management\u201d, and when it applies not only to employees in the home country but also to human resources at local branch offices, it is called \u201cglobal talent management\u201d.<\/p>\n

The objective of talent management is to secure key future talent – particularly executives and leader candidates. To be able to achieve this, the initiatives listed below are generally employed:<\/span><\/p>\n