Kunio Hara’s Post

Good morning! I am Kunio Hara, representative of the Ho-Me-I-Ku Group. Recently, I got interviewed and the article about "Ho-Megane" was released. (Written in Japanese) https://lnkd.in/gvU8Vqqp Today, I post the summary of that article below. Hope I can get inspired you. Enjoy! "Ho-Megane" Defined "Ho-Megane" are "magic glasses" that let you see the good, praiseworthy aspects of people rather than their flaws. This term comes from the children's book "The Village of Ho-Megane." Anyone can put on these glasses to cultivate a habit of seeing the positive in others, transforming both themselves and those around them. Using "Ho-Megane" in the Workforce Young adults should focus on seeing the good in colleagues and superiors, making it a habit. In moments of criticism, touch your imaginary "Ho-Megane" to notice positive traits. Expressing praise helps others grow and makes you feel positive. When reporting to a boss, highlight positive outcomes from their advice. Adapting and Expanding Praise Get used to timely positive reporting. This practice enhances gratitude and improves relationships. Continuous use of "Ho-Megane" helps see positives in objects and services, making work easier. Praise-Based Management As a praise consultant, I teach executives to praise employees for actions that boost sales. Recognizing good qualities daily has improved the performance of over 200 companies. Start with Self-Praise If struggling, start by praising yourself for small achievements. This practice fosters gratitude towards others. Consistent use of "Ho-Megane" can turn negative relationships positive, making criticisms more constructive and well-received. #education #homeiku Spiral Up Inc. Kunio Hara

English follows 【大好評につき、第二回目開催！書く瞑想「ジャーナリング」してみませんか？】 10/16 18:30-20:00にて、弊社オフィス（渋谷スクランブルスクエアWeWork）で体験会します！（もちろん無料） 自分のしたいこと、したくないこと、こんな未来どうかなーを書いて、ダイアログするだけで、、なんかすっきり！とてもサウナ的な、瞑想的になります。 で、それだけでなく、書く、話すことで、何かがスタートしたり、誰かから情報がもらえたり、人とつながったり、、、量子力学的にもエネルギーがお互いを影響し合っている感じです。とてもおすすめです！そして久しぶりにいろいろ皆様ともお話しをしたいですー。私も参加します。ぜひお越しくださいー！ ↓お申し込みはこちら https://lnkd.in/gFH32S-K "Would you like to join in the journaling session (it's free!)" We will hold the second version of journalist session in my office (shared office: WeWork Shibuya Scramble Square) on 10/16 18:30-20:00. Journaling is said to be "writing meditation" that you put your thoughts, desires, wishes and things you do not want to do... and craft your dreams and futures.. But, first step is write them down and also the next one is to talk with others. When you do that, from the perspective of quantum mechanics, the energy will flow and and make the serendipity happen :-) (I believe so!) So, why don't you join? This is the registration form. Hope to see you there! ↓ https://lnkd.in/gFH32S-K

A recent survey found that around 30% of both new graduates and mid-career employees in Japan leave their jobs within the first month, suggesting that workers are quickly deciding whether to continue working in a company. The study, conducted by Neo Marketing, involved 500 individuals who had resigned within one year and 500 HR/education personnel involved with those who left. Key findings include: Short Tenure: 46.6% of new graduates and 57.7% of mid-career hires left within the first three months. Additionally, 10.4% of new graduates and 13.6% of mid-career hires quit within the first week. Reasons for Quitting: The most common reason for early resignation was a mismatch between the expected and actual job content. This was cited by 34.8% of those who resigned and 45.7% of HR personnel. Lack of job satisfaction and poor relationships with supervisors were also common reasons. Support Discrepancy: A significant gap exists between the perspectives of short-term leavers and HR regarding post-hire care. While 63% of HR personnel felt their support was sufficient, only 27.8% of those who left early felt the same. This disparity likely contributes to the high resignation rates. Workplace Policies: Many respondents, particularly women and younger employees, felt workplace policies related to pregnancy, childbirth, and caregiving were insufficient. For example, while 63.3% of men in their 20s thought these policies were adequate, only 33.4% of women agreed. The survey highlights the need for companies to address these issues by providing clearer job expectations and improving support for new hires. #japan #employment #work https://lnkd.in/gc4hiYu9

Thought this was an interesting topic raised. I don't know about Japan, but in some of the other markets in Southeast Asia, I observe a 'two-speed' transforming going on between (1) Large Corporates and (2) Small and Medium size businesses. For Large, I think more and more HR leaders are now part of the C-level conversations and giving input into overall business strategy from the perspective of talent pipeline, skills capacity to deliver the strategy, and succession planning. Separately the HR function has become more specialised with a small group of pioneering Large companies having HR functions that focus on Employee Value Proposition, perhaps separating Talent management from performance management, perhaps also including an Employee Listening function. For the Small and Medium, there is still a lot of key HR decision making being made by the Founder or CEO, while HR is still seen as a cost centre or a transactional, execution-only function, with no input into strategy. For both types of companies, it goes without saying that they have both benefited from the massive explosion in HR tech available to them today vs even 5 years ago, from using #RPA to help with payroll calculations, filing compliance forms, to #AI powered recruitment software, to AI powered Talent Potential/Talent fit predicting tools. This is on top of tools that have existed for years such as HRIS. In recent 12-24 months, many companies have also started to explore '#fractional CHRO' type of arrangements for situations where they may not wish to have a strategic HR advisor all the time, but for certain projects, they may wish to work with a retained or project-basis #CHRO who can advise the internal team to shorten the learning curve on topics such as #Diversity, #Transformation, #EVP etc.

