MG411: Individual Research Portfolio on Nissan People Management

This report provides an in-depth analysis of Nissan's people management practices, focusing on leadership and management, training and development, and talent management. It begins with a company overview and operational context, highlighting Nissan's mission and its approach to human resource management. The report then delves into the key areas, examining the role of leadership in motivating employees and achieving organizational goals, the significance of training and development programs in enhancing employee skills, and the strategies employed for talent management, including the challenges and solutions in retaining and developing employees within a global context. The report also considers the importance of rewards and recognition in motivating employees. The report aims to evaluate how these three areas underpin performance management at Nissan, providing insights into its HR strategies and their impact on the organization's success. The analysis includes recommendations for improvements within the organization, based on the research conducted.

Running Head: People Management
Individual Research Portfolio
Name of the Student:
Name of the University:
Author’s Note

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Executive Summary
The following portfolio is based on the people management of Nissan. There are three main
areas in which the report and they are leadership and management, training and development
and lastly the talent management. However the objective of the report is to analyze these
above three areas and evaluate the organization with context to managing the human resource
department. On the other hand the objective of this paper is to underline the obligation and
duties of the three main areas mentioned above of people management and assess the
information and behavior to be an effective people manager.

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Table of Contents
Introduction....................................................................................................................3
Discussion......................................................................................................................3
Company overview....................................................................................................3
Operational context of NISSAN................................................................................4
Leadership and Management.....................................................................................4
Training and Development.........................................................................................4
Talent Management....................................................................................................4
Recommendation........................................................................................................4
Conclusion......................................................................................................................4
Reference........................................................................................................................4

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Introduction
The following portfolio is based on people management based on the chosen company
NISSAN. The aim of the report is to analyze the three main areas of the organization which
are leadership and management, training and development and lastly the talent management.
People management can also be defined as the human resource management because it deals
with the responsibility of encompassing the task of hiring employee or recruitment, provide
support to the employee, managing the functioning of the organization and directing the
employee to perform their work (Omotayo 2015). However the objective of this paper is to
highlight the responsibility and duties of the three main areas mentioned above of people
management and evaluate the awareness and behavior to be an effective people executive. On
the other hand it will further demonstrate to assess the key HR process which underpins the
presentation organization of the people at work. The next step of this report caters to evaluate
the considerate of the modern issues facing line managers relating to people management
(Bolden 2016). However the recommendation section will highlight on the three areas for
further improvement.
Discussion
Name of the Company- NISSAN
Company overview
NISSAN is multinational Japanese automobile manufacturer which was founded in
the year 1933 with its headquarter in Yokohama, Japan. The company caters to sell its car
under the Nissan Infinite and Datsun brands with in-house production. However the company
traces its name to Nissan Zaibatsu which is presently called Nissan Group (Lee 2019). The
Nissan models are sold worldwide under the same brand name. In August 2013 the
organization announced its plan about launching various driverless cars by the end of 2020.
The mission statement of Nissan is to enrich the people live and build trust with the
employees, dealer, customers, shareholders and partners.

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Operational context of NISSAN
People management can be defined as the development of the people, their
performance and their activities with the goals of optimizing professional use of talent. The
functional area under the people management is hiring, organizing, development, employee
benefit, finance, technology and equipments. Therefore the business planner for Nissan
should aim its main focus on activities which are performed in an organisation hence with a
motive to achieve the objective of the organization (Oszwald et al, 2018). With the reference
of the operational context of Nissan it can be discussed that the organisation caters to various
kinds of changes in order to attract the commercial cars that is in need of heavy duty trucks
for military and production fitted with defense facilities. According to many of research the
operation management requires to build the organizational culture which is one of the key
important elements to be considered in formulating the operational strategies. The culture of
the organisation comprise the department of human resource management which assist
different areas like implementing leadership and management, talent management and also
looking after the training and developmental areas (Saga and Hanada 2016). These processes
completely relies on the managerial judgment as the decisions are taken by them with the
degree of certainty whether to implement them or ignore them and maintain the existing
culture to fit the changing environment.
Leadership and Management
Leaders are the most important functioning attribute which an organisation should
have. The leaders of Nissan carry an art of motivating a group of members who contributes
their effort towards achieving their common goals. They are the workers who in the group
who possess the combination of personality and leadership skills to make the other members
follow their direction (Thorpe 2016). However in an organization the concept of leadership
and management is vital because it carries out a function which assists the members to
maximize the efficiency and tries to achieve the organizational goals. It refers to guiding the
team members who is delegated by the leaders of various departments to instruct the
subordinates they way they want them to perform efficiently and effectively.
The knowledge, skill and behavior to be an effective manager caters to create various
elements or abilities that are executed and in order to fulfill the assigned work in the
manufacturing department. The manager must build to perform the executives duties while
avoiding the predicament situations and promptly solving the issues that occur. On the other

