The company: Toyota Company Issues:

The company: Toyota Company
Issues: Toyota had recalled over 8 million of its products in its 2010 scandal (Elegbe, 2010)
BusinessWeek estimates that Toyota is losing $155 million per week as a result of their recent recall and in the weeks leading up to this article Toyota had lost nearly $30 billion in stock valuation.
Root cause related to HR practice of the company:
According to Sullivan (2010) Weak HR Has Been a Major Contributor to Other Notable Failures and Employee Errors Were the Root Cause
• Hiring — The purpose of great hiring is to bring on board top-performing individuals with the high level of skills and capabilities that are required to handle the most complex problems. Poorly designed recruiting and assessmen telements can result in the hiring of individuals who sweep problems under the rug and who are not willing to stand up to management.
o Key questions — Did Toyota have a poorly designed hiring process that allowed it to hire individuals who were not experienced in the required constructive confrontation technique? Were their hires poor learners that did not change as a result of company training?

• Training — The purpose of training is to make sure that employees have the right skills and capabilities to identify and handle all situations they may encounter. Toyota is famous for its four-step cycle — plan/do/check/act — but clearly the training among managers now needs to focus more on the last two. In addition, in an environment where safety is paramount, everyone should have been trained on the symptoms of “groupthink” and how to avoid the excess discounting or ignoring of negative external safety information.
o Key question — If Toyota’s training was more effective, would the managers involved have been more successful in convincing executives to act on the negative information received?
According to Gribben (2010) Toyota's president Akio Toyodo suggested that a lack of staff training could be behind the recall crisis at the world's biggest automaker as he came under fire for side-stepping an invitation to appear before US politicians.



Solution and recommendation

Improve the recruitment process
• Conducting labor force planning to avoid shortage or surplus in labors.
• Applying international recruitment methods such as Ethnocentric approach or polycentric approach
Improving the training program
• Redesign the current training program by identifying the training need to deliver the right training program.
• Adding more training program for different level of employees from managers to workers.

Kết quả (Việt) 1:

Công ty: công ty Toyota Vấn đề: Toyota đã nhớ lại hơn 8 triệu sản phẩm của mình trong vụ bê bối 2010 (Elegbe, 2010)BusinessWeek ước tính rằng Toyota là mất 155 triệu đô la Mỹ mỗi tuần là kết quả của thu hồi tại của họ và trong những tuần dẫn đến bài này Toyota đã mất gần $30 tỷ trong định giá chứng khoán.Nguyên nhân gốc liên quan đến nhân sự thực hành của công ty:Theo Sullivan (2010) yếu nhân sự có là một đóng góp lớn cho thất bại đáng chú ý khác và nhân viên lỗi là nguyên nhân gốc• Thuê-mục đích của việc thuê tuyệt vời là nhằm vào ban đầu có hiệu suất cá nhân với mức độ kỹ năng và khả năng được yêu cầu để xử lý những vấn đề phức tạp nhất cao. Được thiết kế kém telements tuyển dụng và assessmen có thể dẫn đến việc thuê các cá nhân người quét các vấn đề theo rug và những người không sẵn sàng để đứng lên đến quản lý. o Key câu hỏi-Toyota đã có một hoạt động kém thiết kế thuê quá trình cho phép nó để thuê cá nhân người không có kinh nghiệm trong kỹ thuật cần thiết xây dựng cuộc đối đầu? Đã là thuê của học viên nghèo đã không thay đổi là kết quả của công ty đào tạo?• Training — The purpose of training is to make sure that employees have the right skills and capabilities to identify and handle all situations they may encounter. Toyota is famous for its four-step cycle — plan/do/check/act — but clearly the training among managers now needs to focus more on the last two. In addition, in an environment where safety is paramount, everyone should have been trained on the symptoms of “groupthink” and how to avoid the excess discounting or ignoring of negative external safety information. o Key question — If Toyota’s training was more effective, would the managers involved have been more successful in convincing executives to act on the negative information received?According to Gribben (2010) Toyota's president Akio Toyodo suggested that a lack of staff training could be behind the recall crisis at the world's biggest automaker as he came under fire for side-stepping an invitation to appear before US politicians. Solution and recommendationImprove the recruitment process• Conducting labor force planning to avoid shortage or surplus in labors. • Applying international recruitment methods such as Ethnocentric approach or polycentric approachImproving the training program • Redesign the current training program by identifying the training need to deliver the right training program. • Adding more training program for different level of employees from managers to workers.