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We would like to introduce a case study of Company S, which has been engaged in newspaper sales and flyer advertising agency, and is achieving results by working on sales target management and process improvement. At Company S, until now, employees responsible for each area have taken on the tasks of solicitation, delivery, and collection individually, competing in a personal performance-based sales system. They have enjoyed the benefits of regional monopolies, and until recently, the management had been relatively comfortable. However, in the past few years, sales of both newspapers and flyers have declined. To break this situation, the company thoroughly re-evaluated what "value provided to customers" means and what the company's mission is, fundamentally reforming the way sales department goals are created. A select few outstanding area representatives were chosen to pilot new sales activities, and actual results have begun to emerge. [Case Overview (Partial)] ■ Background and Challenges: Sales of both newspapers and flyers were declining. ■ Consulting Content: - Product and utility analysis - Customer needs and strategies analysis - Changed to a step-by-step approach *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce a case study of Company T, which operates in the machinery manufacturing industry, that transitioned from a "functional qualification system" to a "role grading system." Challenges faced by the company: - The personnel system itself is complex and difficult to understand. - The operation is cumbersome. - The expected effects, such as increased employee motivation and improved company performance, are not being realized. In response, the organization transitioned to a "role grading system" centered on work and the associated accountability for results, and introduced "evaluation categories and criteria based on roles." [Case Overview] ■ Background and Issues - The management and supervisors were dissatisfied with the fact that the goal management system was not functioning well. - They did not understand the reasons behind the dysfunction. - They aimed for a system that all employees could understand and feel positive about. ■ Results - The compensation system (grades, wages, evaluations) was restructured to provide rewards based on roles and contributions. - The evaluation system was improved, allowing for the incorporation of appropriate performance and behaviors related to roles within the organization into goals and evaluation criteria. ➡ Achieved evaluations linked to the company’s vision and mission. *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce a case where we assisted Company S, engaged in precision parts manufacturing, in clarifying the root causes of various issues they were facing and finding fundamental solutions. The company urgently needed to review its overall strategy due to rapid changes in the market environment and the aging of core personnel. Through our consulting, we provided a basic lecture on strategy formulation, allowing them to observe various phenomena as they are, calmly understand their structure and causes, and consider the next improvement measures. 【Case Overview】 ■ Background and Challenges - They believed that formulating a medium- to long-term strategy with a future-oriented perspective was essential. ■ Results - They were able to clearly understand the current situation and grasp the root causes. - They were able to have a reform plan that they were confident would succeed. *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce a case where all employees shared the company's challenges during a World Café (dialogue meeting) at T Company, a special mold manufacturer. In the company, responsibility was concentrated on the president and directors, while employees, including management, exhibited a noticeable dependency and passive attitude, leading the president to feel a sense of dissatisfaction and a lack of trust. Through the dialogue meeting, gradual changes began to occur in employees' attitudes, fostering a growing sentiment to view the company's decisions and initiatives as "our own," resulting in an increase in proactive comments during meetings and discussions. [Background and Challenges] - Improve the biased organizational culture - Draw out employee motivation ahead of revising the personnel system - Promote organizational development initiatives to encourage attitude change [Results] - It became evident that the relationship between employees and the company was changing for the better - With a foundation of employee motivation, we were able to confidently advance the revision of the personnel system *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce a case study of consulting on a re-employment system after retirement to maintain high motivation among employees at Company O, which manufactures electrical equipment. The company has the intention of having highly skilled and motivated employees continue to work even after retirement in order to pass on the special skills and techniques cultivated over many years. However, until now, they have dealt with each case individually and did not have a clear system in place as a company. By establishing a system, employees can recognize early on that "the conditions will be like this after retirement," making it easier for them to envision their life plans post-retirement, which also helps prevent turnover among younger employees. [Case Overview] ■ Background and Issues - The treatment system after retirement was not well established. - Each time a retiree occurred, individual negotiations on conditions were conducted. ■ Results - Established rules applicable to all employees, reducing the burden of individual negotiations for each person. *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce a case study from Company I, which is engaged in the paint manufacturing industry, where a vision for reforming the personnel system was developed through a reality analysis and dialogue with all management staff. Due to the aging of employees, the burden of labor costs has been increasing, and the company has consciously continued to suppress salary increases over the past few years. As a result, younger employees have felt anxious due to a lack of salary increase expectations, leading to cases of resignation. Through consulting, the company's specific issues and their causes became clear, and the focus for personnel system reform was defined. 【Case Overview】 ■ Background and Issues - As a result of consciously suppressing salary increases, younger employees felt anxious, which became a reason for their resignation. ■ Outcomes - A vision for talent utilization that all management could share and empathize with was obtained. - A sense of awareness as stakeholders in talent utilization and mutual solidarity was fostered. - By clarifying the relationship between compensation and contribution, it led to "giving hope to younger employees and encouraging veterans to demonstrate their abilities." *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