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hand the management and leadership skill in Nissan are often referred to as the significant for
its success and achieving its objectives and goals. The manager of the organisation fosters
good management skills and us able to bring in innovation into multiple automobile and
redefining the structure of the cars (Beer, Finnström and Schrader 2016). The leader is
capable to propel the firm’s mission and vision and along with the objectives of the company
with fewer hurdle and objectives from external to inner sources. Some of the skills of the
management and leadership are:
 Technical Skills: The technological skills involve the proficiency with the intention
of allows the leaders the ability to carry the knowledge and use the variety of
techniques to achieve their planned objectives. However these skills involve the
software and operating machine, different types of equipments, production tools,
skills that help in boosting the sales of cars and automobile, design new innovative
models and market them in proper regional locations.
 Human and interpersonal skills: the interpersonal and human skill is the ability of
the leaders and manager is the skills that are presented with the manager’s skill to
interact relate or work effectively with the employees (DuBois et al, 2015). However
threes are the skills of the leader that enable them to use the potential of their
employee and motivate them for better results.
With the help of an example of the leadership role or managerial skill, planning is one of the
important roles inside the association. The planning is one of the important ability that
remains within the limits of the available to various possessions such as money, time and
labor. Therefore it also includes identifying and achieving the objectives and necessary
strategy.
Training and Development
Training and development refers to educate the activities of the organisation which is
performed and also enhance the knowledge and ability, skill of the workers while they
perform their job role. In the training session the trainers provides more information and
instruction on how the work can be performed in an innovative and easier manner. At Nissan
the organisation is committed to become most of the innovative, environmentally and trusted
responsible car company in the global platform (Nozawa et al, 2015). However Nissan relies
on twp different attributes one is world class people and the other is innovative vehicles. This

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will therefore lead the market for excitement and innovation. The business climate has
encouraged a culture of learning and the employees have power to perform however Nissan
promise to continue to grow and compete with the global competitors.
On the other hand Nissan caters to the opportunities for the professional growth which
supports the people professionally through diverse range of development and training
program. The organization recognizes the employee has arrived with advanced knowledge,
experience and skill which will be actively harnessed and enhanced throughout the career at
Nissan (Osburn, Hatcher and Zongrone 2015). It caters to provide Learning and
Developmental Program for all its employees as well as for the newly hired members which
covers the full range of needs from technical topics to on-the job support, the process of
improving techniques with the latest management and leadership approaches.
The developmental program of Nissan offers a full range of developmental program
that specifies the talent group, new executives and new graduates which provide the
organisation with an opportunity for collective; learning as well as it strengthens the
networking link (Nissan and Eder 2017). Nissan in most of the location provides Targeted
Leadership Training that enables the employee to cover the subtle, yet critical skills which
effectively leaders posses. However the organisation also contributes its learning and
developmental program through seminar session where the employees can enhance their
career progression (Lacerenza et al, 2015). The training sessions are mainly conducted on
various areas such as change leadership, leadership essentials business acumen, building trust
and many more. With the assistance of the HR management these training sessions are easily
conducted where the role of the HR department is to design and implement the performance
appraisal of the employee.
The key Hr responsibilities in performance management cater to creator themselves as
a mediator between the functioning head and reviewing the authorities and the employee.
Therefore it is this department who holds the dusty and authority and ensures the smooth
implementation of the appraisal process.

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Talent Management
The talent management in Nissan caters to the science of using strategic human
resource planning and improves the industry value and makes it achievable for the
organisation to reach up to their goals. The talent management for the organisation comes
into play as the team grows and secondly when it becomes crucial to reduce the turnover rates
and retain employees and also achieve bigger goals (Scullion et al, 2016). The talent
management offers the employee of the organisation to work globally with the approach of
Cross Functional Teams. After the organisation faced its challenges from the rival firm,
Nissan has launched their Global Talent Management which came under the leadership of
President Carlos Ghosn back in 1999. The strategies of talent management are developed
because in the recent days there are many issues which are faced by the managers related to
the people management (Latukha 2015). The issues recognized are lack of effective
communication with the employer and employee, shifting the mindset of the employee from
their previous job roles to new techniques, the strain to perform as a anew manager in many
of the regional outlet or showroom, the shift from co-worker to being a manager and lastly
setting clear objectives and goals.
In order to overcome the above challenges the HR department brings into light the
source of talent management which helps the organisation to build few strategies and some of
them are:
Opportunity for continuous improvement: the manager must facilitate him or herself with
the scope of improving their own functional area and then allow the employees to do the
same. Managing the talent at work place is referred to the context of future development
which the manger envisioned for itself (Sparrow and Makram 2015). On the other hand the
employees need to be equipped with the right kind of tool and is able to maximize their own
potential and skill. In order to facilitate improvement in Nissan the manager needs to
recognize the scope and the opportunities for continuous development of its technical
employees.
Reward and recognize right: the process of rewarding and recognition form an important
part of the managerial activities. However this approach helps in motivating the employee in
terms of financial assistance or bonus packages (Boudreau, Jesuthasan and Creelman 2015).

