developing an effective work culture: hr perspective

Fujitsu Proprietary and Confidential

Developing an Effective Work Culture: HR Perspective

By

ERNESTO G. ESPINOSAAPFHRM President

Presented to the Fiji HR Institute, March 14-15, 2013

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Objectives

At the end of the presentation, participants will be equipped with knowledge of :

• Fujitsu’s best practices in building an effective work culture.

• Show what is unique about the Japanese system compared with companies of other nationalities. 2


Ralph Stacey in his book “Managing the Unknowable”

“Culture is a set of beliefs or assumptions that a group of people share concerning how to see things, how to interpret events, what it is valid to question, what answers are acceptable, how to behave toward others, and how to do things”

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Culture is the Integration of Company and Individual Behavior

Company Individual

Philosophy Beliefs

Policies Habits

Rituals Idiosyncrasies

Norms Behavior

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AERIALAERIAL VIEW OF FCPP VIEW OF FCPP

A

B

C

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FCPP PRODUCTS FOR MASS PRODUCTION FCPP PRODUCTS FOR MASS PRODUCTION

AL 9SE+ (10K rpm)AL 9SE+ (10K rpm)

• Form Factor : 2.5 inches

• Product Capacity : 36GB / 73GB

• No. of Production Lines: 2 lines

AL 9LE+ (10K rpm)AL 9LE+ (10K rpm)


• Product Capacity : 73GB / 147GB / 300GB

• No. of Production Line: 4 lines

AL9LX+ (15K rpm)AL9LX+ (15K rpm)



• No. of Production Line: 3 lines

AL 10LX (15K rpm)AL 10LX (15K rpm)



• No. of Production Line: 1 line (evaluation)

AL 10SE (10K rpm)AL 10SE (10K rpm)


• Product Capacity : 73GB / 147GB

• No. of Production Line: 1 line (evaluation)

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FCPP’s Culture-Building Practices

1. Leadership

“The organization cannot learn anything new if the leaders themselves do not”

*Leader-centric

*Company culture likely to reflect leader’s personality

*Management team’s behavior shapes culture7

Fujitsu Proprietary and Confidential 8


2. Men’ setsu (face contact) and Laying Down of TRUE Expectations

• Orientation prior to job offer• Head of HR presents company profile, discusses

rules and regulations, company expectations• Real company situation is presented• Painting a very rosy picture of the company is

avoided • All company expectations are laid down

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3. Strong Communication/Transparency

• Clear information on policies, rules and regulations• Employee Relations (ER) Committee meetings

every month. Equivalent of Labor Management Council (LMC)

• Employee opinion survey• “The bulletin board is the window to the soul of the

organization” 13 ELECTRONIC BOARDS• No new policies are implemented without

consulting employees (VERY IMPORTANT)

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PLASMA TV AS A MEANS OF COMMUNICATION

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4. Values Campaign Program

• Every thing that we do is anchored on our values system

• Fairness, Understanding, Just-in-time, Integrity, Thoroughness, Sincerity, Unity (acronym FUJITSU)

• Promotion of values through newsletter, bulletin boards, training, outreach programs, and other employee relations activities

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FUJITSU’S VALUES

Fairness is treating every person squarely. It means giving someone what he/she really deserves regardless of race, sex, religion, status, etc.

Understanding oneself and others is the key to effective interpersonal relations.

Just-in-time is being punctual in all activities and is a mark of true discipline.Integrity is rigid adherence to a code of values and typifies being honest and

above board in all our transactions.Thoroughness highlights attention to details and should be a fundamental

element of any job assignment.Sincerity establishes FCPP as an “I care” company, ever resolute in

establishing the confidence of customers, employees, suppliers and the public at large through its 100% commitment to their welfare.

Unity is the philosophy which we adhere to that binds FCPP together in the face of success or failure.

