|
|
|
- [[Japanese]]
|
|
|
|
* Part Ⅲ Aligning human resources
|
|
|
|
* [[Chapter 14 Hornblower factor]]
|
|
|
|
* [[Chapter 15 Let's talk about leadership]]
|
|
|
|
* [[Chapter 16 Hiring a Juggler]]
|
|
|
|
* [[Chapter 17 Getting along with others]]
|
|
|
|
* [[Chapter 18 The End of Childhood]]
|
|
|
|
* [[Chapter 19 Fun to be here]]
|
|
|
|
* [[Chapter 20 Human Assets]]
|
|
|
|
|
|
|
|
## Chapter 20 Human Assets (pp.141-147)
|
|
|
|
|
|
|
|
- Salaries and expenses invested in employee training are not vanishing expenses
|
|
|
|
- The amount of work required for a replacement member who came in after a project member retired to catch up with the original member's productivity will depend on the ability and skill level that the member acquired through the company's investment. It is also a necessary investment (shaded area in Figure 20.3).
|
|
|
|
|
|
|
|
<img src="https://storage.googleapis.com/zenn-user-upload/fe2000d7aa8d-20230817.png" width="480px" alt="Figure 20.3 Decreased productivity due to member replacement">
|
|
|
|
|
|
|
|
*Figure 20.3 Decrease in productivity due to member replacement*
|
|
|
|
|
|
|
|
- If you're a new application programmer, 6 months might be a reasonable time to catch up, but if you're an advanced job, you should expect longer.
|
|
|
|
- Laying off skilled technicians saves salaries and related expenses, but loses money invested
|
|
|
|
|
|
|
|
```
|
|
|
|
The purpose of corporate activities is to expand, not to shrink.
|
|
|
|
```
|
|
|
|
|
|
|
|
>Companies that manage their investment in people well will thrive in the long run. Companies that recruit knowledge workers need to be fully aware that investment in people will have the greatest impact on the future of the company. |
|
|
\ No newline at end of file |
