HR Functions, Workforce Planning, and Employee Relations at Toyota

This report provides a comprehensive overview of the HR functions within Toyota Motor Corporation, exploring their purpose, roles, and responsibilities. It delves into workforce planning, including strategic and operational approaches, and assesses the benefits of various HRM practices, such as recruitment, training, performance appraisal, and compensation. The report analyzes the effectiveness of employee engagement and relations, and the advantages and disadvantages of flexible organizational structures and working practices. It also examines Toyota's approach to being an 'employer of choice,' evaluates the impact of HRM practices on profit and productivity, and highlights the importance of employee relations in decision-making. Furthermore, it includes an analysis of key elements of employee legislation and their impact on HRM. The report concludes with a critical evaluation of the HR processes and the rationale for conducting appropriate HR practices, offering a detailed case study of employee relations and drawing conclusions on the overall effectiveness of Toyota's HR strategies.

Table of Contents
Overview of this assignment:....................................................................................................................3
Toyota Motor Corporation:......................................................................................................................4
Hr functions of Toyota Motor Corporation are:.....................................................................................4
Purpose of these hr function in Toyota Motor Corporation are:...........................................................6
Work force planning of Toyota Motor Corporation:.............................................................................8
ⅰ. Strategic work force planning...........................................................................................................8
ⅱ. Operational work force planning....................................................................................................8
Assessment of approaches:........................................................................................................................9
Benefits of different hrm practices:........................................................................................................12
Effectiveness of employee engagement and employee relation in the organization:...........................14
Advantage of Flexible organization and Flexible working practice:...................................................15
Disadvantage of flexible organization and flexible working practice:.................................................16
Employer of choice:.................................................................................................................................17
Evaluation of effectiveness of different HRM practices in relation to profit and productivity:........18
Importance of employee relations in respect to influencing HRM decision making:.........................19
Case study of employee relation:............................................................................................................21
Key elements of employee legislation and its impact upon HRM which organization must work:...21
Impact of employment legislation on hrm:........................................................................................23
Presentation:............................................................................................................................................24
Objectives of the presentation:...............................................................................................................25
Unilever (Company Overview):..............................................................................................................25
How Unilever was formed?.................................................................................................................25
Job Specification:.................................................................................................................................26
Vacancy Announcement:....................................................................................................................26
Qualification Required:.......................................................................................................................26
Cover letter..........................................................................................................................................27
Contact Information............................................................................................................................27
Interview Questions:............................................................................................................................28
Offer Letter..........................................................................................................................................28
Critical evaluation of the process and the rationale for conducting appropriate HR practices:.......29

References.................................................................................................................................................31
Figure 1 HR function of Toyota Motor Corporation.....................................................................................5
Figure 2 Purpose of hr function of Toyota...................................................................................................7
Figure 3 Formation of Unilever..................................................................................................................23

Recently, HR manager has assigned me the task and I have prepared a report. I have review the
effectiveness, role and scope of the HR function within Toyota Motor Corporation.
1. Overview of this assignment:
In this assignment of part 1 we will know about the purpose of hr function, their roles and
responsibilities in workforce planning and resourcing the organization, benefits of hr practices,
employee relation, employee engagement, flexible organization, flexible working environment
and employer of choice. And their effectiveness in organization's profit and productivity. Also,
strength and weakness of workforce planning, recruitment and selection, training and
development, performance management and reward system.
Whereas, in part 2, we will understand about the importance of employee relation in decision
making, element of employee legislation and its impact upon HRM, job specification , job
description, curriculum vitae, offer letter.
And lastly, important analysis and reason for conducting HR practices.

Part 1
1.1 Toyota Motor Corporation:
The founder of Toyota was Kiichiro Toyoda which was established in August 28, 1937 and
it's headquarter is located in Toyota City, Aichi, Japan. It is the second largest automobile
manufacturer in the world but still most profitable. Also, it is a Public Limited Company.
According to 2018, the number of employees working for the Toyota Company is 3,69,123 and
its revenue is US$ 265 Billion. It is first automobile manufacturer to make over 10 Million
vehicles annually. Furthermore, Toyota Company is the leader of selling hybrid electric vehicles
globally. It produces products like automobile, luxury vehicles, commercial vehicles and engines
as well as banking services, financing services and leasing services. The vehicles produce by
Toyota Company are served worldwide.
First, Toyota started its business as a textile company in 1926 and in 1933 an automobile
section was initiated within Toyota Automobile Loom Works. At the very last, in 1937 Toyota
Motor Corporation was established as an independent organization. Also, Toyota has become the
major suppliers of trucks for the royal soldier during World War II.