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Therefore researchers examined that the employee waits for bonus scheme or any prize that
creates great opportunity for the organisation to show their employee how much they care for
them and consider them as an integral part of the functioning.
Recommendation
Hence it can be recommended that for Nissan in order to bring in innovation and
creativity in people management the area of leadership and development should facilitate the
employees and co-workers with the opportunity of attainting more of outdoor training
session. This will however inculcate an interest factor and motivation within the employee to
travel to different places and attend seminar and industrial training. On the other hand the
area of leadership and management must look after the social corporate responsibility of the
industry and not harm the environment from smoke or pollutant emission. The HR
department must look after health and security of the employee because the engineers are
prone to technical field that may fail in operating its function or can malfunction. Doctors and
fire brigade helpline number must be shared to with all the employees. Lastly in the area of
talent management it can be recommended that the human resource department should
facilitate to identify and study the employee and recognize their talent and sort them
according to their expertise area. Whereas the organisation must also focus on recruitment of
the employees’ which the management is in need of. First the area of requirement must be
analyzed and then they must be recruited.

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Reference
Beer, M., Finnström, M. and Schrader, D., 2016. Why leadership training fails—and what to
do about it. Harvard Business Review, 94(10), pp.50-57.
Bolden, R., 2016. Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Boudreau, J.W., Jesuthasan, R. and Creelman, D., 2015. Lead the work: Navigating a world
beyond employment. John Wiley & Sons.
DuBois, M., Hanlon, J., Koch, J., Nyatuga, B. and Kerr, N., 2015. Leadership styles of
effective project managers: Techniques and traits to lead high performance teams. Journal of
Economic Development, Management, IT, Finance, and Marketing, 7(1), p.30.
Lacerenza, C.N., Reyes, D.L., Marlow, S.L., Joseph, D.L. and Salas, E., 2017. Leadership
training design, delivery, and implementation: A meta-analysis. Journal of Applied
Psychology, 102(12), p.1686.
Latukha, M., 2015. Talent management in Russian companies: domestic challenges and
international experience. The International Journal of Human Resource Management, 26(8),
pp.1051-1075.
Lee, J.Z., 2019. Corporate Governance and Company Performance of Nissan Motor
Corporation.
Nissan, J. and Eder, P., 2017. Four dimensions of designing succession plans. OD
Practitioner, 49(3), pp.79-81.
Nozawa, T., Taki, Y., Kanno, A., Akimoto, Y., Ihara, M., Yokoyama, R., Kotozaki, Y.,
Nouchi, R., Sekiguchi, A., Takeuchi, H. and Miyauchi, C.M., 2015. Effects of different types
of cognitive training on cognitive function, brain structure, and driving safety in senior daily
drivers: a pilot study. Behavioural neurology, 2015.

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Omotayo, F.O., 2015. Knowledge Management as an important tool in Organisational
Management: A Review of Literature. Library Philosophy and Practice, 1(2015), pp.1-23.
Osburn, H.K., Hatcher, J.M. and Zongrone, B.M., 2015. Training and development for
organizational planning skills. The Psychology of Planning in Organizations: Research and
Applications, 334.
Oszwald, F., Becker, J., Obergfell, P. and Traub, M., 2018, May. Dynamic Reconfiguration
for Real-Time Automotive Embedded Systems in Fail-Operational Context. In 2018 IEEE
International Parallel and Distributed Processing Symposium Workshops (IPDPSW) (pp.
206-209). IEEE.
Saga, I. and Hanada, M., 2016. Nissan: Recent Evolution of. Teamwork in the Automobile
Industry: Radical Change or Passing Fashion?, p.54.
Scullion, H., Vaiman, V., Collings, D.G. and Thunnissen, M., 2016. Talent
management. Employee Relations.
Sparrow, P.R. and Makram, H., 2015. What is the value of talent management? Building
value-driven processes within a talent management architecture. Human resource
management review, 25(3), pp.249-263.
Thorpe, R., 2016. Gower handbook of leadership and management development. CRC Press.