Nissan: Leadership, Talent, and Training for Performance Management

This report examines Nissan's approach to leadership and management, focusing on talent management, training and development, and their impact on performance. The report discusses the operational context of the organization, relevant theoretical models such as transactional leadership and management by objective, and provides recommendations for improving operational efficiency. It highlights the importance of leadership and management in guiding employees, the significance of training programs, and the benefits of effective talent management. The report emphasizes the need for skills like excellent communication, honesty, and customer service in leaders and managers. It also explores models like the ADDIE model and the 5 B's talent management model, offering insights into how Nissan can retain top talent and enhance its overall performance. The report offers recommendations for human resource managers and business managers to enhance recruitment, selection, training, and development practices.

CW1 - Individual
Research Portfolio
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Abstract/Executive Summary
This report is based on three areas which are training and development, talent
management, and leadership and management. These are main areas of an organisation that have
direct impact on performance management of company. For this portfolio, Nissan is a selected
manufacture of automobile that has values to retain and manage top talent at workplace. In order
to explain three areas in effective manner, different models or theories of talent management,
leadership and management, and training and development have been discussed. Along with this,
proper recommendations have been provided to the Nissan about how to manage top talent at
workplace and how to improve operational efficiency in effective manner.
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Contents
Introduction......................................................................................................................................4
Area 1: Leadership and Management..............................................................................................5
The operational context of the organisation................................................................................5
Relevant applicable theoretical models.......................................................................................5
Recommendations........................................................................................................................6
Area 2: Training and Development..................................................................................................6
The operational context of the organisation................................................................................6
Relevant applicable theoretical models.......................................................................................7
Recommendations........................................................................................................................7
Area 3: Talent Management.............................................................................................................8
The operational context of the organisation................................................................................8
Relevant applicable theoretical model.........................................................................................8
Recommendations........................................................................................................................8
Conclusion.......................................................................................................................................9
REFERENCES..............................................................................................................................10
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Introduction
People management is defined as a set of practices that includes the end-to-end development
of talent acquisition, talent retention and talent optimisation while giving continued help for the
business and proper guidance for the workers of an organisation. This is also known as human
resource management that encompasses the activities of recruitment, management and giving
ongoing support and accurate direction for the workforce of an enterprise (Armstrong and
Taylor, 2020). These activities can contain the following: hiring, compensation, performance
management, safety, organisation development, employee motivation, administration,
communication and training.
For this individual research portfolio, Nissan is a chosen multinational automobile
organisation. It was founded in 1933 by Masujiro Hashimoto, Kenjiro Den etc. and
headquartered in Nishi-ku, Yokohama. Company specialise in manufacturing or selling of
Automobiles, luxury vehicles, outboard motors, commercial vehicles, forklift trucks etc. For this,
Nissan has become one of the world’s leading manufacturers of automobile, with yearly
production of around 2.4 million units, which represented approx 4.9% of the international
market. At domestic level, Nissan sells around 774,000 vehicles on a yearly basis (Nissan Motor
Co., Ltd, 2020). In order to manage people in the organisation, Nissan gives unique Special
Accelerated Development programs for talented or high-performing employees. They also
provide different opportunities to their employees to work towards achievement of long term
goals and objectives of company. Along with this, Nissan changed their product line with
purpose to be much more competitive in the marketplace. The company also developed a new
model called” build-to-stock” or build-to-order model. This model helps an enterprise in
simplified its production at the same time as contributing extensively to a sale raise. This model
provides the best of both worlds to the clients from custom offers to usual line up which
outputted in satisfied customers.
This report based on three areas such as talent management, training and development,
and leadership and management. These are main areas that impact on performance management
of an organisation. All these areas and their impact over performance management of Nissan will
be discussed in this portfolio. Along with this, suitable modals or theories of above areas will be
explained in this report in systematic manner.
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Area 1: Leadership and Management
The operational context of the organisation
Leadership introduces as a process by which an executive can guide, direct, influence and
encourage the work and behaviour of employees towards attainment of specific goals and
objectives of an organisation (Bush, Bell and Middlewood, 2019).
Management within an organisation can be defined as an effective process of planning,
organising, guiding, controlling and managing resources with the overall purpose of
accomplishing its objectives.