2. Human Resource functions of Toyota Motor Corporation are:
The required functions that is essential for the organization which are manage by the human
resource is called human resource function. Some of the key human resource function of Toyota
Motor Corporation are:
Figure 1 HR function of Toyota Motor Corporation.
. Hiring:ⅰ
Lean production plan is now the normal way of choosing process. For the purpose of minimizing
the unessential cost throughout manufacturing procedure, workers must have extra additional
features apart from ordinary skills. Toyota desired to have those workers that can exceed the
overall responsibility of his/her rank. Toyota possesses rigorous selecting procedure and various
Recruitment
(Hiring)
Selection
Training
Performance
Appraisal
Compensation

level of selection skills. It focus on standardized psychology. For example, at the time of
interrogating, evaluators will give attention to capabilities, skills and qualities. As well as in the
evaluation stage, individual communication plays the vital role at the time of making decision for
evaluators, which helps to search the capability as well as skill of the workers.
. Selection:ⅱ
Toyota focuses on recruiting those people who have strong working morality. It likes to choose
those people who wants to work hard, learn new things and develop their skills.
. Training:ⅲ
Toyota says "we do not just build cars, we build people." Each programs which are conducted
for growing, each kaizen actions as well as each fault in the quality is the chance upgrade
themselves. This is the ideology of Toyota Company for the learning and growing. As well as, to
trained people in an extraordinary way is the primary importance of Toyota. For the training
process, Toyota has been conducting many training and development program. So, an effective
human resource can be used in future.
. Performance Appraisal:ⅳ
Toyota concentrate on organizational effectiveness rather than personal effectiveness. It is
significant to seek over the individual's task throughout the appraisement of systematic task as
well as to study the complete image of the place of employment. It holds a value-adding-team
that only concentrate on task and not to be disturbed by another matters.
. Compensation:ⅴ
The reason for achieving Toyota's success is that, this organization only recruit the finest
workers. Due to different justifying conditions, Toyota is capable of paying superior salary,
rewards which pull and hold extraordinary workers.

2.1 Purpose of these human resource function in Toyota Motor
Corporation are:
Figure 2 Purpose of hr function of Toyota.
Purpose
of hr
function
Control
Manpower
Increase
effeciency
of firm
Expand
Quality
Support &
defend
work &
work power

. To control the manpower resources efficiently and suitably:ⅰ
Work of Toyota human resource is to control with recruiting, selecting, activities guidance,
division of workers thus, they will individually be motivated and give 100% to fulfill their task.
If there was no existing of hr then it would be extremely complicated for the Toyota or any other
firm to control labor force and their complaints, once the firm turn into well-known and number
of workers increases. So, hr is essential.
. To enlarge efficiency of the firm:ⅱ
The significance of hr is to increase the efficiency of the Toyota Motor Corporation by the means
of involvement of workers, extra encouragement because of good administration system,
controlling the complaints of workers, profit and gratitude management through hr that assist
workers to set ahead their matter to the management by the means of amour.
. To expand quality of task spirit of firm's workers:ⅲ
Almost every workers desire to have a quality of task as well as self-realization on the basis of
work time. Thus, it turn out to be essential for the Toyota to hold hr that desire to look out the
strategies as well as activities in accordance with workers comfort and encouragement.
. To support and defend the right of work and worker power:ⅳ
Human Resource of Toyota, support , defend the right of work and worker power by the means
of fair rule, legal control, labor union, work rule, worker security, profit and fitness preservation
of workers.
2.2 The development of human resource:
. Hard human resource:ⅰ
Hard human resources treats employees essentially as an asset of the business (like apparatus and
structures). There is a solid connection with corporate business arranging – what assets do we
need, how would we get them and how much will they cost. They focuses on recognizing
workforce needs of the business and enroll and oversee likewise (contracting, moving and
terminating).

Characteristics of hard human resource:
- Transient changes in representatives numbers (enrollment, excess).
- Negligible correspondence, starting from the top.
- Pay-enough to select and hold enough staff (for example the lowest pay permitted by law).
- Little strengthening or appointment.
- Evaluation frameworks concentrated on making decisions (great and terrible) about staffs.
- Taller hierarchical structures.
- Suits autocratic leadership style.
. Soft human resources:ⅱ
Soft human resources treats employees as the most significant assets in the business and a
wellspring of upper hand. Representatives are treated as people and their needs are arranged
appropriately. They focuses on the necessities of workers – their jobs, rewards, inspiration and so
on.
Characteristics of soft human resources are:
- Key spotlight on longer-term workforce arranging.
- Solid and ordinary two-way correspondence.
- Aggressive pay structure with appropriate execution related prizes (for example benefit share,
share alternatives).
- Workers are engaged and urged to look for assignment and assume liability.
- Examination frameworks concentrated on recognizing and tending to preparing and other
worker improvement needs.
- Compliment authoritative structures.
- Suits democratic leadership style.
2.3 Among hard and soft human resource approach which one is the best for
Toyota Motor Corporation?
The appropriate response is that, it depends.
The ‘hard’ way to deal with human resource may be required to result in more financially savvy
workforce where decision making is faster and concentrates on superior directors. Though, such
a methodology gives generally little consideration to the requirements of employees and a

