Episode #508: Why I Hate The Lowest Common Denominator As The Leader

 
A change in recruitment and retention tactics is necessary in Japan due to the fierce competition for talent, particularly among the country's dwindling youth population. Traditional methods need to be adjusted because of the shortage of potential employees caused by the dropping birth rate. It is incumbent upon leaders to establish enticing work environments in order to retain employees, as the younger generation is becoming highly sought-after free agents. However, antiquated middle management techniques that harken back to a bygone era provide difficulties. These bosses treat their people like readily replaceable commodities, not realising how the world is changing. Improving internal training programmes and onboarding procedures are prioritised as solutions to this. The author emphasises the need for thorough onboarding that covers all the basics in response to the common misconception that recent personnel are familiar with the nuances of the workplace.

When onboarding tasks are delegated at the senior leadership level, planned procedures may not be followed. Information becomes inconsistent when coworkers go against leadership orders, which could be detrimental to newly hired employees. Since managing the full onboarding process can be difficult in busy leadership jobs, the author emphasises the value of going back to confirm assumptions. In summary, a proactive approach to onboarding is necessary in light of the changing nature of the labour market. This involves debunking myths and making sure that new hires are provided with appropriate information, training, and organisational support.