Nissan Company Report: Leadership, Training, and Talent Management

This report provides an in-depth analysis of people management practices at Nissan Company. It begins with an overview of leadership and management theories, highlighting the progressive leadership style that emphasizes innovation, creativity, and employee development through skill and personality training programs. The report then examines training and development initiatives, including skill development, personality development, analytical training, and leadership training, emphasizing their impact on employee capabilities and organizational growth. Finally, it explores talent management processes, including recruitment strategies (both internal and external) and the importance of attracting, developing, and retaining employees. The report concludes with recommendations for enhancing employee satisfaction, improving product feedback mechanisms, and leveraging internal recruitment for top-level positions, ultimately aiming to foster a positive work culture and drive organizational success. The report underscores the significance of talent management, continuous training, and effective leadership in driving employee growth and organizational performance within the automotive sector.

Introduction to people
management
Table of Contents

INTRODUCTION.................................................................................................................................3
LO1.......................................................................................................................................................3
Leadership and Management.............................................................................................................3
LO2.......................................................................................................................................................5
Training and Development................................................................................................................5
LO3.......................................................................................................................................................7
Talent management............................................................................................................................7
CONCLUSION.....................................................................................................................................8
REFERENCES......................................................................................................................................9

INTRODUCTION
People management function in companies also considered as talent management.
This report is based on the case study of Nissan Company in respect to its people
management function at organisation. Company initiated its business in the year 1933 by the
founders Masujiro Hashimoto, Kenjiro Den, Rokuro Aoyama, Meitaro Takeuchi, Yoshisuke
Aikawa and William R Gorham. Headquarter is established in Japan. Company is associated
with automotive sector and currently serving its services all across the globe. This report will
provide the brief overview on skills and capabilities required to conduct people management
at organisation efficiently. In this report significance of different Human resource
management practices to underpin the performance of employees in the organisation will also
analyse. Furthermore, report will also analyse about different contemporary issues manager
face in order to grow the human resources associated with the organisation.
LO1.
Leadership and Management
Leadership Theory:
Leadership play an important role in conducting the people management function at
organisation. Human resources are one of the key resources part of an organisation.
Leadership in every organisation play huge role to manage the human resources part of the
organisation. Leadership at Nissan Company can be denoted as progressive nature of
leadership that give constant support to employees of company to grow and develop.
Leadership in a Nissan Company give emphasis to continuous develop the products of
company with the support of innovation and creativity. They give complete freedom to
employees of company to experiment over its products so that high level of customer
satisfaction can be achieved by company (Ambrosius, 2018). Leadership of company played
a crucial role in supporting innovation and creative development at organisational level.
Automotive sector widely serves the opportunity to companies to innovate in its product
development aspects so that growth of the industry can be expended. The entire sector has
been associated with constant innovation thats a result of that the sector has entertained a
rapid growth on a constant basis. Leadership of company also give focus to constant
development of its employees. This is another crucial part of the organisation. Leadership
give emphasis on talent management function in organisation. With the strength of human

resource management of Nissan Company different employee development campaigns are
launched. Training programs also conducted every year that guides employees of company to
enhance the skills and capabilities of employee’s part of the organisation. This approach of
leaders in Nissan Company has allowed the human resources associated with the organisation
to potential enhance the growth of company not just at internal level of organisation as the
company conducts internal recruitments to promote employees at higher positional role in
organisation but also it provided massive growth opportunities to employees part of the
organisation to gain powerful designated positional role in any other organisation.
Management Theory: Management theory project about the approaches use by management
of company to meet up different needs of company part of the designated position in Nissan
Company. Management of company follow the policy of solving the grievances of
employee’s employed at the organisation. This practice use by management at Nissan
Company has allowed the company to achieve the high level of employee satisfaction at the
organisation. Employees are among the most effective resources organisation contain to
achieve its overall objectives behind the business operations company has undertaken. With
the support of employee satisfaction management at Nissan Company able to achieve all
different business objectives (Awasthi and Sharma, 2016). Management of Nissan Company
gives constant focus to research at the operation level. Research over market Nissan
Company associated with and also over the product. This research support company in
developing its products based on the requirements of market and potential customers of
company. In order to sustain in such a competitive world it becomes essential for the
company to fulfil the needs and requirements of market. If the company is not able to deal
with the needs and requirements of its target customers than it won’t be able to sustain in the
market.
Recommendations: It is recommended that the employee’s issues at the organisation must
be solved within a stipulated time period. If the company is unable to solve the issues of
employees within the stipulated time frame than it wont be able to achieve the best level of
employee satisfaction at the organisation (Basbous and Malkawi, 2017). Solving employees
issue also results into low employee turnover rate at organisation. It is also recommended that
management and leadership at Nissan Company can follow the practice of taking product
feedbacks from the customers. This practice will allow management and leadership part of
Nissan Company to mark the problems in the products offer by company in market. All these

