JTの変人採用「成長を続ける人」の共通点はどこにあるのか

Review

When you hear "strange person", you may have a negative image. In general, a "strange person" is a strange person whose behavior and personality have changed, and it may be a little inaccessible. On the other hand, the "strange person" in this book has a positive image. It refers to a person who has abundant creativity and who has the "ability to come up with new things" who can play an active role in the future, such as looking at things from a different perspective than ordinary people.

This book is a book by the author who has been involved in recruitment at JT. The author says he has been actively hiring "strange people." However, this book is not just a recruitment know-how book. For readers who want to do an interesting job, it will guide you on how to make your job interesting. Starting with the reason why it is important to be a "strange person", the thinking patterns of the "strange person", how to come up with ideas for the "strange person", and how to raise the "strange person" are introduced. ..

The author says that everyone has the potential to be a "funny person." Even if you are not a weirdo or a genius skin, everyone has the potential to become a "strange person" with just a few tips. And if it's sunny and you can become a "funny person", your daily work will be much more interesting and enjoyable. Why don't you try to be a "strange person" and innovate? "It's strange" is a great compliment.

The main points of this book

Point 1

Companies such as Google, Apple, Amazon, and Facebook are a group of "strange people." Only weird people can devise innovative businesses. In such an era, being "normal" is a risk.

Point 2

When hiring, the author emphasizes "good flow" in addition to the person's ability and growth. How you have made decisions at turning points is important in identifying people with good flow.

Point 3

In order to nurture "strange people", it is important to eliminate unreasonableness and create an environment where they can work comfortably and enthusiastically.

wrap up

Risk of being "normal"

Differences between Google and Japanese companies

The Japanese have an ethnicity that "makes you precious with harmony." Therefore, young people may have been imprinted from an early age, saying, "I like everyone," and "I like it normally."

But that shouldn't be the case. It is necessary to change the way of thinking, "It doesn't matter if you are different from everyone." Because now the risk of being "normal" is much higher.

Companies such as Google, Apple, Amazon, and Facebook are showing overwhelming strength these days. It is even said that these companies may dominate more than half of the world's businesses in the last three or four years. These companies are, so to speak, a group of "strange people". Google, in particular, is known for hiring "strange people" and having an in-house system to encourage their playfulness. That is why it is possible to devise innovative businesses.

Under these circumstances, Japanese companies, which are a group of "ordinary people," will no longer be able to compete. The era of doing things side by side is about to end.

JT's corporate culture where "strange people" can play an active role

On the other hand, there are many "strange people" in JT. There are people who realize a dream-like project, or shoot a splendid out-of-field home run while repeating failures. JT does not openly urge such people to "do what they want." However, there is a culture that gives up to "strange people", saying, "I won't ask you to stop anyway, so let's do it."

The corporate culture of "keeping employees motivated" is also characteristic. Even if there is no chance of winning, it will be done with a high probability.

Also, one of the reasons why working at JT is fun is that JT people "like juniors". Senior employees are unknowingly looking for "strange juniors." Even in other departments, when I hear the story that "he is strange", he starts to say "a little". He casually supports his junior's casual thoughts, saying, "Why don't you try it because it's interesting?" Then, the juniors will be "let's do it" before they know it. In this way, a network is created in which "strange people" are connected vertically and horizontally.

[Must read point!] Become a "people with a good flow"

What is a "good flow person"?

The author emphasized ability (potential) and growth (whether it fits the corporate culture) when hiring personnel. In addition to them, I was also paying attention to whether or not he was a "good person". Based on the hypothesis that "the next 10 years are an extension of the past 10 years," he said he was asking how he had lived for the 10 years before and after entering junior high school. What matters is not "what you did", but how you made decisions at the turning point.

For example, let's say you have two students who have studied abroad. One studied abroad to broaden the scope of what he studied in college. However, it wasn't very interesting, so he was a student who started doing something else after returning to Japan. The other is a student who studied abroad to study an unknown field, but was interested in something else at the study abroad destination and started working on it after returning to Japan. In this example, the former "did something else because it wasn't interesting", so there is a lot of unnecessary waste. The latter, on the other hand, is a waste of experience because it "finds something more interesting and does something else." In this case, the latter is judged to be a "person with a better flow".

How to improve "flow"

So how can you become a "good person"? The knack is "an attitude that makes it easier to take in chance" and "a positive reaction to chance". If you face the unforeseen situation flatly, you can choose the "interesting one" and pave the way for it.

There are five things to watch out for in your daily life. (1) Keep your head empty, (2) Choose the "interesting" decision, (3) Enjoy the change, (4) Sow the "seed" of the interesting thing, (5) 5 You can even pick up a yen coin.

"Picking up even a 5-yen coin" is, of course, a parable. The "flow" of life is made up of small particles of water, like the flow of a river. Even if each event or decision is small, if you collect it carefully, a flow will be created. Like a 5-yen coin, don't ignore the "drop" that could become a "taiga" and go get it.

In order to improve the flow, it is important to first recognize and believe that there is a flow. Then you will be able to see the flow in your daily life and take action to change it when the flow gets worse.

"6AKW" to bring about innovation

A company cannot live without innovation, but it is never easy to innovate. Therefore, the author proposes "6AKW (= 6 Action Keywords)" as six actions to inspire ideas that lead to innovation.

