How to Build an International Talent Pipeline
March 15, 2013
Skill shortages and changing demographics are forcing talent leaders to find the right balance between mature and emerging market strategy.
Workers at Panasonic in Japan begin their days singing the company song, and each day a different person on the team — from the most junior to the top executives — holds up a scroll and reads the company’s seven business principles and the sentiment behind each. To Naoyuki “Nick” Tsuda, director of international HR and HR planning for Panasonic in North America, this is business as usual. Steve Safier, Panasonic Corp. of North America’s chief transformation and human resources officer, said he was in awe after witnessing this.
“It was striking to see people’s level of dedication and commitment, not only to the profitability of the company, but to the principles,” he said. “We have the same values in the United States, but these routines seem unfamiliar and awkward to us.”