business receiving a truly ‘hard’ approach may hope to experience the ill effects of higher non-
appearance and staff turnover and less fruitful enlistment.
The ‘soft’ approach will absolutely speak to the ‘unstable feely’ among us who like to see
individuals being dealt with pleasantly. What’s more, you can likewise make a decent business
case for a methodology that prizes worker execution and spurs staff all the more viably. In any
case, the risk of taking excessively ‘soft’ a methodology is that when all the worker advantages
are included, the expense of the workforce leaves a business at a competitive advantage.
Therefore, it depend upon the leader and manager of Toyota Motor Corporation, how they will
manage the company.
2.4 The Human Profession map of Toyota Motor Corporation:
Human resource profession map was created with the collaboration with academics (Human
resource professionals and senior professionals). It set out what successful Human Resource
people do and deliver. It highlights the highest standards of professional competence that makes
a difference, also it highlights what human resource professional needs to know and how human
resource professional deliver a quality service. It contain 10 professional areas with two
professional area at its core, has 4 bands of competence and 8 key behaviors. Thus in this way,

human resource profession map helps Toyota Motor Corporation what they need to do and
deliver.
3. Work force planning of Toyota Motor Corporation:
It is continuous method applied to arrange the desire as well as importance of the firm by means
of those labor force to confirm that it can reach its legal, service and manufacture necessity and
firm's goals. Work force planning is categorized into two types. They are:
ⅰ. Strategic work force planning: It is the firm's method of identifying workers efficiency
and result as they connect to its objectives. It came into practice at the time of changing firm
done to increase the level of effectiveness.
ⅱ. Operational work force planning: It is individual-to-individual level, simplifies
regular and workers relevant procedure. This assist executive to expand task timetable and
worker hours for the survival of business and to increase effectiveness in the firm.
So, the roles and responsibilities of hr functions applicable to workforce planning and resourcing
the organization are describes below:
- Prediction of staff needs for future:
This element comes under the strategic workforce planning because it is for long term and future
purpose. Hr planner forecast the needs of employees in advance so, that they do not have to face
problems regarding in the matter of staff things. They stay in ready position to eliminate the
problem regarding staff.
- Hiring capable candidates:
This element falls under the operational workforce planning since this workforce planning helps
in running day-to-day activities. Hiring capable candidates is the important role of hr function
because they are the one who help organization to achieve its goals and objectives. And also they
are the reason for getting success.
- Growing the capabilities of workers by the means of training and development:
This comes under operational workforce planning. This is also one of the important roles and
responsibilities of hr to provide efficient training and development to the workers. Because if
they are trained properly then they will know, how to deal with their customer in the best way.

Thus, the firm become enable to do their business in such a way, where customer queries, sales
and much more things are managed efficiently.
- Gathering the information, facts and examine them to improve the organization's
operation:
This falls under strategic workforce planning. When Hr gather the information and facts of the
outcome, they will ultimately know the current situation of the organization and what steps
should be taken to increase the efficiency of the organization to meet the goals and objectives of
the organization.
- Giving different task time to time:
This comes under operational workforce planning. Here, the role and responsibilities of hr is to
provide task. If the workers finish the first task then hr should provide another task for them
because it will help employees to increase their skills and knowledge. Furthermore, they will be
capable of fulfilling their duties which will automatically help the organization to leads towards
the development.
3.1 Assessment of approaches:
. Recruitment and Selection:ⅰ
Recruitment is the method of finding applicants with possible skill, knowledge and experience.
Whereas, selection method comes after recruitment where only limited number people get
appointed. There are again two types of recruitment. They are internal and external recruitment.
a) Strength of internal recruitment and selection:
Internal recruitment and selection means choosing the workers working within the organization.
Some of its strength are as follows:
- Fast judgment can be done within the internal recruitment and selection which is regarded
as one of the strength.
- As in internal recruitment and selection, workers are selected within the organization so, it
save both time and money of the organization.
- The workers from internal became loyal towards the organization, as they understand the
organization most.