Human Resources Development for Global Talent in Japanese Corporates

— Creating Clear Definition and Work Environment —

Abstract

In the modern industrial history of Japan, human resources development for global talent had been broadly practiced throughout decades. In the 60s to 90s, because of social “immobility” of global talents at the time, large enterprises were fully relying on in-house training, such as sending employees to abroad as trainee. From the 2000s, large enterprises have introduced mid-career hiring in addition to the above, but furthermore the needs for such talent also increased in small and medium-sized companies. At a national level, “mass production” of global talent grew in need, and thus a number of administrative projects were launched.

Meanwhile, there is barely no concept of “global talent” in overseas, due to a mindset of no boundary of borders in the business field, and also for their domestic cultures and languages being pretty much diversified already.

Global talents are generally categorized as a) international executives, b) world class specialists, and c) regional experts. Japanese companies should come up with clear and tailor-made definition of global talent for each company, and at the same time, accelerate investment to execute the training and development of such talent.