Selecting at Toyota

8/4/2019 Selecting at Toyota

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Toyota motor corporation was founded

in 1937 by Kiichiro Toyoda. Thecurrent president is Shoichiro Toyoda,son of the founder . The youngerToyoda wanted to become a scientist

or an entrepreneur , but instead hewas trained as an engineer to work inhis fathers firm .


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When his father died suddenly in

1952 , the company was struggling torecover from a bitter labour dispute .In a surprise move , senior executivesasked the young engineer to take over

despite the fact that he was still in histwenties . Working with Eiji Toyoda,the chairman of the board , ShoichiroToyoda established a corporatestructure that relies on consensusdecision making .


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Consensus decision making is a slowprocess ; however once a decision hasbeen made the action necessary to

implement it is almost unbelievablyquick because all the parties concernedare already informed and ready tomove . Because of Toyotas slow

decision making process , employeeselection at new Toyota facilities takesfar more time that it would at asimilar facility run by U.S based firms

.


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A quality control manager attoyotasGeorgetown plant , for instance ,underwent 25 hours of paper and

pencil tests , workplace simulations ,and a probing interview before finallylanding the job . Because those 25hours were spread over out 25 days .The applicant had to work on anotherjob while waiting the results fromToyota .


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Every person who applies for a job at toyotageorgetown plant undergoes a battery testlasting at least 14 hours . Literacy is importantbecause Toyota expects employees to be able to

read material and instructions and toconstantly learn on the job . Each applicantslevel of a technical knowledge is assesed becauseneither certificates and diplomas nor years ofexperience are reliable indicators of what anapplicant really knows about a job .

Interpersonal skills are also evaluated becauseeveryone must get along with everyone else inorder to create work culture valued by Toyota .


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The tests begin with coverage ofreading , mathematics , manualdexterity, job fitness, and where

appropriate , technical knowledge .One of the most important parts ofthe initial tests is the job fitness part, which deals with the potentialemployees attitude . There are 100items with which respondents mustagree or disagree .


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After initial tests , Toyota uses workplace simulations developed for toyotaby a private consulting firm . Toyota

hires carefully . It is careful because itwants to preserve its corporate culture. Toyota wants to maintain a culturethat emphasizes teamwork corporate

loyalty and versatility . Toyotapromises long-term employment andloyalty to the worker and expectsloyalty from the worker in return .


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Toyota can afford to be choosy . Theinitial number of the applicants for the2,700 production jobs at Georgetownwas 90,000 from every country inKentucky . After the first round ofscreening , there was still about40,000 applicants . There were alsothousands of applicants for 300 office

jobs . No labour agreements in any wayrestricted the number of applicants,and economic conditions in Kentuckywere poor creating a large pool ofavailable workers.


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However , Toyota reputation as agood place to work and the goodreputation of Japanese firms in

general also stirred interest in andenthusiasm for working for Toyota .


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In Japan, a company like Toyota would recruitnearly all of its employees from high schools.Indeed, the initial group of workers hired atGeorgetown was very well educated. All had at

least high-school diplomas; many had collegedegrees; and a very few had M.B.A. degrees(they were hired for leadership rather thanproduction positions). Toyota tends toemphasize education rather than experience isso frequently inappropriate and the company

must spend time and money for retraining. It isless costly and easier to train workers,especially if their educational backgroundindicates that they can learn well and fast.


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At Present time


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Toyota Motor Corporation has aslow process of employment.


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The company has a long process ofemployment due to multiple kindsof technical and intellectual test


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Short termIn 4 years Toyota Corporation is a

company that has less test ofemployment and still sustains itscorporate culture that emphasizeteamwork corporate loyalty andversatility with members whocooperate to accomplish itsorganizational goals


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Long term8 years from now Toyota Corporation

will be the top 1 when it comes toautomotive.


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Areas of

Consideration Strength

The name of the company andIts corporate culture.

WeaknessThe long process of

employment.


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Threat

Due to long process ofemployment, the applicants find jobin other companies even though they

find it worthwhile.

Opportunities New Employees that can sustain thecompanies corporate culture value


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Alternative courses ofaction


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1.Toyota will minimize its series of test forapplicants and accepted applicant will be in

training while on the job

Advantageapplicants will be able to wait the result forthe job they apply.accepted applicants can continue theirtraining while working

DisadvantageIts costlyWorking will be harder


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2.Toyota will set a seminar for

those applicants that will beaccepted.

Advantage the company can create the work

culture valued by them.

Disadvantage Applicants may enjoy their seminar

rather than learning .


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3. Conduct a new Consensus DecisionMaking.

AdvantagesOnce a decision is made the

action needed is unbelievably quick

because all the parties concerned arealready informed and ready tomove.

DisadvantageIts a slow process.


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Final Decision

We think that ACA # 1 is thebest answer because Applicants willbe trained further when they areapproved


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Only important test will be the initial test forthe applicants

New employees will be send to variousbranches of Toyota depending on theirqualifications.

Those test that are also needed will be taught

while on the job

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Selecting at Toyota

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