The large enterprise has a various function in the organization including some specialst job like a legal, risk management and so on.
The company normally outsource these specialist function. However if the outsource cost is higher than the in-house one or this function requires the deep knowledge of the company, They prefer the in-house one.
The staff who are deployed in this function should have a specialist knowledge and keep updating the latest one to have the same skill as the specialist firm.
In this case, should the company provide the same compensation as the one which the specialist firm does.?
The benefit of in-house specialist is 1) to receive the training- specially management training 2) to receive a wider job opportunity including global job rotation and the option to switch the job 3) to receive the opportunity to understand the diversed idea by working with the stakeholders directly 4) to receive more career development care.
The most important thing is to believe the company's mission and realize this together with co-workers for the benefit of society through the daily job. In other words, it is important for them to feel themselves as active contributors to the business and management like the third stonecutter in the three stonecutters.http://nasser.blog.so-net.ne.jp/2011-08-07-1
Depend on the categories of specialist jobs, the above benefit might be bigger or smaller. Thus the lesser the benefit is, the more similar amout of compensation as the specialist one should be given.
It means that the company should hire the specialist who has the above aspiration and is trained or given the opportunity to be so. The key point is how to provide this.
Maybe the goal of the specialsit in the large enterprise is to be senior specialist postion which can play the crucial role in the company knowing the company's business and having the management skill. This is a niche area. However if they realize this, they will receive a high position,a bigger reward and a high level of satisfaction.
There is a famous principle for human resource development which is “70:20:10 Model”. The important factor of human resource development “70% come from experience by on the job training OJT” , “20% from feedback” and “10% from learning by training and reading” .
Ironically, HR department can spend their time 10% for experience, 20% for feedback and 70% for learning in order to develop their employees, because the job rotation or promotion is very much depend on not HR but their bosses or management.
In the total company life, the high flyers experience around 10 different jobs except the person who engages in the specialist job. It means they rotate each three or four years. It may be shorter than average in the junior time and senior time. You may need more time in the middle time to really get the ability to execute your expertise or to spend more time for your family at that time.
Is it the boss’s responsibility?
If you are good and capable staff, normally your boss wants to keep you. The boss who tends to keep a good staff isn’t capable. That’s why he needs you to perform on behalf of him. He will probably not be promoted, thus you will not be promoted either. If you are not capable, you can’t be rotated because no other departments need you even your boss tries to do so. This happens when you become senior in terms of the position and age.
So is it your own responsibility?
You also don’t want to change your job taking risk while you are showing a good performance and getting good recognition by your boss. Why do I have to change the job? I am still learning in this job. This is another “trap” to welcome you to the “comfort zone”. Your learning is much smaller than the one when you change the job.
There is another complicated issue. In the career plan sheet, you should state clearly your wish as “I would like to challenge other job within a year “. However if your boss is so nice guy, you tend to state in more moderate way to be nice for him like “I would like to challenge other job within three years” to give some hint to your boss to find out your real intention. Since your nice boss needs you, he will try to understand as you mentioned. He will think about your rotation three years later if he still in this position at that time.
If you are recruited in the head quarter, you want to work in the big organization rather than small organization especially young time. You prefer to say “I am working in the head quarter rather than in the branch”. This is also aother “trap”. When you are in the big organization, your responsibility is small. However, when you are in the small organization, your responsibility is bigger.
So if there are two person and have the different career in the head quarter and branch in the junior time, there is a high possibility that the person in the branch would be developed better. However, if you insist to stay in the branch for many years only because you can have a wider responsibility, you will go easily to the comfort zone.
Someday, you will realize that you need change after many years in the same position. Normally you can’t help changing the company, because your boss is good for you. You don’t need any conflict with him in the company. This might be the way to change the situation.
However, especially young one changes a company because of non-satisfaction of the company life like low speed of promotion, communication problem with the boss and so on. This change gives the fatal issue. You get the way how to escape the difficulty. The young person who resigns the company for a few years tends to leave company again.
So if we leave this important rotation to the bosses or leave this to the staff’s wish all the time, the staff will not rotate in the ideal timing and will not get the ideal OJT.
So HR department should conduct the official “career talk” program like a company’s midrange plan. The staff writes down their three years career plan together with his immediate boss. And the senior manager and HR check this plan not let the staff stay the same position more than five years.
I went the gala premiere of The amazing spider-man . 3D effect gives you a feeling that you can clime the building easily.
Today is the "Go Green Day" in our company. It’s also the “Car Free Day” as we are encouraged to take public transport, “Car Pool” with colleagues, walk, run or roller skate to and from work to show our Eco friendliness.
My cycling buddies suggested that we go on bike as it’s also a good opportunity for our training - killing two birds with one stone. As we covered a much longer route (around 35km), we had to get up very early in order to be on time for work.
It was a nice experience to bike on the highway. I think that it is not allowed in Japan. very exciting. Our speed is over 35km/h.
Then I had a very looooong day. so exhaused...
I shouldn't use all my energy in the morning.
Today we should save energy....
Orchid D,A 97 F50%(P2,B2) B2 PT33 I44
Just after arriving from Narita, I ran to the imperial palace which is the running Mecca in Tokyo -around 6km from Shinagawa.
Running become very popular in Japan. I saw more than hundred runner in Monday evening.
Total 16km run.
Orchid V,A 101 F5(36%,P2,B1),B2, PT35 ,I47
Many bosses say "He is not capable" " It is too late to develop" and so on blaming their incompetence as their staff have responsibilities for that.
However,when we do a close look at this situation that their staff have deferent speed of career development, we realize this causes by the number of the opportunties or job rotations.
If the career development depends on the number of those, I wonder who can give these opportunities?
Defeneitly not by themselves, they can't rotate their position by themseves but their bosses.
If ony bosses can do this, the staff's capability might depend on the bosses.
Do you know " The Peter Principle"?
The Peter Principle formulated by Dr. Laurence J. Peter and Raymond Hull is the principle that "In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence."It holds that in a hierarchy, members are promoted so long as they work competently. Sooner or later they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain.
Peter's Corollary states that "in time, every post tends to be occupied by an employee who is incompetent to carry out his duties" and adds that "work is accomplished by those employees who have not yet reached their level of incompetence".
Why this phenomenon happens?
It will even happen to the persons who graduate from the same university and are deployed at a similar job.
Normally, they will reach at the same level until 30 years old, probablly manager or dept head position for a just less than 10 years after joinning the company.
How about their position after another 10 years, in case that everybody have no special events like family issue etc.?
Some of them reach at general mamager or Div head position, some are at senior manager position and suprisingly some of them are still at the same position as manager !
I think this difference comes from the diversed job experiences. The more diversed job experiences the person has, the more succesful her career is.
When a person join in the new organization and start to do a new job, she sholud adapt herself to a new enviroment and get a new knowledge. So she learns new things, which will strengthen her ability eventually.
If you stay at a same job, it is not so necessarily to get a new thing in order to complete the job. In this case, you learn less and go to a fascinating comfort zone.
It usually takes 18months to be able to manage a new job. So it is ideal to change the job contents each 3 years. It means that it is ideal to have around 10 diffrent experiences during an entire company life.
In this sense, " job rotation" is crucial for talent development specially at the early time of the career.
However, the more capable you are, the more the boss wants to keep you with a seduction of the comfort zone. When you realize that you need a change after a long comfort zone life, it is too late to sell you to the other position.
The company should design a appropriate job rotation system in order to avoid the peter principle.
- 作者: ムン・ヒョンジン
- 出版社/メーカー: サンマーク出版
- 発売日: 2012/01/09
- メディア: 単行本（ソフトカバー）