Kazuhiro
Tsukahara
President
Kirin Brewery of America LLC
A taskforce was formed and employees are working to create
an image of the company’s objectives in 5 years
An individual’s range
of responsibilities
In our company, there are 7 people working out of this
office and nationally, 15 field staff in their home offices.
Because they go directly to the field from home, twice
a year, I interview them individually, and rather than
having a conversation that takes on a sales meeting format,
I try to listen to their requests for business management.
Without taking prior surveys and leaving my feelings to
dictate the outcome, I implement this interview style
meeting.
In addition, twice a month, I have meetings with my 2
vice presidents. At the meetings, we discuss specific
tasks and set due dates as well. I use these as a communications
arena with all staff so I try to minimize the meeting
as much as possible. In this country, the range of individual
job responsibilities is very clear so I think it is best
if the staff acknowledges this, sets targets, and takes
action.
Our company is a small company. A small company has to
be mobile. That is why we provide sufficient autonomy
to our employees, and while the company provides a place
for individuals to fully demonstrate their potentials,
we ask for their firm commitment as well. A company has
the responsibility to produce results that will be satisfactory
to both stakeholders and customers.
Establishing a rewards system
How do we motivate staff? That, of course, cannot be
talked about without mentioning incentives. If the performance
target is achieved, there is need to clearly provide rewards
that are promised in standards that are very open and
clear so such a system should be confirmed. At our company,
we are in the midst of preparing for such an environment.
In addition, I would like to have our staff feel it is
worthwhile and fun working for this company. I would like
them to think that the jobs they do at this company is
useful for their careers.
For that, we are creating a plan for 2010 that talks about
getting the company in a certain direction, and to achieve
that, to specifically do certain things. In reality, with
the expansion of Japanese restaurants, our company beer
has been accepted, and our business environment has been
pushed forward by favorable tailwinds. Being in such good
circumstances, we should start shifting the current situation
while taking into account high oil prices and the uncertainty
of America’s future economy.
What the employees would
like to do
That is why I had everyone raise their hands and formed
a 6 staff taskforce. I am not included in the 6. They
are supposed to provide a proposal by creating their own
image of what they would like the company to be. Included
in that plan is their rewards system as well. I think
at the end, I will be revising it just a bit but I would
like to proceed with 95% of their plan intact.
I have to go back to Japan someday. The local staff will
be the main supporters for this company so after plenty
of discussions with them, I think I should respect what
will be approved.
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