INTRODUCTION TO PEOPLE MANAGEMENT

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Table of Contents
Introduction......................................................................................................................................3

I. Leadership & Management...................................................................................................4

II. Training & Development......................................................................................................7

III. Talent Management...........................................................................................................9

Conclusion.....................................................................................................................................13

References......................................................................................................................................14

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Introduction
Modern business is designed to establish a meritocratic workplace in which workers can adapt to
problems and function easily and safely. It protects employee rights by compelling all workers to
uphold others' human rights and prevent discrimination and abuse against others based on race,
ethnicity, gender, religion, physical capacity, sexual identity, age, place of origin or other
grounds. The workers are encouraged to disclose harassment in the workplace. By recognizing
the diversity of workers, corporate leaders encourage the development of a working atmosphere
that maximizes every employee's success and encourages collaboration towards aggressive goals
(Zheng, 2010). This individual report would further look into the employee management
techniques of Nissan Motors Inc. in light of their strategies for leadership management, talent
management and training & development procedures.

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I. Leadership & Management

Figure 1: Interrelationship between the management and leadership in Nissan Motors

(Tomè, Deiana, Redaelli and Patruno, 2017).

The leadership communicates the capacity to decide if others should engage in certain cases,
being the initiation mechanism of some citizens by dialogue and commitment and a dynamic
dimension of the faith of the citizens in the same path, the task of the framework examined, joint
judgment and human resources encouragement in Nissan Motors (Nissan HR, 2020). Leadership
is expected to be more nuanced than this, constrained and affected by the leader's traits, the
corporate environment and the market atmosphere. The representative has a special status within
a community and his power can be sensed in delivering the post. At the group level, leadership
and power are coordinating differently, which may be: horizontal between group members with

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the same or similar rank or vertical between people from their rank (can be down – from the
leader to the subordinate or upward – from the subordinate to the top) (Narayana Reddy,
Appannaiah and Sathyaprasad, 2010).

In Nissan Motors, a leader can use coordination, visions to ensure the Group’s course, guide acts
and direct intervention, tight guidelines and fewer visions. The manager may want to build and
encourage a strategy focused on a communication mechanism that will allow him to
continuously modify the structure and operational process. Modern management of Nissan
Motors is built on cooperation – it is a critical component of the organisation; there is no
advancement in the business without a strong communication partnership between the boss and
the deputy. The manager is the one who executes the management duties in conjunction with the
duties, abilities and duties of his / her work. One factor leadership has recently become so
necessary is because of the increasing uncertainty and instability of the business environment
(Nissan HR, 2020).

Sudden technical advances, international competitive expansion, business irregularities, intensive

overproduction in manufacturing, volatile cartel oil, stock market exploitation, and structural
trends in labour markets have all added to such advances in the leadership and management
strategy of Nissan Motors. The accomplishment of the same mission as yesterday or better by
5% does not constitute a long-term performance type. Radical adjustments to succeed and
perform successfully in this modern world are becoming increasingly necessary for this company
(Tomè, Deiana, Redaelli and Patruno, 2017).

There must be more leadership for future improvements. Intensive industries prove to be very
difficult to handle and unpredictable without proper management. The competitive management
can maintain the continuity and efficiency required by organising and setting the budget for those
important characteristics of Nissan Motors, for example, product quality and viability – selecting
specific priorities or potential targets, determining measures to meet certain priorities and
supplying the tools for the projected strategy. Through tracking and solving problems – in
conjunction with the outcomes accomplished with the expected results in terms of information,
formal and informal, communication, workshops, or other ways, detecting mistakes, preparing
and coordinating problems solving, the planner ensures the execution of the strategy (Narayana
Reddy, Appannaiah and Sathyaprasad, 2010).

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For the leaders of Nissan Motors, achieving their mission needs inspiration, determination and
support for him, in lieu of the many challenges to progress along the path, to continue to steer
people in the right direction without disregarding the requirements, beliefs, and feelings of most
essential people. A detailed review of each operation mentioned leads to the characteristics of a
leader, which is highly essential in the preparation and budget selection of the path. While the
leadership ability of some workers is strengthened, organisations do not ignore that good
leadership, combined with poor management and the reverse is not successful at times (Narayana
Reddy, Appannaiah and Sathyaprasad, 2010).

The actual success recipe for Nissan Motors is a mixture of good leadership and strong
management and, finally, shared remuneration. Nobody can be a decent leader and a good
manager at the same time. Some people can become excellent managers, but not strong leaders.
Others have strong leadership ability but are failing to become effective administrators.
Visionary movements view all types as important and make significant attempts to expand them.
Many businesses ignore the latest expert literature, which describes why individuals cannot be
very well managers and authentic leaders because they need management training. As Nissan has
started to recognise the basic distinctions in management and leadership, it will prepare
individuals to lead by keeping all things into account (Tomè, Deiana, Redaelli and Patruno,
2017).