Leadership and management is important part of the business operations of Nissan. As it
will help company to do their operations smoothly and successfully. Main operation of Nissan is
to manufacture automobile in all over the world. Leadership is an important and essential
function of management which supports Nissan to increase efficiency and to attain long term
goals and objectives. There is some model of leadership and management that are effective for
performance management of Nissan at domestic as well as international level.
Relevant applicable theoretical models
Transactional leadership style: It is also known as managerial leadership model that
emphasis on performance, organisation and supervision. In this theory or model, leader of Nissan
has responsibility to promote compliances by employees through both punishments and rewards.
Via a punishment and reward system, transactional leader of respective firm are capable to
followers motivated and encouraged for the long term. This will help an organisation in
performance management of employees which turn to support them in improvement of business
operations and activities at national as well as international level (Weiss, Tappen and Grimley,
2019).
Management by objective: It is a type of management model that has aims to enhance
business performance by clearly explaining the objectives and goals which are agreed upon by
both employees and the management of Nissan. This model will support business manager of
Nissan to involve their all employees in decision making process to make them liable towards
their tasks. By this employees work towards accomplishment of long term goals of the company.
This model will also effective for company to enhance their performance by retaining employees
for long time in the organisation (Ellis, 2018).
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Recommendations
From the above area of people management, it has been concluded that leadership and
management is important part of business success and performance. Proper guidance to the
employees will help Nissan in successfully implementation of its business operations. In order to
enhance performance management, Leader and manager of Nissan must use just-in-time
approach as it will help them in maintaining of strong relationship with suppliers to make sure
that the suppliers supply the desired amount of product. Along with this, there is requirement in
development of some skills, behaviour and knowledge among managers and leaders. These are
explained as below:
Excellent communication skills: This must be requiring by business manager and leader of
Nissan. As it support them to communicate every information to their employees in clear way.
So that, they can work towards accomplishment of long term goals and objectives of company.
Honesty: It is a type of behaviour that should be posse by both manager and leader of the
company. This will help them in retaining of employees for long time and improvement of
business performance effectively.
Customer and personal service: It is a knowledge that must be require by manager and
leader of the business. Leader and manager must have knowledge about the processes and
principles for giving personal and customer services. This includes client needs assessment,
meeting quality standards for services, evaluation of customer satisfaction and many others.
Area 2: Training and Development
The operational context of the organisation
Training introduces to the learning and teaching activities carried out by an organisation for
the key reason of supporting employees to acquire and apply the skills, knowledge, attitudes and
abilities needed by a specific job and company (Noe and Kodwani, 2018).
Development refers to the continuous process planned to enhance competency of workers at
different levels and the entire performance of an enterprise. It combines number of activities
which are mainly related with learning and development, up-gradation of skills.
With the help of training and development, Nissan can easily increase knowledge of their
employees about the business operations. By having proper knowledge and understanding about
the business operations, employees become more able to work for achievement of better outputs.
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Nissan is a manufacture of car and they need to enhance their sales and performance at domestic
as well as global level. There are different importances of training and development practice for
Nissan such as improved employee performance, improved employee satisfaction and moral,
addressing weakness, increased productivity and adherence to quality standards, increased
innovation in new products and strategies, reduced employee turnover, enhance company
reputation and profiles. These are considering main advantages of training and development that
get by company providing training to their employees (Bibi, Ahmad and Majid, 2018).
Relevant applicable theoretical models
Nissan offer a different range of opportunities and choice for continued professional
growth and success to support their people professionally or efficiently via diverse range of
training and development program. For this, Targeted Leadership Training programs as an
effective model of training is use by Nissan to train their employees. This program includes those
subtle, yet important skills, which actually successful leaders have. They also provide unique
Special Accelerated Development programs for talented workers. These special chances are
intensive workshops, multi-day which give the chance to stretch as well as grow their own
leadership skills of knowledge in preparation for a future leadership role. ADDIE model is an
effective model of training and development that consist five phase such as analysis, design,
development, implementation and evaluation. This model support Nissan to train their
employees and develop skills related with business operations and activities (Feleke, 2018).
Recommendations
From the above area it has been recommended that, there is requirement of some
knowledge, skills and behaviour in human resource manager for enhancing business performance
and operational efficiency in effective manner. These are explaining as below:
Knowledge: Human resource manager of the Nissan must have knowledge about the
techniques of recruitment and selection and, training and development. This will help them in
recruitment of right candidates at right place.