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5. The Fujitsu Management System• Focus on work groups• The Japanese discipline• Sense of order• The Japanese values:

– HO-REN-SO– GENCHI, GENBUTSU, GENJITSU– NEMAWASHI– SEII PRINCIPLE

• Job Excellence “Do it right the first time, every time.”

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MORNING EXERCISE PERFORMANCE

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KEEPING RIGHT ALONG THE HALLWAYS

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QUEUING AT TIMEKEEPING BOXES

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DISHING-OUT USED UTENSILS AFTER MEALS

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QUEUING AT PICK-UP POINTS

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RESPECTING THE “SEAT FOR PREGNANT EMPLOYEES” POLICY

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ENSURING TELEPHONE COURTESY BY INSTALLING TAGS TO PHONE UNITS

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PROMOTING TELEPHONE COURTESY THROUGH COMPUTER WALLPAPERS

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PROMOTING MORNING EXERCISE THROUGH COMPUTER WALLPAPERS

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Greet one another, regardless of which department or section you belong.

Greet even your superiors.

Greet people you meet along the hallways and any other common areas all the time.

When attending meetings, greet the people you are meeting with upon entering the room.

PROMOTING GREETINGS DURING MEETINGS

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6. Performance Management System

• Competency-based• Two factors: Section management and corporate-thinking• Ratings 1 to 5• 1 is starting• 2 is improving• 3 is perfect• 4~5 breakthrough performance

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7. Training Tied Up to Career Path

(1) Competency-based training

(2) Plan-Do-Check-Act (PDCA) training before one reaches a Manager position

(3) Progressive build-up of competencies from Manager to Vice President, supported by two trainings in FJ (Asia Pacific Leadership Development Program and Cross-Culture training)

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Fujitsu Proprietary and Confidential 27


8. Management of Change/Crisis Management

“It is crisis, not comfort, that propels significant cultural change”

• Closed second factory in 2001• Phased out one product line• By September 2001, we had an excess manpower of

1,500• Voluntary Separation Program

• Closed part of operations in 2005 1500 employees transferred to a new joint venture

company, TDK-Fujitsu Philippines Corporation (TFPC)

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9. Cultural Reinforcers Versus Cultural Destabilizers

• Due process versus immediate termination without notice

• Extension of support for those with medical needs versus no assistance at all

• Explicit criteria in all HR programs versus secrecy

• Acceptance and correction of mistakes once discovered

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10. Evidence of Role Modeling

• “The mature rice stalk bends itself low”• “One apology is better than 10 explanations”• “Good housekeeping is not just the business of

janitors”• “The necessary accomplishments of the carpenter

are that his work should not warp and that the joints are aligned. The work must be smoothen out with a plane and not polished haphazardly so as to disguise defects. It is important that the work does not warp afterwards” (vs. “it’s about right” attitude)

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11. One Rallying Program (3W Program)

• Work

• Wellness

• Well-being

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Work – SELF-DISCIPLINE AND SHARED RESPONSIBILITY TO BE A DEDICATED AND COMMITTED EMPLOYEE BY HAVING role appreciation for the Company, concern for the Company, teamwork

Wellness – BEING HEALTHY TO BE A HAPPY AND PRODUCTIVE EMPLOYEE BY PROVIDING disease management, health monitoring, regular health lectures, health and fitness program

Well-being – BEING GOOD TO BE A CONSCIENTIOUS AND RESPONSIBLE EMPLOYEE BY PROVIDING career management counseling, personal development, spirituality in the workplace, responsible and concerned citizenship, corporate social responsibility

New Concept of 3W Includes 5S Concept: FOCUS ON-----

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Experiment onNO DISCIPLINARY ACTION TO BE

IMPLEMENTED WITHIN 6 MONTHS FOR TYPE A OFFENSES COMMITTED FOR THE

FIRST TIME

INSTEAD, FCPP WILL STRENGTHEN COACHING, MENTORING, COUNSELING

APPROACHES33


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You can reach me at [email protected]

developing an effective work culture: hr perspective

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