recommendations would allow company to enhance the growth potential in market.
Profitability of the company will also get significant boost from all these practices.
LO2
Training and Development
Training and employee development is a process aimed to enhance the skills and
capabilities of employees part of the organisation. This is one of the most prominent
approach Nissan Company use to improve the growth potential of organisation. Training and
development conducted at organisation allow company management to improve the
potentials of the human resources part of the organisation. Company channelizes various
training and employee development campaigns with the support of human resources part of
the organisation. The different training and employee development activities Nissam
Company channelizes can be projected in the following manners.
Skill development training: Management of Nissan Company conducts every year
employee skill development training. This program focuses on developing different
professional skills like communication, presentation, listening, research and many other
different types of skills that can support employees of company to achieve the best level of
employment experience at the organisation. This training has also supported the employees of
company to reach the best level of growth objectives not just internal level but also at
external level as well. Employee training is the best way to achieve the best level of work
efficiencies (Bijumes and Kristanto, 2019). Employees are the among the key resources
company carry as they play role in allowing company to achieve all different objectives
behind the business of company. Skill development training has supported the employees of
company to enhance the potential and capabilities in such a way that high standard of
professionalism can set at work place. It has made all employees of company more
professional.
Personality development training: Human resource department of Nissan Company
conducts every year employee personality development sessions. These sessions play an
important role in improving the overall personality of employee’s part of the organisation.
Personality is an important and crucial factor employees of company carry that drive the
professional career of all employees associated with the organisation (Paine, 2019). This
training suggest all practical way that can allow employees to improve the overall

personality. This training project different ways to think critically so that best level of work
efficiencies can be achieved. Different aspects related to personality of employees are
developed in this training program.
Analytical training sessions: Analysis is a crucial part of the company working style. All
decisions in Nissan Company have been taken by the management by analysing about the
situation first. Critical analytical approach allows employees and leadership to take the best
possible decision that can favour the organisation (Borodai, 2017). These sessions allows
employees of company to learn different factors work while analysing the practical situation
in business. Howe to make decisions based on the analytical thinking is also taught in this
training program. This is one of such training programs that have allowed the employees of
Nissan Company to establish the career in company in more prominent manner. This has
allowed company to develop individual leaders in the organisation. Business analytics is one
of the training tat has also expanded the growth of company as it allowed company to
analysis about different areas like market, customers, products quality and may other factors
related to business of company.
Leadership training: This is other crucial training sessions that is a part of employee
development and training approaches used at Nissan Company. In these training sessions all
different factors associated with the leadership is discussed. Employees of the company get
the opportunity to develop leadership skills so that more growth opportunities for the
employees of company can be created. Leadership is one of the dominating positions in every
organisation. Employees can improve he growth potential with the support of this training
session.
Recommendations
The above mentioned points have projected about different trainings sessions
conducted at the Nissan Company to enhance the growth and capabilities of employees part
of the organisation. It can be recommended that all training sessions conducted at the
organisation must be practical based (Indriyani, 2017). It becomes important that the lesions
teaches in such training sessions are practical based so that all employees attend such training
sessions gets the proper opportunity to develop such skills and capabilities teaches in such
training sessions. The practical based approaches would allow the employees of company to
practically apply all the methods to grow all different skills. All these skill development