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II. Training & Development

Figure 2: Importance of Training & Development in Nissan Motors (Herholdt., 2012).

Nissan applies a proactive and structured approach to preparation, jobs rotations and recruiting,
to consistently promote potential managers and professionals who lead the business. In
particular, Nissan undertakes leadership training to transfer the skills and expertise on to future
generations of workers. These schemes, including for young people, regional middle managers
and company senior managers, are delivered at a different stage of growth. Training consists of
community training sessions in market knowledge, action-based seminars in which members are
actively faced with Nissan problems and cultural integration courses to facilitate awareness of
the problems (Ananthan, Appannaiah and Reddy, 2010).

A variety of rotational initiatives are introduced strategically and regularly to provide talented
workers with the ability to act as able administrators and executives in managerial posts and
direct global roles. Not only by attracting recent graduates but also by aggressively attracting
excellent mid-level managerial applicants, Nissan enhances its human capital. Senior managers
often meet in human resources to successfully monitor these workforce acquisition processes.
These meetings recognize excellent human capital and draw up growth strategies and succession

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planning. Nissan has global coordination and is involved at corporate, regional and institutional
levels through its strategic talent acquisition framework (Herholdt., 2012).

(1) Training to encourage the (2) Training for technical

interpretation of actions and support in industry,
reasoning outlined in the leadership and the liberal
Nissan Way arts

(3) On-site management

preparation for the teaching
of the value of production
site and optimum benefits
through cooperation

Figure 3: Three core elements of Nissan’s training & development (Ananthan, Appannaiah
and Reddy, 2010).

In specific, Nissan offers (1) training to encourage the interpretation of actions and reasoning
outlined in the Nissan Way; (2) training for technical support in the industry, leadership and the
liberal arts; and (3) on-site management preparation for the teaching of the value of production
site and optimum benefits through cooperation. These 3 main elements are augmented by
additional services in the teaching system. In North America and Europe, the management
curriculum of Nissan Way Leadership Academy explores how the Nissan Way is used more
successfully and communicates these actions with management efficiency as part of teaching
methods (Ananthan, Appannaiah and Reddy, 2010).

Nissan has introduced a Simple Protection and Health Program to ensure that all workers can
concentrate on a healthy climate. The protection of workers and their well-being as a problem of
corporate policy is given top priority. The occupational protection and health at all Nissan
locations, both in Japan and abroad, is regulated universally in compliance with the Basic
Principle. In Japan, Nissan holds an annual meeting of the Central Safety and Health Committee,
led by the Executive and attended by Nissan management and trade union members. During the

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previous year, programs are assessed in areas such as job protection, fire prevention, mental
wellness, wellness and road safety and the next year's proposals are then drawn up. Each facility
meets weekly with members of the community and holds a Safety and Health Committee. To
provide all workers with accurate records, a safety and health officer is allocated to each
workplace (Herholdt., 2012).

The trust built by openness in contact is the basis for building trust between an organization and
its personnel. Nissan shall immediately report its accounting statement and other company
conclusions to its staff. A better comprehension of Nissan products, services and technology is
obtained through prompt correspondences which encourage and empower employees. Nissan’s
leadership is regularly updated to create a zero-emission business, build autonomy and other
long-term initiatives while also keeping staff are constantly updated (Ananthan, Appannaiah and
Reddy, 2010).

III. Talent Management

Nissan insists that workers must be free to follow their professions regardless of ethnicity,
ethnicity or other considerations if they want to work without consideration and self-initiation.
Furthermore, professional acquisition systems make the workplace appealing to workers. They
agree that workers should "build their jobs" and should encourage them to do so actively.
Learning is a vital early step in generating value because without the ability to generate value an
organizational learning community cannot exist. They promote and support the personal growth
of their workers by constructive human resources advancement as an enterprise that is rising by
continuous learning (Zheng, 2010).

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 Figure 4: Talent Management Cycle at Nissan Motors (Zheng, 2010).

Nissan values all its workers' talents and talents, working relentlessly to develop its human
resources processes to ensure all workers grow and develop. To correctly measure employee
contributions, the evaluation-based remuneration system is structured in a manner which
encourages them to achieve high objectives (Pollitt, 2010). The employee's pay is assessed by a
mix of performance tests, in which he/she measures how well his / her abilities, expertise and
attitudes are calculated. They encourage all workers to meet with their managers twice a year to
review the job results and competency tests of each worker and to review their career priorities
and priorities under a talent management strategy that gives employees chances of personal
development and fulfilment as long as they generate value (Tomè, Deiana, Redaelli and Patruno,
2017).

Training initiatives to strengthen managers' assessment capabilities can help strengthen employee
job growth capabilities. Specialized software keeps track of appraisal reports, such that even a
recently formed administrator can see the success of workers at a glance to ensure effective
creation of human resources. They perform polls to collect staff contributions in regards to
appraisal meetings and establish how the system thinks and comforts. They make decisions
based on the findings and, if necessary, strengthen them. It also tracks employee satisfaction with

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meetings with its managers and increases employee awareness and appreciation of the appraisal
system (Narayana Reddy, Appannaiah and Sathyaprasad, 2010).

