Publisher's Message

Recruiting for Great Results | 業績を躍進させる採用
Yoshiharu Matsui, Ed.D., MBA | 松井義治(ヨシ) Ed.D., MBA

Put recruitment first, and great results will follow. | 採用を第一義とすれば業績が躍進する

Originally written in English

A survey conducted among executives of corporations in Japan indicated that “recruitment and talent development” is their second biggest challenge, following “revenue expansion.” Recruitment is a very important element of our talent strategy, and a highly tricky one to tackle.

The theme of this issue is Recruitment, a key driving force in building a strong organizational culture. Dr. Jim Collins indicated the importance of the right recruitment in his book “Good to Great,” which popularized the saying: “First who, and then what.”

Before he conducted the study for his book, Dr. Collins started with the hypothesis that great companies need to have an excellent direction and strategy in the first place before they should attend to recruiting and staffing. But the results of his research indicated otherwise. He discovered that the first priority of great companies is to hire great people. Putting recruitment first allowed organizations to develop and execute great strategies to achieve the extraordinary results they enjoy. As his oft-quoted statement goes: “If we get the right people on the bus, the right people in the right seat, and the wrong people off the bus, then, we will figure out how to take it someplace great.”

How do your recruiting efforts help acquire those who can create a better future for your organization? And, how have those newly hired people been contributing to building your organizational performance?

The success of talent acquisition lies in the collaboration between line managers and HR, while the final decision and responsibility must be in the hand of the line manager. I have done lots of recruiting interviews since I was Brand Manager at P&G, and I am convinced that “new hire recruiting” since 1985 was one of the key reasons for the success of P&G in Japan. With the start of new hire recruiting, our hiring standards and processes became clear and systematic throughout the organization, and recruiting activities became a key role of all managers. As we hire by function, HR is responsible for building a pool of new applicants, and the line managers are responsible for selecting those who best fit the culture and the job through a series of selection efforts. Once hired, line managers are responsible also for onboarding, training and coaching for developing those new members.

In this fast-changing business environment, we must think of the success of talent acquisition in terms of both short and long term. If we rely too much on resumes and (biased) interviews, we may not be able to hire those who are the best fit for the organization and the job. I have personally seen so many people who do not fit the organization culture nor their responsibilities, e.g., managers who cannot develop and manage people, executives who cannot decide, and they will deteriorate their team and performance. Hiring the wrong person could cost from two up to five times their annual salary, leading to serious financial burdens, lowered morale, productivity and increased incidences in addition to replacement and training costs.

In order for us to succeed in talent acquisition in this VUCA (volatility, uncertainty, complexity, ambiguity) economy, we need to ensure a clear talent vision in line with the talent strategy, hiring standards, HR-Tech/AI-based selection tools and trained hiring interviewers.

Wishing you a super 2020!



   本号では強い企業文化を築く重要な柱の1つである「採用」がテーマです。ジム・コリンズの著「Good to Great(邦題はビジョナリーカンパニー(2)飛躍の法則」の3番目の原則にありますが、「まず正しい人材をバスに乗せよう(採用しよう)!」です。





   VUCAvolatility, uncertainty, complexity, ambiguity)な現代、採用を成功させるには、将来を見据えた明確な求める人材像、明確な採用の判断軸、HRテック/AIを用いた採用ツール、訓練された採用面接者は不可欠です。




Yoshiharu Matsui
specializes in leadership and organization development leveraging his more than 12 years of marketing experience and 12 years of HR/OD experience. He provides executive coaching, leadership development, organizational change and marketing and sales development to help clients strengthen their business performance, organizational health and employee engagement.


(ヨシ)Ed.D., MBA 12年間のマーケティング経験と12年間の人事と組織開発の経験をもとに、リーダーシップ開発と組織開発を専門とする。エグゼクティブコーチング、リーダーシップ開発、組織変革、マーケティング及び営業力強化などを通して、顧客企業のビジネス成果・組織の健康・社員の能力と士気の強化を支援。


Share this page:



---Media Partners---
WSJ Asia Logo.jpg



© 2007-2015. The Japan HR Society (JHRS). All Rights Reserved.  c/o HR Central K.K. (The JHRS Secretariat), 3-29-2-712, Kamikodanaka, Nakahara-ku, Kawasaki-shi, Kanagawa-ken 211-0053 JAPAN | Tel: +81(0)50-3394-0198 | Fax: +81(0)3-6745-9292 | Email Us. | Read our Privacy Policy.
Powered by Wild Apricot Membership Software