About Human Resource Education (What I Think in Singapore)
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 Concerned.
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 franchised) 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 sceptical, 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 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 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/
