Sample Essay On Human Resource Management (Toyota)

Type of paper: Essay

Topic: Workplace, Employee, Toyota, Company, Employment, Human Resource Management, Skills, Development

Pages: 6

Words: 1650

Published: 2020/11/27


With the development of globalization, diversity of human resources in the company becomes one of the most important factors for the development, which at the same time requires careful attention to talent management system. Talented employees can be critical to maintaining the quality and integrity of the human potential of each company. Thus, the long-term development program of employees is of paramount importance, as the skills and qualifications of the staff should be improved. The main benefits offered by properly-established and used talent management system, include, in particular, that:

Talented employees make a significant contribution to the economic goals and strategies of the company.

The cost on fluctuation and, consequently, the recruitment of new staff are reduced.
The company becomes popular and attractive employer among talents.
Talented employees are found and retained.
Succession planning of key positions is more effective, as well as providing candidates for positions at the expense of internal resources and their motivation.

Talented employees occupy respective roles and their potential is used better.

Costs associated with vacant key positions are minimized.
M. Buckingham and D. O. Clifton in their book “Now, Discover Your Strengths” have provided public with 34 talent themes. Talent is some valuable knowledge and skills that are essential in any organization. Talented means, first of all, self-motivated employee. Self-motivated employees like the content of the work, and the money and bonuses are secondary for them. Such staff is a difficult task for headhunters, it is almost impossible to buy up it; it is inspired by the idea, not the money. It was found that the more leading a theme is in an individual, the larger the theme’s effect on that individual’s activities.

After the pass of the Strengths Finder survey the following 5 strengths were identified: Empathy: 85; Futuristic: 83; Harmony: 80; Learner: 80 and Positivity: 73.

Holding the position of Marketing Analyst defined strengths have direct impact on the performance. Empathy is the ability to understand and share another person’s negative emotions arising in the face of life’s difficulties. Everyone should get out of childhood with the ability to empathize. People deprived of emotions are dangerous to society. Violent criminals do not feel empathy for their victims. Lucky head sympathizes his subordinates and can always come to an agreement with them. For example, while informing and consulting employees of sales service during conclusion of agreement or other units on issues of the development of particular measures of marketing plan, the empathy helps to set positive relations and contributes to better communication.
The proficiency in the e-marketing by Marketing Analyst means follow innovations and update tendencies. This aspect draws on my strengths of futurism, being inspired by the future and inspiring others. In the era of global e-business, it is impossible to apply only traditional marketing tools. Therefore, I prefer to study new opportunities to be skilled and professional.
As for the harmony, I can say that the necessity to get approval from different units of the company requires being able to find consensus. Also, making analysis of the market and determining the target consumer segments of the market for the product offer requires absence of conflicts.
Being the Learner, Marketing Analyst should constantly follow market tendencies and be ahead of innovations. If the employee is interested in additional training, he will complete assignments and send them to the test in time. To achieve professionalism in any job, the employee should strive to become the best in his field. Fascinated by studying people certainly grow in positions and develop a complementary skills.
Finally, Positivity for the Marketing Analyst is extremely important, because product or service advertising cannot be boring or negative. It, of course, should attract customers and develop the company. The psychology and principles of sales are based on the positive thinking and perception.
Concerning responsibilities, which drain my strengths, it is worth to mention the assessment of the effectiveness of marketing activities, forecast of the company’s position in the market, identification of company’s opportunities and threats and monitoring of marketing plan implementation. It is quite difficult to stay, for example, empathic during the assessment of activity and monitoring, because deadlines can be short and volumes – large, while employees from other units can be very slow in carrying out some actions.


Selection and Placement
Toyota was chosen as the organization of well-known Japanese human resource management style. One of the distinctive features of Japanese management is the management of human resources. Japanese corporations manage their employees so that the latter work as efficiently as possible. To achieve this, the Japanese corporations use American technology of personnel management, including effective payroll system, analysis of the organization of labor and employment, certification of employees and others. The resources of Toyota’s corporate culture include the system of general principles; values; partnerships; principles of the production system; professional qualifications; and adequate human resources. It never trusts the human resources department to hire and train its own staff. The selection and training of personnel to a large extent is based on a broader corporate culture. In contrast to the usual approach to recruitment, Toyota approach is that they employ a worker for life. Therefore, the attitude to the employment is exceptionally serious. The role of the HR department is very high, only it can approve the hiring of an employee. The adoption of the employee to the vacancy occurs, but as an employee shall be employed for life, the initial position is not critical. When hiring engineers Toyota determines how many engineers of different specializations required, based on the growth prospects of the company and fill vacancies. Today, the success of Toyota is explained by the fact that it hires only the best employees. It appeals to the best universities and selects the best graduates, who meet the criteria of Toyota’s corporate culture. Circumstances allow Toyota to pay high salaries and other remuneration, which helps to attract and retain exceptional people.
The main reason why other companies learn from Toyota is that its corporate culture maximizes the use of human potential. The problem is how to evaluate candidates in two aspects: on the past experience and compliance with the requirements of Toyota’s corporate culture and by their ability to use their experience and skills in real work situations.

