エスト List of Products and Services

This document introduces the construction and key points for success of the Japanese version of the job-based HR system. It provides detailed information on topics such as "the background of the job-based HR system," "the essence of the job-based HR system," and "the issues and solutions of the Japanese version of the job-based HR system." The explanations are accompanied by diagrams, making it a user-friendly resource. We encourage you to read it. 【Contents (partial)】 ■Introduction - Issues faced by business owners interested in job-based employment/HR systems, etc. ■PART 1 Examination of the Japanese version of the job-based HR system - Background of the job-based HR system - The essence of the job-based HR system - Issues and solutions of the "Japanese version of the job-based HR system" *For more details, please refer to the PDF document or feel free to contact us.

• others

This document introduces strategic HR that leverages careers. It includes detailed information on "what is happening now," "examples of strategic HR that leverages careers," and "job grading (job-based) systems," among other topics. The explanations are illustrated with diagrams, making it a user-friendly resource. We encourage you to read it. 【Contents】 ■ What is happening now ■ Overview of examples: Problems and solutions ■ Job grading (job-based) systems ■ Strategy-linked job grading (job-based) systems ■ Job-based HR that leverages careers ■ Strategic HR that leverages careers *For more details, please refer to the PDF document or feel free to contact us.

• others

This document introduces a human resources-first corporate strategy. It includes topics such as "Interdepartmental collaboration workshops utilizing organizational development," "Why does it work well when utilizing organizational development?" and "How to embed the results of organizational development." The explanations are accompanied by photos and diagrams, making it an easy-to-reference book. We encourage you to read it. 【Contents】 ■ Introduction: Human resources-first corporate strategy ■ I Case Study: Interdepartmental collaboration workshops utilizing organizational development ■ II Explanation 1. Why does it work well when utilizing organizational development? 2. How to embed the results of organizational development *For more details, please refer to the PDF document or feel free to contact us.

• others

This document explains the key points for developing next-generation management executives. It includes detailed information on "strategies for developing next-generation management executives and the nature of training," "selection of candidates for next-generation management executive training," and "design of next-generation management executive training." It also presents examples of successful outcomes from dialogic organizational development, making it a useful reference. We encourage you to read it. [Contents] ■ Strategies for developing next-generation management executives and the nature of training ■ Selection of candidates for next-generation management executive training ■ Design of next-generation management executive training ■ Examples of next-generation management executive training ■ Secrets of training facilitation *For more details, please refer to the PDF document or feel free to contact us.

• others

This document introduces how to promote work style reform in the McKinsey way. It includes detailed discussions on "ways to enhance organizational productivity," "how to advance organization," and "what results and accountability for results mean." The explanations are illustrated with diagrams, making it an easy-to-reference book. We encourage you to read it. [Contents (excerpt)] ■ Instructor self-introduction ■ Objectives and expected outcomes of this seminar ■ Ways to enhance organizational productivity ■ How to advance organization ■ What results and accountability for results mean *For more details, please refer to the PDF document or feel free to contact us.

• others

I will summarize the key points for facilitating the "Next Generation Executive Training." The Next Generation Executive Training is a long-term program lasting six months, requiring participants to actively engage in discovering and solving problems through repeated workshops and on-site information gathering. You can view the continuation by downloading the catalog. *For more details, please refer to the PDF materials or feel free to contact us.*

• others

According to the survey, the reasons for ineffective training programs are attributed to 40% being a lack of readiness among participants, 20% being issues with the training itself, and the remaining 40% being environmental obstacles when implemented in the workplace. This indicates a lack of preparation and follow-up. You can download the catalog to view the detailed case information. *For more details, please refer to the PDF materials or feel free to contact us.*

• others

Despite being important, the development of executive talent is delayed and difficult. The first issue is who will be responsible for it; if the HR department handles it, selecting candidates becomes challenging. In this regard, it will be necessary to establish a management successor development system with the support of management and the corporate planning department, and candidates will be selected based on certain criteria and assessments. You can view the continuation by downloading the catalog. *For more details, please refer to the PDF materials or feel free to contact us.*

• others

The candidates for the next-generation executive training program that should be gathered in the talent pool are those under 35 years old, at the level of chief or section manager, who have excellent performance and possess high potential with the characteristics and skills of an executive. To select such talent, it is important to visualize candidates from three perspectives. Additionally, be sure to assess them in a balanced manner to avoid bias towards any one of the three perspectives. You can view the continuation by downloading the catalog. *For more details, please refer to the PDF materials or feel free to contact us.

• others

In response to the risk of management expertise, we will consider a development strategy for the next generation of management executives (business leaders) while answering the following questions. The questions are: "Characteristics and skills required of management personnel," "Current status of management personnel," and "Effective strategies for developing management personnel." You can view the continuation by downloading the catalog. *For more details, please refer to the PDF document or feel free to contact us.

• others

This document introduces the design and operation of a management successor development system. The need for specialized skills and experience as "human capital" in management personnel is being questioned, and we are approaching a phase where certain "disclosures" are required. Succession is no longer sufficient as a plan; we have reached a phase where actively managing executive talent is essential, which is the awareness of the authors of this document. Based on this premise, this paper deliberately focuses on "succession management" and explains its overview and methodology. We encourage you to read it. [Contents (partial)] ■ The importance of human capital management and management successor development systems - Overview and challenges of human capital management - Management successor development systems *For more details, please refer to the PDF document or feel free to contact us.