activities at the Nissan Company have supported employees of company throughout the
journey to grow the skills and potential of employee’s part of the organisation.
LO3
Talent management
Talent management is a critical process part of the organisation. Talent management
function involves planning, attracting employees, selecting, developing, retaining and
transitioning of employees at the Nissan Company. Talent management play a crucial role for
the company to attract the right employee at the right position in the organisation hierarchy of
company. All the different part of talent management allow organisation to attract and recruit
the potential employee at the right position in organisation (Jha, 2016). The function of talent
management involve not only to recruit the skilled and efficient human resource at different
designated position role in the organisation but it also drive company to enhance the skills
and capabilities employee at comment has adopted. Talent management has recently become
so popular in the professional life of human resource management. This is a professional
approach to meet the requirement of organisation related to human resources part of the
organisation. In Nissan Company human resource department channelize both recruitment
approaches involve internal recruitment and external recruitment. In case of internal
recruitment human resource department promote employees in company at higher designated
role in the organisation hierarchy. In case of external recruitment company approaches to
fresh talents to fill different designated positions in organisation. Both the approaches of
recruitment and selection of employees at the company allowed organisation to meet its
employee need.
Recommendations
Talent management is an important professional practice Nissan Company follow. It
is recommended that company must follow the internal recruitment process to meet up all the
top position role in the organisation hierarchy of company. This will allow company to
motivate the employees in company to work more than the capacity they hold. This will
allow management of Nissan Company to motivate employees of company to put potential
efforts for achieving the best level of work efficiencies to have the best career objectives
(Maszewski, 2016). The practice of internal recruitment must be professional and must be
able to recruit the deserving employees at the higher positional role in company. If the

company is not able to recruit the right employees at the higher positions than it will create a
negative impact over the employee morale in the organisation.
CONCLUSION
This report has projected the different aspects related to different human resource
management practice related to talent management approaches used at organisation.
Leadership and management at the Nissan Company are following the progressive leadership
approach to doing all its operations. This approach of leadership and management has
allowed the organisation to provide an effective work culture at organisation. This approach
has driven leaders in company to run different employee development initiatives in the
organisation. Trainings of employees are also conducted at the organisation to enhance the
skills and capabilities of employees work at the organisation. Talent management function at
the organisation involves recruiting the right potential talent at different designated position
role in organisation.

REFERENCES
Books and Journals
Ambrosius, J., 2018. Strategic talent management in emerging markets and its impact on
employee retention: Evidence from Brazilian MNCs. Thunderbird International
Business Review. 60(1). pp.53-68.
Awasthi, S. and Sharma, R. C., 2016. Employee development through competency mapping:
A way ahead for organizational growth. International Journal in Management &
Social Science. 4(6). pp.260-270.
Basbous, O. and Malkawi, E., 2017. The relationship between antecedents of employee
engagement & employee engagement in banking sector. International Business and
Management. 14(2). pp.70-74.
Bijumes, L. and Kristanto, H., 2019. Employee Development Model through Education and
Training: A Case Study in Credit Union in Sandya Swadaya in
Yogyakarta. International Journal of Multicultural and Multireligious
Understanding. 6(5). pp.857-882.
Borodai, V. A., 2017. Simulation assessment center in the service of the company as a factor
in the accuracy and validity of the information about the employee. International
Journal Of Professional Science. (1).
Indriyani, A. U., 2017. Effect of compensation and benefit to employee engagement through
organisation brand in Indonesia’s startup company. Jurnal Manajemen Teori dan
Terapan| Journal of Theory and Applied Management. 10(1). pp.83-92.
Jha, V., 2016. Training and development program and its benefits to employee and
organization: A conceptual study. International Journal of Scientific Research in
Science and Technology. 2(5). pp.80-86.
Maszewski, F., 2016, December. Variety of training techniques in the process of generation Z
employee development. In International Conference: Miltidisciplinary Academic
Conferrebce: Held on December 9th–10th 2016 in Prague Proceedings of MAC-
MME (pp. 229-236).
Paine, N., 2019. Workplace Learning: How to Build a Culture of Continuous Employee
Development. Kogan Page Publishers.