人材が育たないという話をいろいろな経営者からよく聞く。
「我が社はなかなか人材が育たない」
「教育費をかけても、かけても育たない。。」
手前味噌ながら、私が最初に作ったプライム・リンクという会社は、当時人気業種では全くなかった（飮食ビジネス）が、人材の採用と能力ある人材の創出には困ったことがない。
実際に今も起業したり、様々な業界、様々な会社で本当に活躍している。頼もしい限りだ。
なぜか？
誤解を恐れず言わせていただくと、人材が育たない会社に共通して言えるのは、経営者や幹部クラスに、口だけでなく、心の底から人を、社員を信頼する気持ちが欠けているということなんだろうと思う。ことばのとおり、信じて頼る、頼りにして信じるということだ。
体裁はさておき、ホントの意味で心の底からの人間への信頼、社員への信頼が少し欠けている気がしてならない。形式的に、社員を大事にしていますよ、弊社はこんなに教育費を使っていますよ、と言っても、そんなことにはだれも興味が無い。
人間は不思議な動物で第六感という感性を持っている。
信頼されているか、信頼されていないか？瞬時に判断する。
優秀な人間ほどその能力は高い。
だからこそ、心の底からの人に対する信頼のない会社に人材は育たない。
これは仕組みで作るものではない。気持ちの問題だ。
信頼してくれてない人について行こうとは誰も思わない。
企業の本当の強さは、何年も未来永劫続いていく理念であり、魂の部分だ。
それがないと、企業はGoing Concernできない。
教育してあげよう、成長させてあげよう というより、心底信頼して仕事を任せて、一緒に悩んで、壁乗り越えて、という環境が一番人材が育つのではないかと思う。
日本で飲食店舗を500店舗（直営もFCも）近く運営してきて、自分なりに社員との信頼関係を作り上げてきてた。また加盟店との信頼関係を作り上げてきた。
だから、いまだに20年たっても当時フランチャイズ事業をすすめた加盟店や自社の加盟店になってくれた企業や経営者、当時の自社の社員達とつながっている。
日本全国に散らばっている。今となってはもう私の一番の財産だ。
シンガポールに来た時、言われた、
「日本とは違うよ」
「日本のやり方は通用しないよ」
「1ドルでも高い企業や店にジョブホッピングするよ」
「どうせすぐ辞めるんだから、教育なんてしなくてよいよ」
「社長はオペレーションに入ったらダメよ、ましてや下げ膳や、洗い場なんて絶対入ったらダメよ。なめられる」
「洗い場は派遣会社に頼んだほうが良い。穴を開けずにだれかを送り込んでくれるから」
「洗い場をやって！って指示したらダメ。すぐに辞めてしまう。そんな仕事自分の仕事でないと思ってるから」
etc
半信半疑で、すこしづつお店を開店させてきた。
結果、日本のまんまで良いなー と思ってる。
ちゃんと伝えれば、洗い場も普通に入ってくれる。
社長が下げ膳しても洗い場入っても問題なし。
人と人の関係が深いと実際に社員は辞めない。
人間と人間の基本的な信頼関係があれば、解決できることばかり。
日本人だと斜に構えていると何も解決しないし、誤解を生むだけ。
プライドなんて全部捨てて、同じ目線で、そして同じ立場で入っていく。
そのほうが信用されやすい。バカもやるし笑いもとる。
日本でそうやってきた。だからASEANでもやる。それだけの話。
人種が違うから、、、、なんて言ってるからついてこないし、辞めていく。。
そういう人たちは「日本とは違うので・・・」ということを大事にしたいようなのだが。。。
基本は変わらんなーーーというのが、実感。
これから海外に進出する人も企業も、まずは日本とおなじくそのままやってみることをおすすめする。
色々ヘタにアレンジして、なに屋かわからなくなるより、日本で自信のあるものをそのままやってみる。
それから、適宜必要な修正を加える。
そのほうが良いものが出来上がりますよ。
きっと。
そうおもいます。
アセンティア・ホールディングス
土屋
English ↓
I often hear from various managers that they are unable to develop human resources.
They say, "Our company has a hard time developing human resources," and "We spend money on training, but we can't develop them.
I am not sure if I am being too forward, but the first company I founded, Prime Link, was not in a popular industry at the time (the restaurant business), but we have had no trouble recruiting and creating talented people.
In fact, they are still starting their own businesses and are active in various industries and companies. I am very proud of them.
Why?
Without fear of being misunderstood, I would say that what is common to companies that fail to develop human resources is that their managers and executives lack the desire to trust people and employees from the bottom of their hearts, not just with their mouths. As the saying goes, it is about trusting and relying, relying and believing.
I can't help but feel that, putting appearances aside, there is a slight lack of trust in people and employees from the bottom of the heart in the truest sense of the word. No one is interested in formal statements such as, "We value our employees," or "We spend so much on education.
Humans are mysterious animals with a sixth sense. Do they trust us or not? The better a person is, the better he or she is.
The better a person is, the more capable he or she is.
That is why human resources cannot be nurtured in a company that does not have trust in people from the bottom of its heart. This is not something that can be created by a mechanism. It is a matter of feelings.
No one wants to follow someone who does not trust them.
The real strength of a company is its philosophy and soul, which will last for years and years to come.
Without that, a company cannot be Going Concern.
Rather than educating people and helping them grow, I believe that an environment where people can trust people wholeheartedly, entrust them with their work, and work together with them to overcome problems and obstacles is the best way to nurture human resources.
Having operated nearly 500 restaurants (both directly managed and franchise) in Japan, I have developed a relationship of trust with employees in my own way. I have also built relationships of trust with franchisees.
That is why, even 20 years later, I am still connected to the franchisees who promoted the franchise business at the time, the companies and managers who became franchisees of my company, and my own employees at the time. They are scattered all over Japan. They are now my greatest asset.
When I first came to Singapore, I was told, "This is different from Japan,
When I arrived in Singapore, I was told, "It's different from Japan," "The Japanese way won't work," "I'll job hop to a company or restaurant that costs even one dollar more," "You'll quit soon anyway, so you don't have to train them," "You should never join operations, much less the kitchen or washing area, as you'll be lambasted. You'll be treated like a fool." "It's better to hire a temp agency to do the washing. You should ask a temporary staffing agency to do the washing area because they will send someone to do it without making any holes! You should not tell them to do it. They will quit right away. They think it is not their job.
etc.
I was skeptical, but I opened the restaurant little by little.
As a result, I think it is fine as it is in Japan.
If I tell them properly, they usually go into the washing area. There is no problem if the president of the company enters the washing area even if he is lowering the table.
If there is a strong relationship between people, employees will not actually quit. If there is a basic trust between people and people, everything can be resolved.
If you are Japanese and you are oblique, nothing will be solved and you will only create misunderstandings.
You have to put aside all pride and go in from the same perspective and in the same position. It is easier to be trusted that way. You can be silly and laugh at the same time.
That is how we have done it in Japan. That's why we do it in ASEAN, too. That's all there is to it. They don't follow us because we are different from them and they quit because they say 、、、、.
They seem to want to emphasize that "It's different from Japan, so....
I feel that the basics are the same.
I recommend that people and companies who are planning to expand overseas should first try to do things the same way they are done in Japan.
Rather than trying to rearrange things so badly that you lose track of what you are doing, try doing what you are confident in in Japan.
Then, make the necessary adjustments as needed.
You will probably end up with a better product.
I am sure.
That's what I think.
Assentia Holdings Inc
Akira
https://fc.assentia-hd.com/ja/home
フランチャイズビジネスの意義と価値 https://www.assentia-hd.com/newproject/why/