TOYOTA

Recruitment
Selection
Training
Performance appraisal
Compensation
Employee separation

Lean manufacture strategy has become the standards
of selection operation. In order to reduce the
unnecessary cost during production process,
employees should have other traits except the normal
techniques
(1) Teamwork& cooperation social
Communication
(2) Being hungry for the new things enthusiasm
(3) Consistent decision-making studious

Company needs the employees who can surpass the general
duties of his position it needs Flexibility adaptability
.Employees can work for a whole company not only a part
of it.
Toyota has strict recruitment process and multi-layered
recruitment techniques. It calls for standardized behavior.
For instance, when Toyota is holding an interview, judgers
would take ability, techniques, and characteristics into
consideration. And in the assessment centre, interpersonal
interaction plays an essential role in the decision-making
of judgers, which tend to find the potential and ability of
the employees.

Toyota is primarily interested in hiring people with a
strong work ethic. It prefers to select people who are
familiar with hard work and have the motivation
necessary to learn and perform.
As for team leader and group leader selection, it
includes the characteristics that make a strong trainer.
The team leaders know all the jobs in their areas, so
they are able to train for all jobs. In this way the people
in each area who know the works are training others to
do the work

A common expression heard around Toyota is: we do
not just build cars, we build people.(Jeffrey K. Liker &
David P. Meier, 2007, P3) Every developing program,
every kaizen activity and every quality defect is an
opportunity to build people. That is the philosophy of
training and development of Toyota. And training
exceptional people is Toyotas number one priority.
This has become ingrained throughout the company,
as a cultural value of the Toyota Way.
Toyota is increasing the emphasis on training by
opening three regional training centers called Global
Production Centersone in Thailand to support the
Far East, one in England to support Europe, and the
third in Kentucky for all North American plants.
Satellite centers are being developed globally at every
plant.
Toyota focuses on total system efficiency rather than
on individual efficiency. It is important to look beyond
the individuals work during the evaluation of the
standardized work and to examine the total picture in
the workplace.
Toyota encourages the isolation of variation within the
work processes. It has a structure in place to allow the
value-adding team associates to focus on their own
tasks and not be distracted by other issues And this
attach great importance in evaluating performance.

Now the secret of Toyotas success is attributed to the
fact that it hires only the best workers. Because of
other extenuating circumstances, Toyota is able to pay
higher wages and benefits and thus attract and retain
exceptional employees. Again, there is an element of
truth in this excuse. Toyota does pay good wages, but
not the highest in the industry or across the nation.
Toyota has a history of not laying off their employees,
they doing this by practicing Lean Management, it
means that they only hire the best people available,
work a little harder in good times, but in bad times
they would not have to lay-off or fire any employees.
Besser, T. (1995, May). Rewards and Organizational
Goal Achievement: A Case Study of Toyota Motor
Manufacturing in Kentucky. Journal of Management
Studies, p. 383-399.
Liker, J. K., & Meier, D. P. (2007). Toyota Talent
Developing Your People The Toyota Way. Chicago,
United States of America: McGraw-Hill. doi:
10.1036/0071477454
http://toyotamanagement.wordpress.com/category/hr
/







Efforts By:-
Abhinav , Abhishek &
Rangnath