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Wage and Evaluation System Reform Human Resources Consulting Services

Wage and Evaluation System Reform Human Resources Consulting Services

We support management through consulting to achieve "better changes for people and organizations."

Our company provides consulting services to support the design, implementation, and operation of systems in the area referred to as "human resource systems." The true value of various systems is realized only after they are actually put into operation. We offer various forms of support tailored to our clients' needs, including guidance on wage and bonus decision-making practices, training to enhance effectiveness (such as evaluator training, management training, hierarchical training, and organizational dialogue), and individual coaching for clients who have established and implemented new human resource systems. We strongly back our clients in achieving "better changes for people and organizations" alongside them. 【Service Structure】 ■ Problem Setting - Setting the desired vision - Clarifying root causes and solutions ■ Development of Human Resource Systems - Establishing infrastructure for fair treatment and employee growth and success ■ Operation of Human Resource Systems - Ensuring fair treatment - Creating an environment where employees can focus on their work ■ Transformation of People and Organizations - Realizing growth and success based on intrinsic motivation and an environment conducive to focusing on work Please feel free to contact us.

  • Employee training

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Promotion and demotion based on role responsibilities ★Human Resource Management Method-14★

Promotion and demotion based on role responsibilities ★Human Resource Management Method-14★

Explanation of grade changes (promotions and demotions) closely related to wage management!

The operation of promotions and demotions must adhere to the roles and responsibilities within the organization. In other words, promotions should only occur when an individual takes on greater role responsibilities that correspond to a higher grade or when they are assigned such responsibilities. It is incorrect to promote someone solely based on reasons such as "they have been with the company for a long time" or "many of their peers have become managers," especially when there are no relevant responsibilities or tasks assigned to them. Engaging in such practices not only leads to an increase in personnel costs but also causes confusion within the organization. *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.*

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Human Resource Management Equation: Definition of Business

Human Resource Management Equation: Definition of Business

Explaining the definition of the business, which serves as the starting point for setting "management goals"!

For a company to grow sustainably, it means hiring people, creating customers, and continuously achieving results. To do this, it is necessary to have a vision for the organization, a perspective on the future, and a strong belief in the organization's mission. In short, you must seriously consider "why and for what purpose you are managing the company" and "under what outlook you want to shape the company," and you need to articulate a direction that can resonate with those around you using your own words and numbers. *For more details, you can view the related links. Please feel free to contact us for more information.*

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Human Resource Management Equation: Marketing and Innovation

Human Resource Management Equation: Marketing and Innovation

An explanation of marketing and innovation as fundamental strategies!

To achieve management goals, specific decision-making on where and how to concentrate management resources such as personnel, equipment, and funds is required, along with concrete actions based on those decisions. The purpose and mission of the business serve as the most fundamental guidelines, acting like a map to the destination. However, having a map does not guarantee reaching the destination. More specific goals and strategies or methods are needed for the members of the organization to align and concentrate their efforts. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

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[Human Resource Management Equation] Individual Self-Goal Management

[Human Resource Management Equation] Individual Self-Goal Management

An explanation of "self-goal management" for each employee who embraces organizational goals and takes initiative in their actions!

Self-goal management refers to the process where individuals set their own goals and pursue and manage their progress independently. However, even though it is called self-goal management, one should not simply allow individuals to set their own goals without guidance. If this is done, each person may end up setting goals based solely on what they consider important in their own minds. Even if everyone works hard to achieve their own set goals, it does not guarantee that the organization's goals will be met, and it may even lead to contradictions and friction. *For more details, please refer to the related links. Feel free to contact us for further information.*

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[Case Study] Transitioning performance evaluation from focusing on "results" that create outcomes to emphasizing "activities."

[Case Study] Transitioning performance evaluation from focusing on "results" that create outcomes to emphasizing "activities."

Revising Evaluation Methods for Sales Positions Based on Sales Strategies, Goals, and Processes - Introduction of Consulting Case Studies

We would like to introduce a case where Company S, which has been solely engaged in newspaper sales and flyer advertising agency, has been working on sales target management and process improvement, achieving results. At Company S, until now, employees responsible for each area have taken on the tasks of solicitation, delivery, and collection alone, operating under a competitive individual sales system. They have enjoyed the benefits of regional monopoly and had some leeway in management, but in recent years, sales of both newspapers and flyers have declined. To break through the current situation, the company thoroughly re-evaluated what "value provided to customers" means and what the company's mission is, fundamentally revising the way sales department goals are created. A select few outstanding area representatives were chosen to pilot new sales activities, and results have begun to emerge. [Case Overview (Partial)] ■ Background and Issues: Sales of both newspapers and flyers had declined. ■ Consulting Content: - Product and utility analysis - Customer needs and countermeasure analysis - Changed to a step-by-step approach *For more details, please refer to the related links or feel free to contact us.

