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Global Talent Management in Japanese Multinational Companies: The Case of Nissan Motor Company

2014; Springer Nature; Linguagem: Inglês

10.1007/978-3-319-05125-3_11

2192-810X

Masayuki Furusawa,

Competency Development and Evaluation

This chapter reports on the Global Talent Management of Nissan Motor Company based on a series of in-depth interviews with company managers. The international human resource management of Nissan used to be almost synonymous with the management of Japanese expatriates. Due to three “glass ceilings”, Nissan found it difficult to attract and retain capable local persons at their overseas subsidiaries and the optimum utilization of human resources on a global basis had not been realized. Facing these challenges, Nissan launched their Global Talent Management under the leadership of President Carlos Ghosn in 1999. First of all, they set up a personnel committee (the “NAC”) to build a global talent pipeline. They have also established their global corporate values (the “Nissan Way”) as global glue for “normative integration” and have standardized world-wide their personnel evaluation system for managers as a means of “systems integration” in international human resource management. Consequently, mutual trust and global human networks have been established among their leaders in key positions by sharing the Nissan Way regardless of their nationalities or assignment locations. Multi-directional personnel transfers have been realized for the globally-optimized utilization of human resources as well as for the attraction and retention of capable employees. In addition, a new innovation process has emerged through global collaborations beyond national borders. From this case study, we present five implications. The first is the coupling of normative integration and systems integration in international human resource management. The second is the balanced approach to local responsiveness and global integration in the context of international HRM. The third implication is that one-size-fits-all methods of Global Talent Management will not work. The fourth concerns the initiative of the global headquarters in the process of Global Talent Management. Finally, the fifth implication is the effects of international strategic alliance on HRM.