What kind of "HR" nurtures the potential of young people?

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," presented 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."

Many companies proclaim initiatives like "challenging new ventures" or "○○ transformation," but Yagi sounds a warning: "Isn't much of this just empty rhetoric?" He states, "You mustn't view management as culture. Culture doesn't arise spontaneously. Someone must consciously shape it. Then project it into the world. The more people resonate with it, the more culture takes form. This holds true for tea ceremony, kabuki, or anything else." Yagi then defined the creativity needed for this: "Creativity isn't about doing outrageous or eccentric things. It's the power to make people rediscover the value in things they see every day and interact with routinely. That, I believe, is the essence of creativity."
When someone makes us aware of something important, we feel both surprised and grateful. "Doesn't respect naturally grow for the person who made you see it? That's where added value is born." Whether it comes from a top-tier artist or is embedded in everyday household items we use without a second thought, the essence of creativity, as Yagi points out, remains unchanged.

"This isn't limited to HR departments. It applies to everyone currently in management roles and those aspiring to leadership positions: authentic leadership is what's demanded. To put it plainly, being true to yourself and capable of leading yourself is the absolute foundation for any leader. How could someone incapable of that possibly lead others?" Yagi's insights remain stimulating right through the end of this series.
"Management isn't about majority rule. Saying 'Let's all join hands' won't cut it. You need the courage to say, 'Follow this finger!' What matters for a leader is how much persuasive power they can bring to that proposal." What seeds will they sow in the field of human resources? That's where their leadership qualities are tested.

"To reiterate, management and HR are not built on democracy," Mr. Yagi emphasizes. "Fundamentally, why do we work in this era? It's not just to 'exist,' but to 'live well.'" If we work backward from that, the path to the future becomes clear. "Huddling together" isn't the goal. It's simply sharing the means of helping each other to live better.
To achieve this, Yagi concluded the interview, each individual must first and foremost become "self-reliant." "Not self-disciplined," he clarified. "Self-reliant. Because, well, it's obvious, isn't it? Someone who can't stand on their own two feet can't possibly discipline themselves. And of course, trying to discipline others using the power of systems, titles, or other such talismans is completely out of the question."
The term "management" has taken root in society to some extent. But do we truly grasp its essence? Creating systems to bind people is easy. Yet when aiming to cultivate rich human resources, is thorough "management" truly the only path to the right answer? Searching for that answer, struggling with it—it feels like homework now equally assigned to all of us.

Psychom Brains' courses are available here.

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

●Next-Generation Strategic HR Leader Development Program

■Instructor Comment (Mr. Akira Sakai)

The events triggered by COVID-19 are termed the "Career Shock." Beyond the various environmental shifts surrounding work styles, being forced into remote work likely led many to deeply contemplate 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 grows 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 who bring "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 before moving to the Human Resources Bureau and the 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.