Skill: Training and development is a part of human resource management. HR managers of
Nissan are accountable for providing employees development chances in order to increase
performance and maximise value. This will help company in its business operations by increasing
number of customers.
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Behaviour: Solutions oriented is a type of behaviour that must be posse by HR manager of
Nissan. As it support company in dealing with any situation easily. This turn to support in
improvement of business performance and growth at marketplace.
Area 3: Talent Management
The operational context of the organisation
Talent management is a commitment of an organisation to recruit, hire, select, retain,
develop and manage the most talented and high-performing employees. In addition, it is a
systematic process of finding the vacant post, recruiting the right candidates, developing the
skills and expertise of the candidates to match that post and retaining them to accomplish long
term objectives of business. By managing talent at workplace, Nissan can easily enhance their
business performance and operational efficiency (Taylor, 2018). There are number of benefits
that get by Nissan by managing talent at workplace. These are accomplishment of vision, better
decision making, succeed over competitors, retaining finest talent, build up company’s
reputation, Streatham Company’s human capital structure, efficient and effective performance
etc.
Relevant applicable theoretical model
5 B’s Talent Management Model will be used for managing talent within an organisation.
Nissan use this model to retain talented and high-performing employees at workplace. This
model based on 5 B’s which are Buy, Build, Borrow, Bind and Bounce.
Buy: It is a part of recruitment process and ability of an organisation about how they buy talent at
workplace (Collings, Scullion and Caligiuri, 2018).
Build: In this, businesses make sure about how to develop, grow and build competences and
skills in employees.
Borrow: For this, Nissan secure the assistance of external and internal expatriates. It will help
them for short time duration so that the require talent is available.
Bind: In this, Nissan must be focus on how to retain and bind talent within a workplace.
Bounce: Under this, business must emphasis on what type of people are not fit for purpose.
Recommendations
There is recommendation to the business manger to have excellent recruitment and selection
skills, training and development knowledge and attractive behaviour. As it support Nissan in
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retention of top talent at workplace for long time. This will further support business in its
smoothly functioning. There are some recommendations to the business manager of Nissan
which will be explained as below:
Recruitment and selection: Hr manager must possess recruitment and selection skill as it
supports them to recruit right candidates at right place who have knowledge about the
manufacturing industry.
Training and development: Proper knowledge about the training and development skill
support business manager in improvement of their business performance by increasing
employees understanding about the business operations.
Attractive behaviour: This type of behaviour must have by manager as it will be assisted
them in attraction of top talent at working place (Berger, Berger and Education, 2018).
Conclusion
From the above mentioned portfolio, it has been concluded that people management at
workplace is based on three areas which are talent management, training and development, and
leadership and management. These are main part of an organisation that has impact over
business performance of company. Along with this, different models have been used by
company for improving business performance such as Transactional leadership style,
Management by objective, ADDIE model and 5 B’s Talent Management Model. These are
effective models that are suitable in three areas and support business in enhancement of its
business operations and performance.
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REFERENCES
Books and Journals
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Berger, L. A., Berger, D. R. and Education, M. H. eds., 2018. The talent management handbook.
McGraw-Hill.
Bibi, P., Ahmad, A. and Majid, A. H. A., 2018. The impact of training and development and
supervisor support on employees retention in academic institutions: The moderating
role of work environment. Gadjah Mada International Journal of Business. 20(1).
p.113.
Bush, T., Bell, L. and Middlewood, D. eds., 2019. Principles of Educational Leadership &
Management. SAGE Publications Limited.
Collings, D. G., Scullion, H. and Caligiuri, P. M. eds., 2018. Global talent management.
Routledge.
Ellis, P., 2018. Leadership, management and team working in nursing. Learning Matters.
Feleke, A. T., 2018. Assessment of training and development practice the case of human rights
commission hawassa branch. International Journal of Social Sciences
Perspectives. 2(1). pp.38-49.
Noe, R. A. and Kodwani, A. D., 2018. Employee Training and Development, 7e. McGraw-Hill
Education.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Weiss, S.A., Tappen, R.M. and Grimley, K., 2019. Essentials of nursing leadership &
management. FA Davis.
Online
Nissan Motor Co., Ltd. 2020. [Online]. Available Through:
<https://www.referenceforbusiness.com/history2/27/Nissan-Motor-Co-Ltd.html >
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