Sony Presentation FINAL

Introduction
Human Resource Management Challenges

at Sony
Started in the wake of WWII and officially
founded in 1958
Sony is a Japanese Electronics Company
that employs over 170,000 worldwide
They make everything from gaming systems
to semiconductors
Introduction
Issues with Sonys Managing its
Manufacturing Workforce
Human Resource Management Philosophy at
Sony
Training and Talent Management
Development
Corporate Social Responsibility
Question 1: Japanese MNE followed an ethnocentric orientation in

international staffing, in which managers from headquarters hold
key subsidiary positions.
What approach should Sony follow for staffing its subsidiaries?
When recruiting, what characteristics should Sony emphasise to
ensure its managers are adept at living and working overseas?
Sonys Approach towards Staffing Subsidiaries
What approach do you think should Sony apply?
Because The high concentration of foreign

firms in China (including Dell, Hitachi,
IBM and NEC) has created much
competition for local talent, Sony needs to
hire expats
Ethnocentric VS Geocentric
Ethnocentric Staffing
Expatriates from home country to fill key management positions
Advantages:
Alignment of interests & perspectives of home office with all foreign subsidiaries
Easier communication, no language & cultural barriers
Able to transfer employees w a clear performance record- level of predictability
Disadvantages:
Lose local perspectives & insights to overcome unique hurdles in foreign office.
Hiring expatriates is costly
Local resentment in foreign subsidiaries-hurt morale
Geocentric Staffing
Used by business and other organisations that have a completely
integrated global strategy
Staffing undertaken at global level
Best person for the job is hired regardless of the persons country of
origin
Organizations overall strategy is integrated across the globe
Organisation is able to make the best use of its human resources
International executives-feel at home working in a number of different
cultures
Common factors contributing to Expat

Failures
Inability to cope with larger overseas
responsibility
Difficulties with the new environment
Personal or emotional problems
Lack of technical competence
Inability of spouse to adjust
When Recruiting Expats, What Characteristics Sony

Should Emphasise to Ensure its Managers Can Adapt
When Living and Working Overseas
Global Mindset
Cultural Flexibility
Emotional Maturity
Ability to take on heavy and challenging
responsibility
Ability to handle family affairs
Question 2: What steps should Sony take to ensure it has an

adequate pool of international managers and other talent for
worldwide operations? What should Sony do to promote global
mindsets?
What steps should it take to ensure it has an adequate pool of

international managers and other talent for world-wide
operations?
International Managers:
Maintain Management Trainee programs
What are they passionate about? / What can they bring to the
management role that could advance the firm?
Global managers: Not Shy/ Risk Takers/ People Skills / Influential
Senior leadership development program
Stringer appointed younger / non-Japanese leaders
Other talent:
Training tailored to individual demands and career aspirations
Mentoring and coaching network provided
Executives coach successors Mentoring younger upper-management
candidates
Exhaustive interviews and assessments
What should Sony do to promote global mindsets?
Closed door management conference (Tokyo)
Attended by 1000 Sony Managers

Inspire management
Convey the firms strategic vision
Global Organisation
Promote more international managers in other countries Diversity!
BRICS Market 20% of Global GDP in three years (Growth
Starategy)
Operations rooted firmly in local markets

Capitalize on brand strength
Tailored local sales networks
B2B and Entertainment fields
E.G Mumbai (Growing Entertainment Industry / SONY Bravia billboards)
What should Sony do to promote global mindsets?

BRIC Market
BRAZIL
Official FIFA Partner
- Production site in Manaus Sales increase in Brazil
- One of the top three LCD TV brands
RUSSIA
2010 Highest recorded sales

Compact Digital Cameras / Portable audio players
Sony Sub brands: Vaio/ Playstation
INDIA
Launch of Sony Entertainment Television Joint Venture

Offering general entertainment / comedy and movies
Strengthening Sonys brand
CHINA
Second largest economy

