STRATEGI C HUMAN RESOURCE

MANAGEMENT

MBA EXECUTIVE 3 YEARS
HUMAN RESOURCE TOYOTA COMPANY
PRESENTED TO: SIR. ABDUL HAMEED KHAN
HARISH CHANDER PAGARANI
STUDENT ID: 14166

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Basic Concept of Human Resource Development:


We are working to develop human resources by implementing an educational program based on
OJT (on-the-job-training), which is crucial for the development and generational transfer of
excellent monozukuri (manufacturing), with the five Toyota Way keywords as a fundamental
basis.
Human Resource Development in the Workplace (OJT):
The foundation of human resource development at Toyota is on-the-job-training (OJT) but we
also provide off-the-job-training opportunities for development through guidance by supervisors
or superiors. For example, in a globally-shared training program, employees, following group
training, spend approximately six months attempting problem-solving during actual work duties.
Development of HR with Strong Language Abilities and a Local View and
Local Sense of Regions around the World:
The OT-clab (Overseas Trainee-culture language business) program started in 2002, is a system
for sending young employees to overseas sites as trainees in order to develop human resources.
As of January 2012, 84 trainees were working hard at 37 affiliates in 20 countries to study
working procedures, business practices and accurate English and host country language
communication abilities while respectively reporting to local supervisors under the program.


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ICT Program for Self-reliance of Affiliates and Contribution to Local
Communities:
In order to promote self-reliance in overseas affiliates, the ICT (Intra Company Transferee)
program temporarily transfers employees of overseas affiliates to TMC for human resource
development through on-the-job training. Transferees learn skills and know-how throughout
their training periods which range from six months to three years.
As of the end of April 2012, a total of 450 transferees from 48 affiliates in 27 countries were
working in Japan under the program.
World Skills Competition:
222The WorldSkills Competition, which consists of 40 events in ten categories and is targeted
specifically at young engineers, is a kind of "Olympics for Engineers." The international version
was launched in 1950 in Europe and is held every two years, while the National Skills
Competition in Japan, held annually, began in 1963. Toyota's first entry into the WorldSkills
Competition was in the 11th international competition in 1962, where it won gold in the milling
machinery category. The company next appeared at the 6th National Skills Competition in 1968,
and has attended every competition since. Gold medal winners from the Japanese championships
are automatically chosen to represent Japan at the WorldSkills Competition the following year.
The aim of the WorldSkills Competition is to promote vocational training in the workplace.
Toyota is a staunch supporter of the WorldSkills Competition, which brings rewards in the form
of skills enhancement, discipline and increased workplace motivation. The maximum age of
competitors is 23, which means that most are specially selected new recruits who have
undergone extensive training at the Homi Training Center. In order to create human resources
that will form the core of the company's future "monozukuri," many hours are spent developing
problem-solving techniques that require both technical skills and concentration. Those who take
on the challenge of appearing at the WorldSkills Competition have the ability to take on
challenges and overcome obstacles through perseverance and hard work. These people will form
the next generation of skilled engineers at Toyota.

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Seven Japanese and Four International Gold Medals:
The Japanese national championships in December 2011, held in the aftermath of the Great East
Japan Earthquake, was spread across 17 sites in four prefectures (including Shizuoka prefecture).
There were 1,066 participants. Toyota entered nine events and took home a record tally of seven
gold medals. The number of prize-winners by group company also hit a record. Meanwhile, four
Toyota employees represented Japan at the WorldSkills Competition in London in October 2011,
which attracted a total of 944 participants in 850 teams drawn from 51 countries and regions.
Toyota employees contributed four of Japan's haul of 11 gold medals, while a Toyota Motor
Thailand Co., Ltd. (TMT) employee also won a gold medal for Thailand, bringing Toyota's
global medal tally to five.
Basic Concepts of Diversity and Inclusion:
For companies engaged in business around the world, it is important to promote a diverse range
of human resources activities while raising the skills of each individual employee. Toyota is
establishing a corporate culture with abundant vitality by fostering human resources that include
a diverse range of individuals. Although the focus of respect for diversity varies in different
countries and regions, Toyota strives to be a company with a working environment that promotes
self-realization while respecting diversity of values and ideas among its employees.
Promoting Various Measures to Create a Workplace Full of Vigor and
Enthusiasm:
Toyota is currently working to establish various programs to help female workers balance work
with childcare and to educate employees on effectively utilizing the programs while refining
communication tools for these activities.

Male Female Total
Number of fulltime employees 61,543 7,418 68,961
Average age 38.9 31.5 38.1
Average years of service 17.8 10.5 17.0
Full-time Toyota Employees (unconsolidated basis) As of March 31, 2013
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Promotion of Localization of Management at Overseas Affiliates:
Toyota has been promoting the localization of management at overseas affiliates from a medium-
to long-term perspective. The head office has clarified division of roles, determining what things
are to be done and how they will be done at overseas affiliates. In principle, executives
responsible for overseas operations (including chief officers) live at the respective overseas
location and create a management system that has close ties with the local community.
Appointment of local human resources is also being actively promoted
Job Placement Program for Over-sixties:
Following the 1991 introduction of the Internal Re-employment Program for Retired
Professionals, an Optional Re-employment Application System was launched in 2001 to outplace
applicants to external affiliates and other sites, providing a framework for helping over-sixties to
continue working at either external or internal workplaces.
Employment of Fixed-term Contract Employees:
With regard to fixed-term contract employees, while we already take steps to ensure that
appropriate employment and contract renewals are conducted, we are also putting our utmost
efforts into creating stable employment conditions and improving workers' employability. The
full-time staff appointment system gives fixed-term contract employees who have worked for
Toyota for at least one year and have a recommendation from their workplace the chance to take
an examination for regular employment. This leads to increased motivation and vitality.
Fixed-term contract employees can also take the examination in their third year. Toyota plans to
continue to promote appointment of fixed-term contract employees as full-time employees.
Employment of People with Disabilities:
Toyota believes that people with disabilities deserve the chance to become socially self-reliant
and we make it a rule to provide them with opportunities to work together with non-challenged
individuals. A number of such people are engaged in a range of roles at various workplaces.
As of June 2012, the number of people with disabilities employed was 1,015 and the ratio 1.96%
(for Toyota only), which is above the legal requirement of 1.8%. Efforts are under way to create
an even more employee-friendly working environment, including hosting an internal sign
language workshop, deploying counselors to provide all kinds of support, and spreading good
workplace examples across the organization.