日系グローバル企業による、社外の“グローバル人財”のさらなる活用可能性を探る
―事例研究を中心に―
How the Japanese Companies Make Much Use Of External Global Human Resources More Effectively
井上嘉隆（デロイトトーマツコンサルティング合同会社）
Yoshitaka Inoue（Deloitte Tohmatsu Consulting）
Abstract
This study presents a case study of a global project at Manufacturing Company X supported by consultants to understand how companies can utilize external human resources effectively.
Japan-based global companies have struggled with shrinking domestic markets and have enhanced their global business. In recent 10 years, the uncertainty and volatility of international
environment have increased, which lead to companies require more globally-minded employees.
The Human Resources departments have managed globally-minded employees’ development, evaluation and relocation. The problem they have here is that these employees only include leaders（or future leaders）of organization and do not include global project managers known as CWS Global Talents（CWS: Critical Workforce Segment). Therefore, even though CWS Global Talents are indispensable to achieve goals of global projects, most of such project are faced with difficulties. These situations are caused by HR departments, so the companies should utilize external global human resources, such as consultants, for supporting inexperienced global project leaders.
Through analyzing how consultants give advice to project team members, the study explains one of the values consultants provided can be grouped as something called protocols. This study defines requirements for CWS Global Talents, including language capability. Furthermore, it argues that HR departments should involve experienced members and foreign members to discuss and develop learning program to internalize protocols.