• others

I will describe the basics of the competency development system. The process of the competency development system is divided into three stages. This article will primarily focus on issues related to the planning stage. Please download the catalog for more information. *For more details, please refer to the PDF materials or feel free to contact us.

• others

This paper introduces the significance, content, essence of competencies, and examples of job requirements (performance responsibilities and competencies) required for typical roles in digital transformation (DX). Competency is defined as "the fundamental characteristics of an individual that are involved in producing effective or outstanding performance in relation to a specific job or situation, measured against standards." In short, it refers to the behavioral capabilities of successful individuals. You can download the catalog to see more. *For more details, please refer to the PDF document or feel free to contact us.

• others

Company A has issued a top-down directive stating, "Each business unit should promote DX (Digital Transformation)." Although each business unit has personnel authority, there have been voices expressing concerns about DX, which they have no prior experience with, such as: "I don't know what kind of talent is needed for planning and promoting DX." "I don't know where suitable personnel for DX are within the company." "To begin with, there isn't enough time." "There aren't enough people involved in DX tasks," and so on. In addition, the management has repeatedly pressured them to "move forward quickly," resulting in a surge of inquiries and consultations from troubled business units to the HR department regarding DX personnel. You can download the catalog to view the detailed case information. *For more details, please refer to the PDF materials or feel free to contact us.*

• others

To identify the potential qualities of DX talent and realize JOBFIT, we will introduce examples of utilizing the assessment tool "ProfileXT." There are many talent assessment tools that diagnose abilities, aptitudes, and personalities, but PXT quantifies potential qualities. The results do not indicate "good" or "bad," nor do they assess the individual. The concept is to show what potential qualities the respondent possesses and how well those qualities fit the required job. You can download the catalog to see more. *For more details, please refer to the PDF materials or feel free to contact us.*

• others

Recently, the competition for acquiring DX talent has intensified, and we often hear from our clients that even when they post job openings, there are not many applications. While companies with experience and knowledge in hiring digital technology and IT personnel may know how to navigate this, for companies that are just starting to promote DX, hiring DX talent seems to be a high hurdle. Companies that are struggling to hire DX talent need to return to basics, clarify the technical requirements and qualifications they seek in DX talent, and reassess whether they can appeal to potential candidates with attractive job descriptions and benefits. You can view the continuation by downloading the catalog. *For more details, please refer to the PDF materials or feel free to contact us.*

• others

According to the 2021 Corporate IT Trends Survey by the Japan Information System Users Association, expectations for promoting DX (Digital Transformation) are becoming evident. The mission of the IT department is shifting towards business creation and transformation, and the importance of IT departments is increasing in many companies. The factors behind this are the promotion of DX and telecommuting. You can download the catalog to read more. *For more details, please refer to the PDF document or feel free to contact us.

• others

This document introduces the mid- to long-term management strategy formulation project. It includes an overview of the project, detailed procedures, and an appendix. We will formulate an action plan to instill our mission, values, and vision, as well as a long-term management strategy that leverages our purpose. The information is presented using charts and tables, making it a user-friendly resource. We encourage you to read it. 【Contents】 ■ Introduction ■ Project Overview ■ Detailed Procedures ■ Appendix *For more details, please refer to the PDF document or feel free to contact us.

• others

This document is an HR guide published by Est Co., Ltd. regarding the proposal for "transitioning to a job-based evaluation system." While the "job-based HR system" is a hot topic, many companies find the barriers to implementation high and are hesitant to make the transition. However, there is a desire for performance-based evaluations as a shift from age-based criteria, and there are expectations for a more strategic approach to flexibly reallocating the right personnel. This document raises questions such as whether it is truly necessary to transition to a "job-based HR system" to meet these needs, where the essence of the needs lies, and whether the main issues can be resolved by customizing the evaluation system without completely abolishing membership-based employment. After examining the "commonly stated explanations," we provide guidance on a realistic transition process for the evaluation system. *For more details, please download the PDF or contact us.*

• others

We are conducting an online seminar titled "How to Create a Strategy-Driven Organization" for executives, heads of management planning, and HR leaders. The theme is "How can we translate business strategy into organizational and HR strategy?" Please feel free to contact us if you are interested. 【Seminar Content】 ■ Sessions - Why is it difficult to design an organization that can execute business strategy? - Learning from case studies: Roadmap for strategy-driven organizational design - Three key points to realize the creation of a strategy-driven organization ■ Q&A, etc. *For more details, please download the PDF or contact us.

• Employee training

This document is an HR guide published by Est Co., Ltd. regarding the proposal for "Designing a Career-Autonomous HR System." Based on the knowledge and experience the author has cultivated at Hay Consulting Group (now Korn Ferry Japan) and the Corporate Executive Board (the world's largest management think tank) regarding job-based systems, talent management, and succession management, this guide explains the points of designing an HR system that allows as many employees as possible to develop their potential as expertise, thrive, and shift their careers, rather than a "job-based talent management" system that only a select few can shine in. This approach has been integrated into the HR systems of mid-sized companies for about ten years. [Contents] ■ Background and purpose of the desired career-autonomous HR system ■ Image and overall concept of the career-autonomous HR system ■ Steps for formulating a job-based and career-autonomous HR system ■ Considerations for employment adjustment ■ Conclusion *For more details, please download the PDF or contact us.

• others