1.

Which idea has helped the company in terms of increase in performance, to extend its usage to other
companies?
Dr. Yano, Hitachi's Corporate Chief Scientist, was the driving force behind bringing "happy sensors" to
market. Hitachi had put money into creating new "people analytics" technology to help businesses boost
employee satisfaction. Hitachi began by producing high-tech badges that track a wearer's movement
patterns. Hitachi created the badges after working with the MIT Media Lab on preliminary study into the
relationship between pleasure and human activity patterns.
The data from these devices revealed an abnormally strong link between specific activity patterns and a
person's subjective experience of enjoyment at work. Dr. Yano's team was able to pinpoint with scientific
precision which activities, events, or even persons at work created the most happiness when they merged
data from other sources such as Outlook calendars or email.
Dr. Yano had known for two years that there was a market for detecting happiness at work. Hitachi took
advantage of the situation and began marketing these wearable sensors. Because of the badges, Hitachi's
client saw a 27 percent increase in sales force productivity. Another Hitachi customer successfully
implemented the badges to encourage more connected communication between two merging organizations.
As the badge was a hit in the market industry Dr.Yano planning of rolling out an app to provide personalized
“happiness” recommendations to employees, and he was considering other ways to automate the model to
bring it to scale.
2. What is your understanding about the Quantifying Happiness in Organization?

Benefits Challenges
Increase employee happiness: details analysis of The accuracy of the data; the result analyses from
their activities & provide suitable environment the badge and survey form the result includes factor
outside working environment
Modified the work environment or reposition their Perception of happiness is very subjective:
employee in order to get more positive outcome , difference perception of happiness and how they
experience or productivity from them perceive happiness in their life
Help the management to intervene for their staff Hitachi was face with privacy issues in term of data
and help them to adapt to the new environment and accessibility to take legal action to limit employee
people monitoring
Employee will have the impression that the Bias for certain sub-group category
employer care for them
Improve the employee feelings, their work
satisfaction and readiness to serve in the company
Assist in talent management Unnecessary stress to the employee to reduce
motivation and productivity at work

3. Which strategies have been used in Hitachi Company for better performance?
Finding gaps and doubling down on strengths: Given the breadth of Hitachi’s businesses (and
corresponding impacts), we used the principle of materiality to highlight and prioritize issues that presented
the most significant risks for the business, both at the corporate level and at the business- unit level, across
all geographies. This allowed Hitachi to be strategic about addressing significant stakeholder concerns,
while staying focused on important business opportunities.
Aligning management under one mission: Our business- unit-level assessment generated considerable
dialogue among senior executives on issues most relevant to their business units. These conversations
helped better define CSR for Hitachi and highlighted opportunities to focus innovation more directly on
critical social and environmental needs.
Listening to society: BSR worked with Hitachi to design and facilitate two stakeholder engagement events
in New York and Brussels, so that Hitachi executives could hear directly from opinion leaders about their
expectations of Hitachi to address significant social and environmental challenges.
4. Is it necessary to measure outcome of HR functions? How will you measure?
Yes, it is necessary to measure the outcome of HR function. Without measuring and tracking
the HR functions, it can be difficult to pinpoint how the work makes a difference in an organization.
The metrics that are used to measure the HR function in an organization:
Employee benefit and rewards.
Recruitment of new employees
Retention rate
Development of employees
5. What is your understanding about the people analytics?
RECRUITMENT PERFFORMANCE TRACKING RETENTION
Speeding up the screening Passive data collection of Monitoring the strengths and
process by identifying candidates everyday products and services, weaknesses of their daily
with the best skills and education performance and behavior of performance.
via thousands of resume employee
submission.
Eliminate human error, by Working environments, culture Predict turnover risk.
eliminating personal bias during and conditions that facilitate top
the interview process. performance of employee can be
traced by tracking the right
metrics
The use of Blockchain Real time assessment rewards on Useful for HR trainers to apply
technology allowing HR to good performance can be the knowledge related to resource
manage their candidates data immediately implemented via allocation and training more
using reliable authentication short evaluation time. If the target effectively.
or KPI of employee do not meet
the standard or the performance
drops, HR can give immediate
feedback