Motorola and Sony:A Comparison in HR

Recruitment and Selection

Jack Chung, Sarah Duran, Ka-Yi Leung, Anthony Mai

Introduction

Theoretical Framework Comparing US and Japan Hiring Practices in the

United States Hiring Practices in Japan Recommendations Conclusion

Theoretical Framework

Recruitment Goals Selection Criteria

Technical ability Cross-cultural suitability Family requirements Country-cultural requirements MNE requirements Language

Importance Consequences of Failure Rewards of Successful

Completion

76%

14%3%

0%

20%

40%

60%

80%

United States Japan Europe

Distribution of Expatriate Recall Rates above 10% in Multinationals

United States Japan Europe

Source: Human Resource Management, 1995

Comparing US and Japan

United States JapanPopulation 293,027,571 127,333,002

Communication Low-Context High-Context

Society Individualistic Collectivistic

Promotion Merit based Loyalty based

Goals Short-Term Oriented Long-Term Oriented

Time Seen as a commodity Less Important

Priorities Family Before Work Work Before Family

Negotiation Written Contract Relationship

Source: CIA World Fact Book 2004

Hiring Practices for Domestic Workers in the United States

Goals High Productivity

Recruitment and Selection Experienced Applicants Resume Based

Resume Databases Internet Applications

Hiring Practices for Internationals in the United States

Goals Complete assignment with success “Localize” expatriates

Recruitment and Selection Experienced Individuals often from inside company

Cross-Cultural Competence

International Certificate Programs

Motorola Headquarters in Schaumburg, IL 97,000 employees (2003) Revenues of $27,068 million (2003) Segments:

Personal Communications, Semiconductor, Global Telecom, Commercial, Government, Industrial Solutions, Integrated Electronic Systems, Broadband Communications

Subsidiaries and Joint-Ventures in: US, Europe, China, Asia-Pacific, Latin America, and Japan.

Hiring Practices for Domestic Workers in Japan

Recruiting and Selection: New recruits are selected from universities

(traditionally) Lateral hires, independent contractors for special

tasks, recruiting agencies, and temporary employees (currently)

Hires new recruits with no specific job clarifying a specific job function

Hiring Practices for Domestic Workers in Japan

Continuous in-house training and on-the-job training Currently more outside training is used

In-house unions Job rotation Selection Exams

Hiring Practices for Domestic Workers in Japan

Nenko: Merit, age, seniority based promotion

“Ghost” promotions

Job security or “Lifetime Employment” No longer guaranteed

Hiring Practices for Internationals in Japan

Goals: Share managerial resources with overseas operations

Selection Criteria Focus on behavioral and relational ability vs. Technical ability

in the U.S. Relational skills Motivational state

3 Areas: Self-orientation

Stress reduction skills Reinforcement substitution

Technical competence Alienation management

Hiring Practices for Internationals in Japan

Selection Criteria Other-orientation

Relationship skills Language skills Understanding Respect

Perceptual-orientation Non-judgmental Correct and positive assumptions

Sony Corporation Founded May 7, 1946 Headquarters located in Tokyo, Japan Total number of employees: 162,000 (as

of March 31, 2004) HR philosophy:

Stress communication between employees and top management

Value employees’ contribution

Recommendations

To reduce expatriates’ failure rate:Not to underestimate the local executivesSpecial preparatory programs

In-house environmental awareness programOff-site environmental awareness programStudy-abroad at graduate schools or research institutesTemporary posting abroad, prior to formal assignment.

Conclusion

United States vs. JapanCultureUltimate GoalsJob selection and recruitmentTrends