2018年活动信息
https://humanfuture.co.jp/chs/
2024-02-23T03:01:07+09:00text/html2019-09-10T00:00:00+09:00Challenges and Opportunities for Japan HR Leaders--An interview with MJ Li
https://humanfuture.co.jp/chs/publics/index/73/detail=1/b_id=180/r_id=22#block180-22
1text/html2018-09-03T00:00:00+09:00Register Now: Japan HR Leaders Learning Series Hosted by Astellas - Oct. 5, 2018
https://humanfuture.co.jp/chs/publics/index/73/detail=1/b_id=180/r_id=19#block180-19
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<div align="center"><strong>Japan HR Leaders Learning Series III – Friday,Oct.5,2018</strong></div>
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<div>We are pleased to invite you to the third meeting in this series, this time to be hosted by <strong>Astellas</strong>:</div>
<div> </div>
<div><strong>"Evolving Your HR Strategy:Moving Towards a Transformational Model</strong>。"</div>
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<div>In today's operating environment,the speed of change is accelerating,and the complexity of the business landscape is growing at an unprecedented rate. Companies in Japan must evolve quickly to remain relevant. In this context, questions which HR leaders face include:</div>
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<ul>
<li>
<div>What macroeconomic factors are influencing on how your industry is changing, and what impact do they have on your talent needs?</div>
</li>
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<div>How can your HR organization further raise its game to fully contribute to the company's business strategy?</div>
</li>
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<div>In what ways can you lead tactical discussions with business leaders about changes needed in your talent base to meet business goals?</div>
</li>
<li>
<div>How specifically can you equip your business leaders to transform your organization to lead in its industry?</div>
</li>
</ul>
<div>Chad Stewart, Associate Director of Talent and Product Planning for Astellas, will share his perspective based in two decades of experience addressing these issues in Japan and across the Asian region.</div>
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<div>In line with feedback we have received, for this event there will be ample time for the HR Leaders in attendance to discuss and share their own insights and experience.</div>
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<div>A detailed agenda will be shared with all confirmed attendees prior to the meeting.</div>
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<div>We look forward to seeing you there!</div>
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<div>William Liu, Managing Partner<br />
Steffen Eckart, Director</div>
</div>
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<div><strong>Friday, Oct. 5, 2018</strong></div>
<div><strong>4:00pm – 6:00pm</strong></div>
<div><strong>Astellas Pharma</strong></div>
<div>*Registration starts at 3:45pm</div>
<div> </div>
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<div><strong>RSVP</strong></div>
<div>William Liu: <a>liu@humanfuture.co.jp</a></div>
<div>Steffen Eckart: <a>eckart@humanfuture.co.jp</a></div>
Phone: 03-6277-7163</div>
</div>
text/html2018-07-27T00:00:00+09:00Event Report: Japan HR Leaders Learning Series II – July 24,2018
https://humanfuture.co.jp/chs/publics/index/73/detail=1/b_id=180/r_id=21#block180-21
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<div align="center"><br />
<strong><strong>Japan HR Leaders Learning Series Vol. 2</strong></strong></div>
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<div><strong>Date</strong>: July 24, 2018<br />
<strong>Host</strong>: Fujitsu<br />
<strong>Theme</strong>: Reinventing Leadership – Japan's Leadership Challenges from HR Perspectives When There is No More Business as Usual</div>
<div> </div>
<div>In this second event in the series of learning events organized by Human Future, a group of HR and business leaders representing a wide cross-section of industries gathered to share their views on the tough challenges that leaders in Japan need to tackle to ensure the sustained success of their businesses in the digital age.</div>
<div>Under the theme of"reinventing leadership",we first heard from富士通,who shared their experience with developing their leadership bench by giving five illustrative examples of high performing individuals who have been successfully fast-tracked to influential positions within the company at a relatively early age. This was followed by a powerful presentation by Rajeev Peshawaria, best-selling author and renowned expert on leadership development. Takeaways from the two presentations and ensuing discussion included:</div>
<div> </div>
<ul>
<li>
<div>As the world population trends towards 10 billion people by 2061, Asia faces both exciting growth opportunities and daunting challenges.</div>
</li>
<li>
<div>Traditional notions of leadership are no longer suitable in today's"uber-connected"and"uber-populated"world.</div>
</li>
<li>
