What exactly is "human resources"?

Based on his own career, Yosuke Yagi continues to propose the ideal form and structure for companies. If we were to express the theme he advocates in one word, it would be "HR reform." Without HR reform, sustainable corporate growth is simply impossible. Many companies proclaim, "Our people are our greatest asset." But are they letting that treasure go to waste? In preparing this article, we attended Mr. Yagi's webinar(※) and conducted our own interview.

Old and young, men and women, people from other countries. Diverse personalities gather within a single company. We wish to explore the meaning of this, the joy it brings, and the future it creates, drawing insights from the initiatives of Sycom Brains, where Mr. Yagi serves as an advisor. With the conviction that each of us is not merely a "tool" crammed into the "box" of a company.

Written by: Web Dentsu Inc. Editorial Department

(※) Webinar titled "Learning Essential for HR to Lead Future Companies: Winning in the Post-Pandemic World with Yosuke Yagi," hosted by Saicom Brains. Details here.

The word "everyone" is dangerous

"People in a company are not family. They are teammates in a group fighting toward the same goal." Mr. Yagi's webinar began with this provocative statement.

"There was certainly a time when people said, 'Employees are family.' But think about it. Family bonds are unbreakable, no matter what happens. They are nurtured throughout a lifetime, even across generations. Even if there were someone in the family who was truly despicable, would you abandon them? Of course not. Family and relatives support each other. But human resources within a company are not like that. Some people leave after a few years, aiming for their next career. A company is a system for sharing a goal and producing outputs aligned with it."

Mr. Yagi points out that the very concept of "everyone" is dangerous. The "everyone" gathered in the same company are comrades. "For everyone," "let's work together as everyone." As a motivational concept, it's understandable. But if asked whether the value of "everyone" can truly be called a management strategy, it certainly raises questions.

Yosuke Yagi:
President, people first (Former Executive Vice President, LIXIL Group)
Advisor, Saicom Brains
After graduating from Kyoto University's Faculty of Economics in 1980, he joined Nippon Steel Pipe Co., Ltd. In 1996, he was seconded to National Steel, where he assisted the CEO. He joined GE in 1999, serving as HR leader across multiple businesses. In 2012, he became Executive Vice President of the LIXIL Group. He served as a director for Grohe, American Standard, and Permasteelisa. In 2017, he founded people first and became its Representative Director. Serves as Outside Director of TBS Holdings and Auditor of GE Healthcare Japan. Also serves as advisor to several other companies. Author of "Strategic HR Vision."

What exactly is "corporate culture"?

There's a term called "corporate culture." Are we working based on a vague sense of atmosphere, thinking, "Well, our company is just this kind of place. That's our corporate culture"? Are we complacent about this corporate culture vibe, neglecting to challenge ourselves with new things?

"The environment is something that changes, and something we must change," Mr. Yagi points out. To understand this, consider corporate culture as the soil of a field. You cultivate it diligently. You fertilize it. But then a flood might come and wash away all that effort. So, you plan your next move. Keeping the field fertile, protecting that precious land – that is what it means.

Creating systems is not the purpose of HR

Creating systems and maintaining them is not the purpose of HR. Times are constantly changing, Yagi points out. Using the field analogy, the soil is never stable. There are years of drought, and there are years of flooding.

According to Yagi, we must reexamine our dependency on the so-called "three sacred treasures": seniority-based promotion, lifetime employment, and company-based unions. Everyone can probably think of instances where this applies. Even I, writing this article, feel I must reflect deeply, perhaps even engage in serious self-criticism.

That said, I'm still not entirely sure what exactly I need to reflect on. Readers probably share similar feelings. In this series, I aim to explore and clarify these very points. I sincerely hope you'll look forward to the next installment.

For Sycom Brains' training program, see here.

●CCBP Development Program
~Developing transformational leaders who support individual careers and strengthen organizations~

●Next-Generation Strategic HR Leader Development Course

■Instructor Comment (Mr. Akira Sakai)

The events triggered by COVID-19 are referred to as the "Career Shock." Beyond the various environmental shifts surrounding work styles, the necessity of working from home likely prompted many people to deeply reflect on their past and future lives and ways of working. At a time when everyone feels uncertainty about their career, the role of those providing career support is becoming increasingly vital. This program addresses these needs. Through rich, multifaceted input from a diverse faculty unmatched by other programs, combined with stimulating collaboration among participants of varied professions and generations, you can update the mindset and skills essential for future career support professionals.

■Instructor Comment (Shu Yamaguchi)

In an era where past "correct answers" and "standard approaches" no longer apply, the qualities demanded of people have dramatically changed. What is needed now are individuals who can proactively identify problems – people with "meaning." Meanwhile, Japanese work styles have reached an abnormal state, ranking among the lowest globally in job satisfaction. The arrival of the unprecedented COVID-19 situation has brought these underlying issues to the surface. Now is precisely the time for career support professionals—those who leverage human resources, the greatest asset within companies—to step up. Sharing the philosophy behind this course, launched with this awareness, I am honored to participate as an instructor. I look forward to discussing ways to improve future workstyles and careers with all of you who share this aspiration.

For this article, we enlisted the writing skills of Yosuke Yagi and requested supervision from Akira Sakai (Creative Journey Representative / Dentsu Inc. Alumni Network Manager), a former Dentsu Inc. employee.

The website for Creative Journey, led by Akira Sakai, can be found here.

Akira Sakai:
After joining Dentsu Inc., he worked as a copywriter, in sales (automotive division), and in the marketing promotion department. He was stationed in Singapore (Asia Regional Office) from 2004. After returning in 2011, he worked in the global division, then in the Human Resources Bureau and Career Design Bureau, where he was responsible for career development initiatives. He retired in March 2019 and started his own business in April.

The interview article featuring Mr. Akira Sakai and Mr. Daimon (then of Dentsu Inc. Career Design Bureau) on Alumnavi can be found here.