Training and Development

Toyota successfully overcomes the difficulties due to the company’s conviction – only people able to think, solve problems and work on improving. They help companies develop and strengthen. There are several systems of formation of employees dedicated to the Toyota’s ideals. It is not only the task of the personnel department, which is responsible for drawing up the plans of study. On the contrary, there is a tradition for Toyota on the job training by experienced instructors. Newly hired employees are immersed in the atmosphere of the existing production system by participating in group activities in an atmosphere of purity and safety of intensive communication under the guidance of leaders, who help and teach the work in groups to solve problems; maintain order in the workplace and compliance with safety regulations; two-way communication and visual management techniques; and leadership as a way to ensure the conditions for those who create value.
In order to understand the strategy of training and development at Toyota, it is necessary to distinguish between the roles and responsibilities of each level of the organization. There are four levels, namely a member of the team, the foreman / group leader, manager, CEO / Vice President. At each level managers use a different set of tools, and they have specific content for a given level of work, but all levels are interrelated process of solving problems.
One of the gaps concerning talent employees is the absence of pressure shortage of time when developing skills and the relatively high cost of education.

Performance Management

Employee assessment must be fair, reflecting its strengths and weaknesses, and clarify abilities. These principles require paying special attention to working with the leadership of the organization; in fact they bear the main burden of the implementation of these principles. This implies the definition as one of the main goals in life: the selection of leaders at every level that could completely independently and with full responsibility to perform their duties.
Each employee or an ordinary worker gets satisfaction from own effectiveness at work, knowing that his actions will someday be sure to be appreciated. Companies such as Toyota, build relationships of trust with employees through daily interaction. They create a culture of cooperation to enable them to feel part of a family or a partnership, rather than a part of the company or production operations. HR department is engaged in practical work for Toyota, with its representatives throughout the organization, they are closely acquainted with people actively listen to their complaints, considers justice in terms of relationships, beyond the purely contractual relations on a more personal level, and calls for a partnership on a long interchange basis.

In addition, Toyota has a policy of movement of workers every three years.

Career and Succession Planning
One of the elements of Toyota culture is purposeful creation of the maximum number of opportunities for cooperation in the working and non-working environment for leadership and team members. Unique feature for Toyota is what happens in the units. Function of relationships with employees, for example, is building bridges between the leadership of the organization and staff. In this group there are positions held by experts, known as the representatives of the personnel management. Their function is to protect the team members. They should be in the shops, so it could apply to any employee, listen to his problems and coordinate decision.
Toyota leaders are part of the team that simulates the behavior that want to see their subordinates to act on the principle of safety and can not only speak well, but to actively listen. As a result, the leaders of Toyota better perform their work, developing in other values, beliefs and the ability to take personal responsibility. They transmit to other powers, responsibilities and the need to be accountable for their actions.
Ideally, Toyota leaders should be able to integrate food streams of value creation and streams of creation of employees’ value, identify key competencies, to hire the best, train them to perform work standards, teach them how to identify and solve problems.


Despite the lifetime employment policy success, Toyota is recommended to perform its functions of staff members by maintaining close contact with managers, employees and trade union representatives (where they exist), showing that they can be trusted, are always available and willing to cooperate. People should learn and know the characteristics of each, know the rules and procedures established by the Department of Personnel Management and the Corporation, and understanding exactly the conditions at the company and in the production, quality and attitude to work.
In order to assess the past experience and compliance with the requirements of Toyota’s corporate culture, it is recommended to apply deep analysis to the recruitment in terms of creation of special situations and provision with particular tests.
Finally, it is important to carefully select training program in order to get high results and spend less money. The planning of development and retention of employees’ measures is associated with the approval of the project budget. Moreover, investments are not limited to the cost of training. Investing in the professional development of key employees, the company increases its value in the market, and thus increased attention to them from competitors. Therefore, observing the professional growth of employees, it must keep track of their value in the market and accordingly build individual motivation scheme.

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