<div>Contrary to popular wisdom, a more autocratic approach to leadership is necessary in order for a company to be agile.</div>
</li>
<li>
<div>On the other hand,leaders need to learn the right to be autocratic through such approaches as providing"freedom within a framework"and listening,learning,and reflecting continuously.</div>
</li>
<li>
<div>Innovative companies in Japan such as Fujitsu are shifting their leadership model to give rising stars significant responsibility early in their career. In富士通's case,this has resulted directly in strengthening their talent bench while positioning their best and brightest to assume enterprise leadership positions in the future.</div>
</li>
</ul>
<div> </div>
<div>There is no doubt that virtually every industry in Japan is either experiencing unprecedented disruption now or will encounter it in the near future. In the face of this environment,what concrete steps should leaders take in light of the points above?A good place to start is for those in a leadership role to examine deeply their personal values and purpose – and work to align them with those of their organization. Few who would consider themselves leaders do this. While this is not an issue unique to Japan, this is a good place to start.</div>
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<h2><span style="font-size: 100%;"><strong>Save the Date</strong></span></h2>
<div>The next Japan HR Leaders Learning Series will be hosted by Astellas Pharma on Friday,October 5<sup>th</sup> from 4:00pm – 6:00pm. The theme has been tentatively set to address coaching. Please mark your calendar and we will be providing further details later in the summer.</div>
<div> </div>
<h2><span style="font-size: 100%;"><strong>Contact</strong></span></h2>
<div>For further information about previous HR Leaders Learning Series events or to be added to the mailing list for future events, please get in touch with us:</div>
<div> </div>
<div> William Liu, Managing Partner</div>
<div> Contact: 090-9105-8181</div>
<div> <a><u>william.liu@humanfuture.co.jp</u></a></div>
<div> </div>
<div> Steffen Eckart, Director</div>
<div> Contact: 090-2750-9328</div>
<div> <a><u>steffen.eckart@humanfuture.co.jp</u></a> </div>
</div>
</div>
<div> </div>
</div>
text/html2018-06-01T00:00:00+09:00Register Now: Japan HR Leaders Learning Series – July 24,2018
https://humanfuture.co.jp/chs/publics/index/73/detail=1/b_id=180/r_id=18#block180-18
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<div align="center"><br />
<strong>Japan HR Leaders Learning Series – July 24</strong></div>
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<div>We are pleased to invite you to the second meeting in this series, this time to be hosted by <strong>Fujitsu</strong>: <strong>"Leadership for When There is No More Business as Usual"</strong></div>
<div>Today change itself is changing at a pace not seen before, with much of the acceleration happening in the last 15 years. Yet, many leaders have not replaced outdated management and leadership practices to better compete in the new reality. Some of the key questions that HR leaders need to be able address in their organization include:</div>
<ul>
<li>What style of leadership is best for creating breakthrough success in today's environment?</li>
<li>How can we best inspire, manage, measure, and reward performance?</li>
<li>How can we measure employee engagement and effectively address the gaps?</li>
<li>How can organizations innovate quickly and more often, and create a pipeline of future visionary leaders at the same time?</li>
</ul>
<div>To kick off the discussion, Luis Souza, Head of International HR for Fujitsu, will share his thoughts and experience from the point of view of a multinational company undergoing dramatic changes in its business.</div>
<div> </div>
<div>Also joining us will be a special guest: Rajeev Peshawaria, CEO of the ICLIF Leadership and Governance Center. Author of Too Many Bosses, Too Few Leaders (Simon & Schuster 2011), Be the Change (McGraw Hill 2014), Open Source Leadership (McGraw Hill 2017), and a regular writer for Forbes. Rajeev has been Chief Learning Officer of both Coca-Cola and Morgan Stanley and has formerly held senior positions at American Express and Goldman Sachs. He has been named one of Top 100 Global Thought Leaders for Trustworthy Business by`Trust Across America,'in 2014 and 2017。</div>
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<div>We will also be inviting HR Leaders in attendance to share their own experience and insights. A detailed topic/discussion outline will be shared to all confirmed attendees prior to the meeting.</div>
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<div><strong>Tuesday, 24<sup>th</sup> July, 2018</strong></div>
<div><strong>4:00pm – 6:00pm</strong></div>
<div><strong>HAB-YU (Ark Hills South Tower)</strong></div>
<div>*Registration starts at 3:45pm</div>
<div> </div>
<div><strong>RSVP</strong></div>
<div>William Liu: <a>liu@humanfuture.co.jp</a></div>
<div>Steffen Eckart: <a>eckart@humanfuture.co.jp</a></div>
<div>Phone: 03-6277-7163</div>
</div>