(1) Unnecessary waste removal: By removing unnecessary waste, increase the space for necessary waste.

(2) Flexibility: Doubting precedent. Let's change it even if it works.

(3) Speed ​​up: Speed ​​up work by eliminating unnecessary waste and flexibility.

(4) See the essence: Speed ​​up to see only what you need.

(5) Go outside: The stimulus that you earn with your feet and feel with your skin is the source of your ideas.

(6) Playfulness: If you doubt common sense, it will eventually lead to new ideas.

By keeping these things in mind, the imagination that connects unrelated things will be enriched. If knowledge and experience are added to imagination, the possibility of innovating will increase.

What "strange people" are doing

Try a new one

A "strange person" is a mass of curiosity. I can't help but like new things, want to use them, and want to know if they're good. The rule of "strange people" is to buy if it smells good.

Of course, it doesn't mean that you should buy anything new. However, the eyes to discern things are cultivated by the experience of regretting that "I should have bought it." So when you're young, buying a lot of new things at a low price will increase your chances of encountering new, good or interesting things.

This idea also applies to work. Let's play not only the most important work but also the work that seems to be interesting. Encounters with new things give rise to ideas.

Go back and forth between "bird's eyes" and "ant's eyes"

Ideas are harder to implement than they come to mind. You need to have "bird's eyes" and "ant's eyes" to bring your ideas to life.

The "bird's eye" is a bird's-eye view of the whole, and the "ant's eye" is to deal with the problems in front of you one by one. When you come up with an idea, look over it from the sky as if you were a bird. Then you can get the big picture and develop a strategy of how to put your ideas into shape.

Next, let's transform into an "ant". The idea is gradually brought closer to realization, just like moving one stone. By going back and forth between the "bird's eye" and the "ant's eye" in this way, you will be able to move your ideas to fruition.

The important thing is to have both "bird's eyes" and "ant's eyes". Let's be clearly aware of the change of viewpoint, such as flying in the sky or returning to the ground.

Meet interesting people

Many people may be participating in cross-industry exchange meetings to build personal connections. It's not a bad thing, but it's unlikely that it will lead to the next one.

The author rarely participates in such gatherings. I feel that it is more likely that it will be interesting if you happen to meet an interesting person or take an invitation such as "I have an interesting person, would you like to meet?"

The general purpose of networking is to seek connections and to borrow knowledge and power from people you know. The author's advice is to replace the purpose of networking with "getting an idea." In other words, use the stories, thoughts, and actions of the people you meet as stimuli to think and execute your own work. That way, it's easy to lead to interesting stories.

If "getting an idea stimulus" is set as the purpose of building personal connections, it is necessary to build an "interesting person network". There are three ways to expand your network. (1) Don't end the chance encounter with "I was an interesting person", decide the day to meet next time on the spot, (2) Introduce each other's interesting people, (3) If there is something that interests you, try to find someone who is interesting, such as meeting the person who set it up.

Raise "strange people"

Creating an environment where you can work enthusiastically

In order for "strange people" to work and play an active role, the company's perspective of "how to raise" and "what kind of system should be put in place" is indispensable.

"Unreasonable things" are rampant in the world. The evaluation is not fair, and the quality of planning and actions is decided by the personal feelings of the boss. The unreasonableness causes employees to lose motivation and complain. If that happens, the feelings of employees will be corrupted, individual strengths will not grow, and the company's business performance will be jeopardized. Therefore, the person who stands above must create an environment where the person below can work comfortably and enthusiastically.

"Plan sheet" rather than "Goal sheet"

There are no factions in JT. Therefore, the achievements and abilities of each employee can be evaluated fairly. Transfers are made based on the aptitude of the person, and the seniority system has already been abolished.

In terms of evaluation, managers have traditionally been required to write a "goal sheet" at the beginning of the year. It is a mechanism to set goals on the "goal sheet", evaluate the achievement level at the end of the fiscal year based on the goals, and reflect them in salary increases and bonuses. However, with this mechanism, it was not possible to write a drastic goal. If you don't reach your goal, you won't even get a normal evaluation.

Therefore, the author decided to adopt a new format called "planning sheet". This is not a natural goal, but a sheet to write a stretch goal with a probability of achievement of about 30%. The goals set out there have dreams, and both writing and reading are exciting.

I also changed the frequency of writing sheets. With the conventional one, you could only write a goal once a year. I couldn't change my goals for a year, so I couldn't stop halfway through when it was boring, and even if I came up with something more interesting, I was procrastinating. After introducing the "plan sheet," he said he could rewrite his goals once every three months.

The author succeeded in bringing the workplace to life with the "Plan Sheet". The most interesting thing is when everyone is working on the task of "it's difficult to achieve, but it's not impossible if you do your best".

Recommendation of reading

Although I couldn't write it in the summary, the author claims that 90% of the companies say "whether the corporate culture fits". It is said that if the job type, company name recognition, salary, etc. are taken into consideration, the company will be selected incorrectly. Isn't this a very convincing claim?

If you are looking for a job or are wondering if you should change jobs, why not try communicating with the people who are actually working and see if you fit your corporate culture. There must be great growth ahead.

The person who the author "hired a strange person" seems to be very active now. This book is not a recruitment know-how book, but it is definitely recommended for recruiters.

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