Introduction to People Management at Nissan: Leadership, Training and Talent Management

Introduction to People Management

Table of Contents
INTRODUCTION.................................................................................................................................3
MAIN BODY........................................................................................................................................3
Leadership and management.............................................................................................................3
Training and development.................................................................................................................4
Talent management...........................................................................................................................6
CONCLUSION.....................................................................................................................................7
REFERENCES......................................................................................................................................8
APPENDIX...........................................................................................................................................8

INTRODUCTION
People management refers to the use, gathering as well maintenance of workforce in
an organization. It is also referred as personnel management. It is the process of management
of training, motivation and development of employees. The managers are responsible for
personnel management in their respective departments. The context of people management
have changed as there have been new upgrades in nature, scope and extent of people
management (Gümüş and et.al., 2020).
Nissan is a Japanese Multinational Company which is an Automobile manufacturer. It is a
part of Renault and is known as Renault-Nissan Mitsubishi Alliance which is partnership
between Nisan and Mitsubishi Motors of Renault. It serves its cars in all over the world. In
2018, it was the world’s largest electric vehicle. The report will aim to analyse the leadership
and management, training and development as well as talent management at Nissan.
MAIN BODY
Leadership and management
In Nissan, the operational function have the obligation to provide good quality
products and services to their consumers. It focus on generating a significant value and
satisfaction to customers. For this the company uses build-to-stock model for maintaining the
high quality product status for satisfying the demand of their customers (Chen, 2018).
Carlos Ghosn was the leader of Nissan who promised to turn the company around in
only two years. Under his leadership, the company had resolved many challenges like
employee’s resistance to change and organizational structure. The leadership style at Nissan
is Transformational leadership style. The transformational leadership style is that leadership
in which a leader inspires ad stimulates others for attaining the extraordinary results. The
leader in transformational leadership pays close attention to development needs and
concerned of employees as well creates awareness for the issues in order to help them for
looking at problems with a new perspective as well as inspire them to put extra efforts to
attain goals (Bush, Bell and Middlewood, eds., 2019). Tis kind of leadership have helped
Nissan in its successful acquisitions and merger processes. It should also be taken into
account that, the success of Renault-Nissan is due to the leadership approaches and leader’s
abilities to address the effects of cross-cultures. Ghosn was a successful transformational
leader who helped the company in minimising the effects of cross culture and leveraged

positive aspects of cross cultures. The major contribution to success were the integration and
implementation if cross-company teams as well as cross functional teams which focused on
bottom line performance and enhanced teamwork at the time to resolving cross cultural
issues. It empowered the teams. Now, the company have adopted a collective leadership style
in which the Board of Directors ensures that no one can dominate their decision making. It
means, it emphasised that the decision making is not influence fully by a single person.
Collective leadership refers to the distribution of powers and authority for decision making
within the organizational structure. In this leadership style, multiple leaders address issues
rather than letting one person to do so (Golensky and Hager, 2020).
The leaders had noticed various issues in Nissan in which the major issue was
communication. Communication was based on hierarchy which made it difficult for top
management to understand what employees and managers at lower levels were doing. Also
there was no communication among employee. Soon the communication systems were closed
and a new communication system was adopted i.e. vertical communication systems. They put
the open communication systems in Nissan where the managers were able to understand eh
company as a big picture. It enabled the management to focus on problematic areas more
closely as well. It enabled the employees from distinct areas and departments to communicate
with each other (Toma and Grădinaru, 2021). It also created a sense of accountability in
employees where they understood that the organization’s performance id dependent upon the
inputs which they are providing. The communication systems involved transparency and
team spirit. The Management of Nissan follows three main philosophies such as
transparency, focus on task execution and better communication among all.
Training and development
HR processes are the procedure through which Human resource department of an
organization attempts to bring visibility and consistency as the common function in the whole
organization. There are various processes of HR which underpin the performance
management of people at work such as Training, on-boarding, development, recruitment and
selection etc. Training and development refers to the activities which are undertaken in
organizations which a view to improve and enhance the skills, abilities, knowledge and
capabilities of employees as well as providing information on how they can perform
particular tasks more effectively and efficiently (Haugen and et.al., 2019). Training is a short