  • Consulting companies

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Zone-based wage table reflecting performance evaluation ★Human Resource Management Equation★

Zone-based wage table reflecting performance evaluation ★Human Resource Management Equation★

I will introduce the features of the "zone-based wage table" that can realize a satisfactory merit-based wage system.

Features of Zone-Type Wage Tables Compared to Other Common Wage Tables (1) Balanced Salary Increases and Decreases - A system is incorporated that realizes wage levels corresponding to performance evaluations S, A, B, C, and D. Whether increasing or decreasing wages, by using a system that gradually approaches the wage ceiling according to performance evaluations S, A, B, C, and D, balanced salary increases and decreases can be carried out without difficulty, preventing excessive fluctuations in wages. ★ This allows for a performance-based wage system that is sufficiently convincing from the perspective of everyday life. (2) Ability to Forecast Salary Increase Resources - The annual salary increase resources can be easily estimated. Not only can the basic salary determination process be clearly explained, but it also encourages lower-paid employees to strive for salary increases while promoting discipline and a sense of urgency among higher-paid employees, thus motivating each individual. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.

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[Case Study] Drawing a Vision for Human Resource System Reform with a Holistic System Approach

[Case Study] Drawing a Vision for Human Resource System Reform with a Holistic System Approach

Creating a vision that gives hope to the young and encourages veterans to demonstrate their abilities! - Introduction of consulting case studies -

We would like to introduce a case study from Company I, which operates in the paint manufacturing industry, where a vision for reforming the human resources system was developed through an analysis of the current situation and dialogue with all management personnel. Due to the aging of employees, the burden of labor costs has been increasing, and the company has consciously continued to suppress salary increases over the past few years. As a result, younger employees have felt anxious due to a lack of salary increase expectations, leading to cases of resignation. Through consulting, the company's unique issues and their causes became clear, and the focus for reforming the human resources system was defined. 【Case Overview】 ■ Background and Challenges - As a result of consciously suppressing salary increases, younger employees felt anxious, which became a reason for their resignation. ■ Outcomes - A vision for talent utilization that all management personnel could share and empathize with was obtained. - Awareness of being stakeholders in talent utilization and a sense of mutual solidarity were fostered. - By clarifying the relationship between compensation and contribution, it led to "giving hope to younger employees and encouraging veterans to demonstrate their abilities." *For more details, please refer to the related links or feel free to contact us.

  • Consulting companies

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[Case Study] Reemployment System After Retirement - What is the Secret to Maintaining High Employee Motivation?

[Case Study] Reemployment System After Retirement - What is the Secret to Maintaining High Employee Motivation?

Eliminating Employee Anxiety Through the Introduction of a Reemployment System After Retirement! ~Introduction of Consulting Case~

We would like to introduce a case where we consulted on a re-employment system after retirement to maintain high employee motivation at Company O, which is engaged in the manufacturing of electrical equipment. The company has the intention of having highly skilled and motivated employees continue to work even after retirement in order to pass on their specialized skills and techniques cultivated over many years. However, until now, they have dealt with each case individually and did not have a clear system in place as a company. By establishing a system, employees can recognize early on that "the conditions will be like this after retirement," making it easier for them to envision their life plans post-retirement, which also contributes to preventing turnover among younger employees. [Case Overview] ■ Background and Issues - The treatment system after retirement was not well established. - Each time a retiree occurred, individual negotiations on conditions were conducted. ■ Results - Established rules applicable to all employees, reducing the burden of individual negotiations for each person. *For more details, please refer to the related links or feel free to contact us.

  • Consulting companies

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[Case Study] Sharing Company Challenges through Dialogue with All Employees in a "World Café"

[Case Study] Sharing Company Challenges through Dialogue with All Employees in a "World Café"

Breaking through the rigid organizational culture! ~Introduction of consulting case studies~

We would like to introduce a case where all employees shared the company's challenges at a World Café (dialogue meeting) held by T Company, a special mold manufacturer. In the company, responsibility was concentrated on the president and directors, while employees, including management, exhibited a tendency to be dependent and passive, leading the president to feel a sense of dissatisfaction and a lack of trust. Through the dialogue meeting, there was a gradual change in employee attitudes, and a growing momentum to perceive the company's decisions and initiatives as "our own" emerged, resulting in an increase in proactive comments during meetings and discussions. [Background and Challenges] - Improve the biased organizational culture - Draw out employee motivation ahead of revising the personnel system - Advance organizational development initiatives to encourage attitude change [Results] - It became evident that the relationship between employees and the company was changing for the better. - On the foundation of employee motivation, we were able to confidently proceed with the revision of the personnel system. *For more details, please refer to the related links or feel free to contact us.

  • Consulting companies

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