The Change Job System (SCS) and the Open Entrance System (OES) both give Japanese
workers an incentive to take on the difficulties of a new role. The SCS encourages workers,
regardless of whether a position is immediately open, to apply and to function in positions in
other departments in areas which attract them. They will apply for all vacancies which are
publicly advertised by the OES. A total of 280 workers were eligible to apply for about 500 open
positions during fiscal 2018 and 132 of them were successful in taking up the posts they were
seeking (Tomè, Deiana, Redaelli and Patruno, 2017).

Human Resources growth is the basis for Nissan M.O.V.E.'s mid-term market strategy to 2022.
Since workers are the key assets and that their skills are a critical job for them, they endorse
more learning experiences for workers. They also developed multiple strategies to build
management and organizational capabilities for staff and to encourage leadership development.
This helps workers to better their skills and grow their careers and to prove themselves to the
highest degree possible. In particular, they develop training programs encouraging workers to
learn the task-specific and position-specific skills required and to improve their expertise in their
field of choice. These steps create a lifelong learning community worldwide (Narayana Reddy,
Appannaiah and Sathyaprasad, 2010).

Nissan is playing a more active part in leadership preparation. It is one of the foundations
promoting the success of the growth policy in Nissan M.O.V.E.'s mid-term investment plan for
2022. They follow a comprehensive and comprehensive approach to preparation, work rotation
and recruiting to consistently help potential managers and experts who lead the business
(Sharma, 2011).

In specific, they invest in leadership training to encourage workers who show their abilities at
Nissan or elsewhere in the Alliance's activities. These schemes, including for young people,
regional middle managers and company senior managers, are delivered at a different stage of
growth. Training consisted of group workshops for intensive business training and team
planning, in which participants discuss challenges that Nissan and cultural integration students
face to encourage awareness of the problems (Tomè, Deiana, Redaelli and Patruno, 2017).

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Staff rotations beyond departments and regions are introduced progressively and regularly to
provide talented workers with the expertise required as competent administrators and executives
in managerial roles and direct global functions. Not only by attracting new students but also by
aggressively attracting leading mid-level management candidates, they improve their human
capital (Sharma, 2011).

Senior managers often meet in human resources to successfully monitor these workforce
acquisition processes. These meetings recognize excellent human capital and draw up growth
strategies and succession planning. Nissan has global coordination and is involved at corporate,
regional and institutional levels through its strategic talent acquisition framework. They seek to
encourage a culture of learning through the creation of an atmosphere that encourages staff, with
the help of management and the entire business, to take steps in building their careers. They will
also extend the use of e-learning and other interactive resources to develop the atmosphere that
workers can learn anytime, wherever (Pollitt, 2010).

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Conclusion
Mutual faith and global networks were built by sharing the Nissan Way among its
representatives, irrespective of nationalities or locations. The dynamic movement of workers has
been carried out both to maximize the worldwide usage of human capital and to recruit and
maintain professional staff. Furthermore, through cooperation across national boundaries, a new
invention mechanism has evolved. Five performance criteria for the management of Nissan can
be established from the above discussion. The first thing is the synthesis of regulatory integration
and system alignment in the multinational management of human capital. The second is the
proactive approach in the sense of multinational HRM to local adaptation and global integration.
The third result is that Corporate Talent Management single-size models are not working. The
fourth refers to the Corporate Talent Acquisition Plan of the Company Headquarters. The final
element is the impact on HRM of the multinational strategic partnership.

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References
Ananthan, B., Appannaiah, H. and Reddy, P., 2010. Business Management. New Delhi:
Himalaya Pub. House.

Herholdt., 2012. People Management Strategy In Organisations. Knowres Publishing.

Narayana Reddy, P., Appannaiah, H. and Sathyaprasad, B., 2010. Business Management.

Mumbai [India]: Himalaya Pub. House.

Nissan HR, 2020. HUMAN RESOURCE DEVELOPMENT | SOCIAL | SUSTAINABILITY

REPORT 2019 | SUSTAINABILITY AT NISSAN | NISSAN. [online] Nissan-global.com.
Available at:
<https://www.nissan-global.com/EN/SUSTAINABILITY/REPORT/SOCIAL/HR_DEVELOPM
ENT/> [Accessed 22 September 2020].

Pollitt, D., 2010. Talent Management. Bradford: Emerald Group Pub.

Sharma, D., 2011. Talent Management. New Delhi: A P H Pub. Corp.

Tomè, M., Deiana, S., Redaelli, L. and Patruno, D., 2017. People Management. Milano: Wolters
Kluwer.

Zheng, C., 2010. People Management Challenges To Multinational Companies In Asia.

Hauppauge, N.Y.: Nova Science.

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