[English message to follow] 最近は、持続可能な賃上げについても、講演・執筆する機会が増えております。『証券アナリストジャーナル』2024年12月号（特集：デフレ脱却後の企業行動）には、私の論文「持続可能な賃上げと人的資本投資の役割」が掲載されました。概要は、以下の通りです： https://lnkd.in/gUC-n_iX 持続的な賃金上昇には人的資本への投資が不可欠である。賃上げは生産性を向上させる手段ではなく、生産性と付加価値向上が生み出す結果である。失われた30年における賃金停滞は、人的資本投資の不足に大きく起因している。不況期に企業は人をコストとみなし、コスト削減を優先した。国際競争力を取り戻すためには、人を守る姿勢から、人に投資して、人を育てるステークホルダー資本主義への転換が必要である。人的資本投資が経済成長と賃金上昇の基盤となる。 Recently, I have been lecturing and writing about sustainable wage growth. My article “Sustainable Wage Growth and the Role of Human Capital Investments” was just published in the Securities Analysts Journal (official publication of the Securities Analysts Association of Japan), December 2024, special issue on “Corporate Behavior in Post-deflationary Japanese Economy.” Here is the abstract: https://lnkd.in/gte-evXU Investment in human capital is essential for sustained wage growth. Wage increases are not a means to increase productivity. Wage increases are the result of productivity and value-added growth. The stagnation of wages during the lost 30 years is largely attributable to a lack of investment in human capital. During the recession, companies viewed people as a cost and prioritized cost cutting. Regaining international competitiveness requires a shift in the mindset of stakeholder capitalism, from protecting people to investing and developing them. Human capital investment is the foundation for economic growth and wage increases.

In Japan， young employees, including recent graduates, are increasingly considering early career changes, with over 40% reportedly contemplating leaving their current jobs. To address this, companies are urged to establish detailed support systems for young employees, addressing their concerns and bridging any perceived gaps. According to a survey conducted by Careerist in February, 43% of young professionals who joined the workforce in spring 2023 were either actively seeking a new job or considering a career change. Many young professionals experience a mismatch between their expectations and the realities of their jobs, leading to feelings of dissatisfaction and a desire for more meaningful work. Factors such as unexpected overtime and doubts about their working conditions contribute to this sentiment. To address the issue of high turnover among young employees, companies are exploring various approaches, including providing better support and career guidance, improving working conditions, and offering opportunities for personal and professional growth.

On New Year’s Day 2024, "Deko" Hisayuki Idekoba, President and CEO of Recruit Holdings, was featured in a special New Year article published by Nikkei. Deko shared his views on how betting on employees’ passion and embracing failures can foster innovation; “Employees' passion is what creates new value. Bringing out the best of individuals has become our strength as a whole.” “You can't hit a home run with just one pitch. The important thing is not about trying to avoid failures, but managing the total number of failures so that we can keep innovating.”    “If Japan can raise its tolerance for failures, it might become more compatible with digital technology." Learn more (Japanese text only)👇 https://lnkd.in/gMMJZ95r #RecruitHoldings #LeadershipInsights #BetOnPassion #PassionDrivenOrganization #Innovation #JapanEconomy #NikkeiInterview

私たちが出会う確率 世界人口: 約79.51億人 一生で関わりを持つ人数: 約30,000人 地球上で人が人と出会う確率: 約0.000377% インターネット空間での出会い インターネットユーザー数: 約54億人 一生で関わりを持つ人数: 約30,000人 インターネット空間で人と出会う確率: 約0.000556% Probability of us meeting World population: Approximately 7.951 billion people Number of people we interact with in our lifetime: Approximately 30,000 people Probability of people meeting on Earth: Approximately 0.000377% Meeting in the Internet space Number of Internet users: Approximately 5.4 billion people Number of people we interact with in our lifetime: Approximately 30,000 people Probability of meeting in the Internet space: Approximately 0.000556% #life #Business　#Businesspolicy　

■シリーズ１００年企業を考える～チェンジマネジメント   現状維持はすなわち、衰退。これは非常に有名な話です。 社会の変化に伴い、人と組織も変化し続けていくことは非常に重要です。 その際に必要なスキルが、「チェンジマネジメント」。 しかし、組織を変革しようとすれば、当然既得権益側からの抵抗もある。   その際に参考にしたい本が「嫌われる勇気」という本です。 世界で1,000万部を突破した日本発のベストセラー本。 オーストラリアの精神科医アドラーの心理学をわかりやく解説しています。 他人の評価軸を気にしていては何もできず、進化や現状打破ができない、、、そんな組織や人の悩みは世界共通なんですね。   参考記事 https://lnkd.in/gYKSZpKS   ＃100年企業　＃組織変革　＃チェンジマネジメント　＃嫌われる勇気　＃アドラー心理学     Series: Thinking about 100-Year Company - Change Management   Maintaining the status quo means decline. This is a very famous story. As society changes, it is very important that people and organizations continue to change as well. The skill required for this is "change management." However, if you try to change an organization, there will naturally be resistance from vested interests.   A book you may want to refer to in this case is "The Courage to be Disliked." A best-selling book from Japan that has sold over 10 million copies worldwide. It explains the psychology of Australian psychiatrist Adler in an easy-to-understand way. If you are concerned about the evaluation criteria of others, you will not be able to do anything, and you will not be able to evolve or break through the status quo... Such worries of organizations and people are common all over the world.   Reference article https://lnkd.in/gYKSZpKS   #100YearOldCompany #OrganizationalChange #ChangeManagement #TheCourageToBeDisliked #AdlerianPsychology