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</div>
text/html2018-06-01T00:00:00+09:00Japan HR Leaders Learning Series - Invitation to Host
https://humanfuture.co.jp/chs/publics/index/73/detail=1/b_id=180/r_id=20#block180-20
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<div style="margin-left: 65.55pt;"><strong>Japan HR Leaders Learning Series - Invitation to Host</strong></div>
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<div style="margin-left: 9.95pt;">We are pleased to invite your company to host one of our next Japan HR Leaders Learning Series events. These events provide a forum for networking, information sharing, and exchanging thoughts on a topic of common interest. In addition, participants have the chance to get some fresh air out of the office on a Friday afternoon.</div>
<h1><a name="Host’s_Role"></a>Host's Role</h1>
<div style="margin-left: 10pt;"><a name="The_host’s_role_is_simply_to_provide_use"></a>The host's role is simply to provide use of a conference room which can accommodate approximately 15-20 participants.</div>
<h1><a name="Event_Format"></a>Event Format</h1>
<div style="margin-left: 10pt;"><a name="These_events_take_place_over_two_hours_o"></a>These events take place over two hours on a Friday afternoon in a conference room at the hosting company. Typically,2-3 participants will share their company's practices related to the chosen theme. This is followed by open discussions and networking.</div>
<h1><a name="Participant_Profile"></a>Participant Profile</h1>
<div style="margin-left: 10pt;">Participants in these events are senior HR leaders in large corporations, in positions such as Head of HR, Talent Management, Talent Development, Talent Acquisition, and HRBP roles. The ultimate goal is to create focus group by industries, so that participants will share common issues. Participation is by invitation only.</div>
<h1><a name="Content_Themes"></a>Content Themes</h1>
<div style="margin-left: 10pt;">The themes chosen for each event will be within the realm of talent strategy and will address the common challenges faced by the participating members.</div>
<h1><a name="Contacts"></a>Contacts</h1>
<div> </div>
<table border="0" cellpadding="0" cellspacing="0">
<tbody>
<tr>
<td style="width: 243px; height: 99px;">
<div style="margin-left: 10pt;">William Liu Managing Director</div>
<div style="margin-left: 10pt;">Phone: 090-9105-8181</div>
<div style="margin-left: 10pt;"><a>liu@humanfuture.co.jp</a></div>
</td>
<td style="width: 263px; height: 99px;">
<div style="margin-left: 53.15pt;">Steffen Eckart</div>
<div style="margin-left: 53.15pt;">Director, Talent Solutions Phone: 090-2750-9328</div>
<div style="margin-left: 53.15pt;"><a>eckart@humanfuture.co.jp</a></div>
</td>
</tr>
</tbody>
</table>
<div> </div>
<div style="margin-left: 10pt;">
<div style="margin-left: 10pt;"> </div>
</div>
</div>
<h1><a name="Attachment_1:_List_of_Participants_from_"></a>A sample List of Participants from Previous Events</h1>
<table border="1" cellpadding="0" cellspacing="0">
<tbody>
<tr>
<td style="width: 245px; height: 26px;">
<div style="margin-left: 4.9pt;"><strong>COMPANY</strong></div>
</td>
<td style="width: 340px; height: 26px;">
<div style="margin-left: 4.85pt;"><strong>Participant</strong></div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Air Liquide</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">HR Manager</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Air Liquide</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Manager, Talent Acquisition</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 45px;">
<div style="margin-left: 4.9pt;">Astellas Pharma</div>
</td>
<td style="width: 340px; height: 45px;">
<div style="margin-left: 4.85pt;">Associate Director, Talent and Product Planning</div>
<div style="margin-left: 4.85pt;">Asia Oceania</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Bloomberg LP</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Head of Talent Development, APAC</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Dow Chemical Japan Limited</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Head of HR</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Ericsson Japan</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">HR Director</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 45px;">
<div style="margin-left: 4.9pt;">Fujitsu</div>
</td>
<td style="width: 340px; height: 45px;">
<div style="margin-left: 4.85pt;">SVP Deputy Head of Global HR and Head of</div>
<div style="margin-left: 4.85pt;">International HR</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">J-Devices Corporation</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">VP, General Affairs and Human Resources</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Konica Minolta</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">General Manager, Human Resources</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Kuehne + Nagel</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">General Manager, Human Resources</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 45px;">
