1. Pay attention to the selection process of comprehensive quality and teamwork spirit.
In Japan, long-term employment is mainly aimed at regular employees, and the employment forms of employees are various. Mainly includes:
(1) Full-time employees, that is, full-time members, enjoy various benefits of the enterprise while taking on relatively important responsibilities;
(2) Contract workers, also known as contract members, usually sign a one-year contract with enterprises, and the treatment is basically the same as that of regular employees, even slightly higher than that of regular employees, but they have no identity protection and do not enjoy a one-time pension; (3) Temporary workers refer to employees who work during busy working days or working hours, usually housewives or students. Their wages are generally calculated by hours or days and paid monthly, and they do not enjoy bonuses and other benefits;
(4) hourly workers, that is, employees who are paid by working hours. Compared with temporary workers, the employment time is irregular and the working cycle is relatively short. In addition, in some industries with strong seasonality, "seasonal workers" will be hired according to the degree of busy leisure.
There are two main recruitment methods for Japanese enterprises, regular recruitment and midway recruitment. The requirements for new employees mainly have the following two characteristics: First, pay attention to the comprehensive quality of students. Japanese companies do not have high professional requirements for graduates, and they do not pay much attention to grades during their studies. Paying more attention to graduate institutions and whether they graduated from prestigious schools is an important basis for measuring students' comprehensive quality. The second is to emphasize the team spirit of candidates. "Harmony is the most important thing" is one of the central contents of Japanese corporate culture, so the company will examine whether the candidates are harmonious and can cooperate with others when selecting employees.
2. Employment mechanism characterized by job rotation
After the enterprise completes the recruitment, it should train the employees and then arrange the work. The cultivation of Japanese enterprises has three characteristics: first, it pays attention to the cultivation of generalists, which has distinct characteristics compared with the cultivation of professional talents in American enterprises; Second, the training goal of generalists also determines that Japanese enterprises adopt more on-the-job training as the main form, supplemented by off-the-job training; Third, the training emphasizes bringing new strength with the old and attaching importance to example. Old employees who are responsible for bringing new employees are sometimes appointed by enterprises and sometimes naturally formed at work.
Job rotation is an important feature of human resource management in Japanese enterprises, and its main advantages include three aspects: first, employees can master a variety of skills, on the one hand, it can avoid the influence of temporary absence of individual employees, on the other hand, it can eliminate the monotony of employees and arouse their enthusiasm; Second, it can limit an employee to stay in a certain position for too long, forming the phenomenon of "taking mountains as the king"; Third, future managers can experience multiple positions and establish a wide range of contacts. Usually, the promotion in Japanese enterprises is a kind of "spiral promotion", that is, managers are promoted after going through multiple positions at the same level.
3. Emphasize the retention mechanism of employees' sense of belonging.
Japanese enterprises emphasize employees' sense of belonging and attach importance to maintaining the relationship with employees with emotion. In Japan, employees are so loyal to enterprises that some people describe them as "social animals"-animals raised by companies, which are characterized by loyalty to enterprises and even giving up their lives. Of course, this formulation is too extreme, and there are many controversies in Japan, but it also reflects the tradition of Japanese enterprises to improve the enthusiasm of employees by forming the same fate.
The incentive mechanism of Japanese enterprises presents three characteristics: first, the salary system based on employees' life. Second, pay attention to the performance evaluation of attitude. Performance evaluation includes ability, performance and attitude. The working attitude of employees is also an important evaluation index. Even if the employee's performance is not outstanding, as long as the work attitude is serious and enterprising, it will be affirmed. The third is to attach importance to communication. "Joint consultation" is not only an important feature of Japanese organizations in decision-making procedures, but also a way of communication. The countersignature is called "ringi" in Japanese, which means that Japanese companies should circulate the draft among relevant peer departments before making a resolution, and make amendments as needed. In this way, it will be "unanimously passed" when voting. In Japanese, the original text of negotiation is "nemawashi", which means to do work in private. If countersigning is an important feature of Japanese enterprises' decision-making, it is consultation that supports this decision-making method. Japanese managers pay more attention to communication outside working hours, such as drinking with colleagues after work, which has become a corporate culture in Japan. Japan even invented a word-"no communication", which is actually a combination of Japanese "nomi" and English "communication", meaning "communicate through drinking".
4. Educational model characterized by internal qualification system.
Japanese enterprises attach importance to cultivating talents through career development. Because the employment of Japanese large enterprises is based on long-term employment, the career planning of employees is particularly important. Usually, Japanese companies consider career planning from the standpoint of employees and conduct corresponding training, which is also a means to retain employees. The internal qualification system objectively played this role.
Because the internal qualification system is only used in this enterprise, it is difficult for employees to make a decision to leave. Because job-hopping means a sharp drop in economic income, and the skills mastered in this enterprise are not used in other enterprises at all, especially some transactional skills. In addition, the seniority system and pension system have also played a role in retaining employees to a certain extent.