What constitutes an open and transparent "human resources" function?

Mr. Yosuke Yagi continues to propose the ideal form and structure for companies, based on his own career. If we were to express the theme he advocates in a single phrase, it would be "human resources reform." Without human resources reform, sustainable corporate growth is simply impossible. Many companies proclaim, "Our people are our greatest asset." But are we letting that treasure go to waste? In preparing this article, I attended Mr. Yagi's webinar (*) and also conducted an exclusive 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.

Yosuke Yagi:
Representative Director, 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."

Organizations that are comfortable for employees and function well are often described as "open and transparent." But what exactly does that mean? Tadayasu Nishida, a business school alumnus of Mr. Yagi and currently President and CEO of Saicom Brains, active in the field of management talent development, explains it this way: "It's said that what companies need is centrifugal force and centripetal force."
Centrifugal force—the drive to expand one's potential and career outward, unbound by companies, departments, or titles—and centripetal force—the attachment to one's organization and colleagues. Without both, an organization lacks the power to drive people's hearts. This explanation makes sense, moving beyond vague notions of a bright, free-spirited organization.

Mr. Yagi explains the same concept this way: "You know those guys sitting in the so-called 'birthday seats' in offices or meeting rooms, just rubber-stamping things? Frankly, we don't need people like that. They only make the organization's atmosphere stuffy."
Fortunately or unfortunately, once remote work began, everyone realized this. "Sitting in the meeting room's 'birthday seat' and saying 'Hmm, hmm' looks somewhat respectable. But doing that in a remote meeting has zero value. It's obvious to anyone watching that this person isn't thinking at all."

When considering management and personnel, improving transparency is important, but reading the winds of the times is equally necessary. The strength and direction of the wind are never constant. Quickly noticing these changes and formulating countermeasures for tomorrow is essential. Companies that can't do this simply cannot achieve sustainable growth.
This isn't about the so-called "reading the room and playing it safe." It's quite the opposite. It's thinking: "To protect our precious crops (employees), let's plant windbreaks here. Money is no object. If we don't do this now, our fields will be ruined." How many executives actually approach HR with this mindset?

For Sycom Brains' training program, see here.

●CCBP Development Program
~Developing transformational leaders who strengthen organizations by supporting individual careers~

●Next-Generation Strategic HR Leader Development Course

■Instructor Comment (Mr. Akira Sakai)

The phenomenon triggered by COVID-19 is called the "Career Shock." Beyond the various environmental shifts surrounding work styles, being forced to work from home likely led many people to deeply contemplate their past and future lives and ways of working. At a time when everyone feels uncertain 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 roles 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.