<div style="margin-left: 4.9pt;">MetLife</div>
</td>
<td style="width: 340px; height: 45px;">
<div style="margin-left: 4.85pt;">Assistant Vice President, Leadership & Talent</div>
<div style="margin-left: 4.85pt;">Development</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Nissan Motor Co., Ltd</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Manager, Global HR Business Partner Group</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Nissan Motor Co., Ltd</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Vice President, Talent Management</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Ricoh</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Lead, Global HR Initiatives</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Sanofi</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">JPAC Leadership Development Lead</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 31px;">
<div style="margin-left: 4.9pt;">Siemens Healthcare KK Japan</div>
</td>
<td style="width: 340px; height: 31px;">
<div style="margin-left: 4.85pt;">Executive Operating Officer & Head of HR</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 45px;">
<div style="margin-left: 4.9pt;">Takeda Pharmaceutical Co., Ltd.</div>
</td>
<td style="width: 340px; height: 45px;">
<div style="margin-left: 4.85pt;">Manager, Talent Development & Organizational</div>
<div style="margin-left: 4.85pt;">Effectiveness</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 67px;">
<div> </div>
<div style="margin-left: 4.9pt;">THK</div>
</td>
<td style="width: 340px; height: 67px;">
<div style="margin-left: 4.85pt;">Deputy General Manager Headquarters - Corporate Strategy</div>
<div style="margin-left: 4.85pt;">Global Human Resources Strategy</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 45px;">
<div style="margin-left: 4.9pt;">UD Trucks Corporation, Volvo</div>
<div style="margin-left: 4.9pt;">Group</div>
</td>
<td style="width: 340px; height: 45px;">
<div style="margin-left: 4.85pt;">Director, Talent & Competence Management</div>
</td>
</tr>
<tr>
<td style="width: 245px; height: 45px;">
<div style="margin-left: 4.9pt;">UD Trucks Corporation, Volvo</div>
<div style="margin-left: 4.9pt;">Group</div>
</td>
<td style="width: 340px; height: 45px;">
<div style="margin-left: 4.85pt;">Director HRBP Operations and Support Functions</div>
</td>
</tr>
</tbody>
</table>
</div>
text/html2018-04-13T00:00:00+09:00Event Report: 30名企业人事负责人在日产主办的企业人事负责人学习会(JHLL)参加了。
https://humanfuture.co.jp/chs/publics/index/73/detail=1/b_id=180/r_id=17#block180-17
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<h2 align="center"><strong>Japan HR Leaders Learning Series Vol. 1</strong></h2>
<div><strong>Date</strong>: April 13, 2018<br />
<strong>Host</strong>: Nissan Motor Corporation<br />
<strong>Speakers</strong>: Laura Gillespie and Anish Baijal (Nissan); Luis Souza (Fujitsu)<br />
<strong>Theme</strong>: Identifying and Closing Gaps in the Global Talent Pool</div>
<div> </div>
<div>On a crisp Friday afternoon in April,nearly 30 HR Leaders representing a wide range of industries gathered at Nissan's global headquarters in Yokohama to kick off the Japan HR Leaders Learning Series. Organized by Human Future, this series aims to address the collective need of HR professionals in Japan to stay equipped with emerging talent strategies in the face of dramatic transformation underway in the global business landscape.</div>
<div>The theme chosen for the event was"Identifying and Closing Gaps in the Global Talent Pool。" While this topic may appear on the surface to lack freshness, in our age of digitization and uber-connectivity, it has taken on a new level of urgency. The attending group focused the discussion around two excellent presentations, first by the Nissan team and secondly by the HR leader attending from Fujitsu.</div>
<h2><strong>Nissan's Case</strong></h2>
<div>Nissan is part of the Renault-Nissan-Mitsubishi alliance which collectively sells 1 in 9 vehicles worldwide. The alliance has more than 470,000 employees and 122 manufacturing plants. The Nissan LEAF is the world's best-selling electric vehicle with more than 270,000 units having been sold since 2010。</div>
<div>Beyond the disruptive trend from gasoline-powered to electric vehicles, the commoditization of automobiles is erasing pricing power and forcing industry players to look for new ways to extract and deliver value from their core expertise to their customers. Nissan's approach is to view their products as a highly-connected mobile platform which will enhance passengers'digital experience and provide them new ways to enjoy their journey in a safe and secure manner. And while the starting point for this platform follows a global standard, the range of services customers receive must be tailored to their local environment.</div>
<div>With this landscape in mind, what are the requirements for its talent? In summary, Nissan needs its current and future leaders to be able to do the difficult and different, blending local requirements with global standards in an era where the shelf life of knowledge is rapidly diminishing. This requirement puts Nissan in the position of needing a reliable way to not only analyze their current talent needs but predict and then prepare for needs in the future.</div>
