Organization/Talent Development
Consulting Service

Quick Analysis of Personnel Systems and HR Strategy Building

Talent Management
Consulting

In Asia and China, we often hear that companies have a shorter history of expansion than in North America and Europe, their staff turnover is intense, and they are unable to determine what kind of talent currently exists.
At Celm, we conduct interviews around the customer’s workplace, while moving swiftly to ascertain the current state of their personnel and organization, to identify issues, and to deliver support for finding, developing, and retaining talent and building career paths.

Implementation Example

Implementation period

3 to 6 months (standard)

Implementation organization

We build team organizations of local consultants able to conduct interviews in the local language of each Asian country, and to get an accurate grasp of raw local information.

Expected results

Talent list compilation, region development organization construction, career path model creation, and the creation of a talent management model that extends from intra-region talent search to operation and systems for personnel development meetings, etc.

Implementation Scheme

From Competency to
Personnel Policies and Personnel Development System Consulting

The first step towards attaining management and business strategies is to form an image of the required personnel and competencies. We use techniques such as interviews with managers, questionnaire surveys, and analysis of past documents.
In formulating personnel development plans, we explicitly document personnel training policies in order to proceed smoothly with building personnel development systems.
We decide what should be made into common global standards, and what should be made individual, then identify training items, such as skill and mindset development, to fit goals. Then we develop common global content and modules

Implementation Example

Implementation period

6 months – 1 year (standard)

Implementation organization

1st step： Use interviews with managers, internal questionnaires, group interviews, and other techniques, to get a clear image of the people and competencies that will be required to attain future strategies.
2nd step： Clarify personnel development policies
3rd step： Develop a global personnel development system and common global modules.

Expected outputs

Competency and personnel development policies, global personnel development system

Implementation Scheme

1st step

Setting the definitions of personnel requirements(image of the required personnel) and competencies

Build an image of the target personnel and competencies the company needs, through interviews with managers and with high performers at each level

2nd step

Setting personnel development policies

Clarify basic policies for the company’s personnel development through dialog with managers, and from management strategy

3rd step

Personnel development system

Build a personnel development system for the phased and planned development

Quick Analysis of Personnel Systems and HR Strategy Building

We analyze the current personnel system and identify structural issues. In particular, we identify which personnel system reforms will lead to solutions to problems, and which will not connect directly, and examine which should be implemented. We also reveal the fundamental policies of the personnel system, such as actual criteria for promotions and pay raises, which may not be explicitly stated. In addition, we report on elements that should be made into common standards within systems and regions, such as in-region rotation systems, which could be developed in future. Where necessary, we can also consult on matters such as reforming and building actual systems.

Implementation Example

Implementation period

3 months to 1 year (standard)

Implementation organization

1st step： Hearings and document analysis about personnel system problems
2nd step： Examine the big picture of personnel system problems from the perspective of engagement.
3rd step： Examine key points to reconsider, in the personnel system and elsewhere.

Expected outputs

Visualizing the whole picture of issues. Visualizing system and non-system improvement processes.
Executing the most effective measures in the field.