Nationwide sales network
Consumer Products / Broadcast / Professional-use equipment
Top Brand in HD and 3D
Question 3: What isQuestion

your view
of Sonys training efforts? What steps
3: What are your views of Sonys
could Sony take to improveTraining
its training
efforts? in light of its multi-country
operations?
What are your views of Sonys Training efforts?
Sony Operates in Many countries , so national

economic conditions. Technology levels and
infrastructure.
Highly Customized training packages Multi
Lingual trainings.
Offers management trainee programs for most
promising employees.
Online system fast and easy way of
development ( world).
What steps could Sony take to improve its training

in light of its multi- country operations?
When Training there should be more entrepreneur

spirit.
Creative thinking/ strong communication skills
Diverse Talent e.g. Former Chairman Norio OhgaSinger- Pilot- Orchestra conductor
What steps could Sony take to improve its training

in light of its multi- country operations?
Management training programs

Formal courses
Mentoring and coaching networks
On the job training
Multi Level Job specific training
Proper Training and orientation of
managers may improve Sony Performance.
Maximization of people and the organisation

through more training efforts
Creative HR
Ambitious HR
Global HR
Professional
Shares value , empower men and creates a next
leader training generation.
If the employees are retained and used to use their

Knowledge and skills it will enable sufficient
Communication
Co-operation
Collaboration
Culture
Question 4: Sony has experienced labour relations problems in

Indonesia and elsewhere. What strategy should management follow
to improve labour relations? What can it do to reduce the number
and severity of labour difficulties the firm might face in the future?
Overview of labour relations issues

In 2013, production halted in Indonesia as a result
of employee protests towards change in the
production process
In Mexico, the company was accused of workers'
rights violation
Internal corporate image strategy

Maximise communication with employees
- E.g. involvement of campaigns -> explain all
benefits/care towards employees
- ensure transparency and open communication
Explain the reasons behind decisions made by the
company
Necessary to regain employee trust -> Rectify the labour
relations problem faced by the company in Indonesia
Human resource strategies

According to Wagner and Gilson (2000), HR
strategy impacts labour relations
Shift away from the traditional management
approach/ rigid boundary between management
and employees
- Requires new business processes and organisational
structures

Reshape organisational culture, in
conjunction with:
Offering competitive remuneration
Important to create an employeeengaging environment
Most importantly, however, is the
example set by management towards
employees in building trust
Foster a culture of trust

Build and maintain emotional intelligence of leaders
within Sony
Saruta (2006, 487) implies the benefits of
having emotionally intelligent leaders
Leads to better-performing and more
satisfied employees
Human resource strategies- B2E

B2E strategy involves all HR strategies within a
competitive market
B2E platform includes all relevant information
desired by employees
Aim of B2E platform is to:
- Maximise satisfaction and efficiency of employees
- Build sense of community and unity
Employee Satisfaction Strategies
Disconnect between employees thoughts and

feelings and employers
Freeman and Rogers (1999) highlight this
dissatisfaction of employees who feel employers
don understand their needs and wants
Regular anonymous satisfaction surveys
Company-wide meetings, a forum to implement
employees and employer based discussions
Employee Satisfaction Strategies
Company-wide meetings, a forum to implement

employees and employer based discussions
Help legitimise employee concerns and make them feel
heard
Useful strategies to create Two-way discussion
Freeman and Roger (1999) again highlight the
importance of employee satisfaction, that is becoming
key to Contemporary Companies
Conclusion

Sony Presentation FINAL

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Introduction

Human Resource Management Challenges

Question 1: Japanese MNE followed an ethnocentric orientation in

Sonys Approach towards Staffing Subsidiaries

What approach do you think should Sony apply?

Because The high concentration of foreign

Expatriates from home country to fill key management positions

Common factors contributing to Expat

When Recruiting Expats, What Characteristics Sony

Question 2: What steps should Sony take to ensure it has an

What steps should it take to ensure it has an adequate pool of

What should Sony do to promote global mindsets?

Closed door management conference (Tokyo)

Attended by 1000 Sony Managers

Operations rooted firmly in local markets

What should Sony do to promote global mindsets?

2010 Highest recorded sales

Launch of Sony Entertainment Television Joint Venture

Second largest economy

Question 3: What isQuestion

What are your views of Sonys Training efforts?

Sony Operates in Many countries , so national

What steps could Sony take to improve its training

When Training there should be more entrepreneur

What steps could Sony take to improve its training

Management training programs

Maximization of people and the organisation

If the employees are retained and used to use their

Question 4: Sony has experienced labour relations problems in

Overview of labour relations issues

Internal corporate image strategy

Human resource strategies

Human resource strategies

Human resource strategies

Human resource strategies- B2E

Employee Satisfaction Strategies

Disconnect between employees thoughts and

Employee Satisfaction Strategies

Company-wide meetings, a forum to implement

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