<div>Nissan has approached this by developing a strategy to ensure that local talent has the right experience, exposure, and expertise to take on leadership roles in their respective countries. To do so, two tactics were deployed. The first one was to converge the disparate HRIS systems into one which provided a common language and platform for defining, assessing, and tracking talent across the company. The second was to develop a propriety tool which they have called the"talent supply chain",which helps the company's leadership look at the talent supply,the talent demand,and pinpoint the gaps. These gaps are then addressed with a"build,buy,or borrow"approach which is aimed at having a unique successor identified for each key role who will be ready to move at the right time.</div>
<h2><strong>富士通's Case</strong></h2>
<div>While Fujitsu is also a global company of Japanese origin, its set of business challenges and subsequent talent issues contrast with Nissan. 富士通is among the world's largest ICT(information communications technology)companies as measured by revenue,and a Fortune Global 500 company. Yet its traditional business of producing super computers, PCs, networking systems, and mobile devices now account for only a third of its business, with the other two thirds coming from services.</div>
<div>Fujitsu has over 150,000 employees on its payroll and provides products and services to customers in over 100 countries. Yet remarkably two thirds of both its headcount and its revenue is based in Japan. While Fujitsu continues to enjoy strong market share in Japan even as it shifts from hardware to services, it is clear that the update for the company domestically is limited and it must look overseas for growth. This need to pivot raises two serious people challenges which its leadership is now addressing in earnest.</div>
<div>The first issue is the ability of its leaders both in Japan and abroad to manage businesses across borders. This is not just a Japanese problem. 富士通's experience having a track record as a leader in one's home country – be it in Germany,Mexico,or anywhere else – does not automatically guarantee that one will be equally successful abroad. However due to the unique management style in Japan, the gap is bigger for Japanese leaders when they go abroad.</div>
<div>The second issue is around reskilling a large workforce which still fundamentally sees Fujitsu as a hardware maker even if the business model has evolved. While the digital age brings a huge opportunity, there is a threat of equal magnitude that the employees on which the business depends to drive and deliver innovation will not catch up quickly enough.</div>
<div>To address these two issues, Fujitsu has heavily invested in its talent strategy and infrastructure which includes the direct involvement of its senior leadership in developing its next waves of organization leaders. In Japan, the focus has been on going deeper down in the company to identify and develop talent early enough in their career to be on par with their counterparts abroad. This includes giving young talent not just"shadow assignments"but roles where they have real responsibility where they are allowed to make mistakes and learn from them.</div>
<h2><strong>Other Perspectives</strong></h2>
<div>Both the Nissan and富士通presentations provoked discussion and debate among the event's attending members. A running theme in the closing Q&A was around the need to have employees who are adept at and motivated to develop themselves. While company employees in Japan remain well known for tending to wait to be told what to do, some participants observed that the younger generation shows a positive trend towards being curious about what is important to themselves and what they want to do in the company. How to instill a similar mindset in the middle layers of an organization was an issue which was well recognized but was left for future events to examine more thoroughly.</div>
<div> </div>
In summary the group left with some new ideas and perspectives on how to close the gap
<p style="margin: 6pt 0mm;"><span lang="EN-US" style="font-family: "Noto Sans",sans-serif; mso-bidi-font-family: "Noto Sans";"><font size="3">between the talent supply and talent needs in the companies they are supporting. Moreover, a shared purpose for this series was felt which will carry forward to follow-on events to be held in the near future.</font></span></p>
<p style="margin: 6pt 0mm;"><span lang="EN-US" style="font-family: "Noto Sans",sans-serif; mso-bidi-font-family: "Noto Sans";"><font size="3">If you have any comments or would like further details about the Japan HR Leaders Learning Series, please contact us at <font color="#00b0f0"><a href="mailto:info@humanfuture.co.jp">info@humanfuture.co.jp</a></font>. </font></span></p>
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