HIDA Journal 2015 SPRING No.6

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17No. 6 SPRING 2015the case, it is best to have people who can speak the local language and understand the local situation perform the interviews. They will hire people who seem to be easy for them to rely on when they themselves are in a management position, taking the long-term view. They also handle sales on their own. Our company in Vietnam will directly contact companies in Japan and offer proposals, after which they come to Japan to visit said companies. Japanese people have a strong sense of duty, and they properly accommodate those people who take the trouble to visit from Vietnam. They have been able to build positive relationships because they bring calling presents from Vietnam, as is the style in Japanese business customs, and speak Japanese during their visits. The head office handles the management policies and profit management over a long-term span, as well as the credit management for our client Japanese companies and other tasks that cannot be done from Vietnam. What is more, all of our executives receive their financial reports for each month, half term, and fiscal year. What is the secret to your successful localization?Local employees are courteous reliable and diligent. The company has successfully developed into what it is now because local employees have been faithful to the tasks asked of them. And since they understand this, they carry out their work diligently. Moreover, they know that Mr. A who joined the company a mere three years ago is now a section head, Mr. B who joined five years ago is a department head, and their director, just like themselves, underwent training in Japan seven or eight years ago. This raises their motivation. If the company grows then the number of subordinates increase, people’s jobs get easier, and their salaries go up. If they do what they are told by the president of Gifu Kogyo Co., Ltd. then they are praised and their lives get easier, so there is no reason for them to not do what they are told.I have heard that the returned trainees teach Japanese to the other employees every day, but how did they create such an arrangement? Our company’s thinking is to thoroughly teach Japanese to people from abroad, and so during their training in Japan our employees are incredibly enthusiastic about teaching them Japanese. What is more, it is frequently the case that people with some free time will drop by where the trainees are to talk to them in Japanese. As a result, the trainees study Japanese every day. At first the head office conveyed its thoughts on the Japanese educational program within our company in Vietnam. The Japanese proficiency of the people returning home from training was at its highest point on the day they returned, and would gradually decline after they returned home. Since it is important that they maintain their Japanese proficiency for as long as possible, they would work at this by coming up with clever approaches. Our back-and-forth exchanges in Japanese are increasing, especially when we get clients, and so the need has arisen for them to study. Conducting business, making drawings in Japanese, holding a meeting with clients, and apologizing for mistakes by telephone or email are all difficult for Japanese people as well, so even doing things like this constitutes studying.Please tell us about your future plans for human resource development.We will continue to hold training in Japan in the future, with the intention of increasing the number of trainees starting from the following fiscal year. Increasing the number of highly skilled individuals who have undergone training will make it easier to expand our local company and turn a profit. Among Japanese design companies there are quite a few companies that achieve results with a small number of competent staff, and conceivably limitations will arise in terms of the workload that any one person can process in some situations. Gifu Kogyo Vietnam Co., Ltd., which has a large number of inexpensive Vietnamese people with strong technical proficiency who can speak Japanese, can help companies out of such situations. I feel that so long as it can gain their trust, this could potentially lead to it receiving work orders from here on out. It is our goal for the future to do business with numerous companies that have future promise despite being small in scale. The other day, we made use of HIDA’s overseas training program to conduct training in Vietnam and Cambodia lasting three days each aimed at executive management candidates with myself (President Kitagawa) and Managing Director Nagata serving as lecturers. We have had various different opportunities to speak with the local management teams thus far, but we have never had to talk with them in a training format by thinking what we could say to win them over. It was an outstanding opportunity, because we had never given lectures by thinking about matters like what sort of perspective is used for carrying out management, or whether their way of thinking about customers is the same as that of Japanese people’s. Moving forward, we intend to both strengthen our human resource development in Vietnam while also promoting human resource development in Cambodia by harnessing our experiences from Vietnam. In front of a formwork for tunnel (from left to right: Mr. Sumi, Managing Director, Quality Assurance Department, Mr. Kitagawa, President, and Mr. Nagata, Managing Director, Corporate Planning Department)Vietnamese and Cambodian trainees undergoing training in Japan

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