At Company C, which is engaged in manufacturing, we will introduce a case study on quantitatively understanding the effects of less visible system revisions and the current state of human resource management. The company requested a quantitative grasp and analysis of the current situation of employees and labor costs in order to improve future human resource management by identifying "what challenges exist." Through consulting, we conducted quantitative analysis. By visualizing and graphing data from five years ago to the present, we were able to establish a common understanding among relevant executives and staff regarding: - The current state of human resource management - Future challenges 【Case Summary】 ■ Background and Challenges - Although a human resource system was introduced, appropriate system operation and effectiveness had not been verified. ➡ The effectiveness and challenges were not visible. ■ Results - A common understanding of the current state and challenges of human resource management was achieved among relevant executives and staff. - Important issues were highlighted, allowing for appropriate problem-solving to commence. *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce a case at Company J regarding the transition to a point-based retirement benefit system and the transfer of qualified retirement pension accumulated assets to the Small and Medium-sized Enterprise Retirement Allowance Mutual Aid System. At the company, there was concern that the retirement benefit amount required for payment would increase at an unexpectedly high pace as employees' years of service continued to grow under the retirement benefit calculation method of "basic salary at retirement × payment rate based on years of service × multiplier based on reason for retirement." Through consulting, the transition to a ★point-based retirement benefit★ eliminated the concern that increases or decreases in basic salary would directly affect the retirement benefit amount, thereby establishing a foundation for operating a merit-based wage system in line with its original intent and purpose. 【Background and Issues】 ■ The previous retirement benefit calculation method resulted in a rapid increase in the amount required for payment. ■ When a negative salary increase occurred, the vested portion of the retirement benefit corresponding to past years of service decreased. ■ The qualified retirement pension was abolished at the end of March 2012, making it impossible to accumulate contributions through loss processing. *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant

Every job has its own procedures (arrangements, processes). This is true no matter how simple the task may be. For example, let's say you want to make coffee at home, not instant coffee, but a delicious drip coffee. First, go to the kitchen, put mineral water on the heat, and grind the coffee beans into powder. Place the coffee powder in a filter, and when the water boils, pour it over the coffee. You should pay attention to how you pour the water, doing it slowly to allow it to bloom. At the same time, pour hot water into the cup to warm it up. When you think about it this way, making a delicious cup of coffee takes quite a bit of effort. However, if it's for your own enjoyment, you can appreciate that effort. Now, what happens when it comes to products offered to customers? *For more details, please refer to the related links. Feel free to contact us for more information.*

• Management Seminar

Self-goal management refers to the process where individuals set their own goals and pursue and manage their progress independently. However, even though it is called self-goal management, one should not simply allow individuals to set their own goals without guidance. If this is done, each person may end up setting goals based solely on what they consider important in their own minds. Even if everyone works hard to achieve the goals they have set for themselves, it does not guarantee that the organization's goals will be met, and it may even lead to contradictions and friction. *For more details, please refer to the related links. Feel free to contact us for further information.*

• Management Seminar

The daily work of middle management is determined from the bottom up. Middle managers must decide on the operations and processes of their assigned organization, allocate tasks to their subordinates, and take responsibility for daily operations and the performance of their team. However, the role and responsibilities of middle management regarding the overall results of the organization are determined from the top down. Middle managers are expected to set their goals upward, always aligned with the overall performance of the company. Middle managers must make the goals that their department needs to achieve their own goals. For example, a sales department head should not only focus on achieving the personal sales targets set in collaboration with their subordinates or just the negotiations with their assigned clients. *For more details, please refer to the related links. Feel free to contact us for further information.*

• Management Seminar

In small businesses, it is common for not only the management executives but also the top management themselves to take on roles in production, development, sales, and other areas. While it can be criticized that the top management becomes half-hearted as a manager by also being a player, in the case of small businesses, it can rather be seen as a sign of a healthy organization. On the other hand, it would be problematic if the top management does not engage with the field, does not meet important clients, and is not involved in development, resembling a "turtle" president in shogi. *For more details, you can view the related links. Please feel free to contact us for more information.

• Management Seminar

Even small businesses with dozens of employees must have a clear strategy to ensure they achieve results and survive in market competition. Small businesses need to leverage their strengths, find niche markets, and build entry barriers that others cannot breach. By swiftly identifying market opportunities and demonstrating agility in product and service development, they can rapidly gain market share and establish a competitive advantage. They cannot invest resources in large amounts like big corporations. They must aim for the largest possible results with the smallest possible input. This requires meticulous strategy, and for that, objective management goals are necessary. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

• Management Seminar

To achieve management goals, specific decision-making on where and how to concentrate management resources such as personnel, equipment, and funds is required, along with concrete actions based on those decisions. The purpose and mission of the business serve as the most fundamental guidelines, acting like a map to the destination. However, having a map does not guarantee reaching the destination. More specific goals, strategies, and methods are needed for the members of the organization to align and concentrate their efforts. *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.*

• Management Seminar

For a company to grow sustainably, it means hiring people, creating customers, and continuously achieving results. To achieve this, it is necessary to have a vision for the organization, a forecast for the future, and a strong conviction in the organization's mission. In short, one must seriously consider "why and for what purpose to run the company" and "under what outlook do we want to shape the company," and be able to communicate this direction in their own words and numbers in a way that resonates with those around them. *For more details, you can view the related links. Please feel free to contact us for further information.*

• Management Seminar

Whether it is wages or bonuses, there are no scientific laws or truths regarding how they should be distributed. What exists is the decision-making process on how to rationally and optimally redistribute the income obtained from external sources within the organization, based on political and overall judgments, as well as the selection of methods and know-how. The same applies to structuring the organization. Someone must make personnel decisions. It is a very difficult task, but someone must exercise that authority. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.

• Management Seminar

Bonuses are not determined by simply multiplying the basic salary by a certain number of months. Instead, the total bonus pool is first decided based on the overall profits of the company. Once the bonus pool is established, it is then distributed to individuals according to their contributions, making it easier to understand as a two-step process. Since bonuses are essentially a way to distribute company profits to employees, it would be ideal to allocate them fairly based on each employee's "contribution to profit." *For more details, you can view the related links. Please feel free to contact us for more information.*

• Management Seminar

It seems that many companies still determine the amount of bonuses based on a certain number of months' worth of wages. This approach tends to legitimize and promote the idea of bonuses as an entitlement, which does not effectively encourage a sense of participation in management and results in significant losses in terms of talent management. On the other hand, it appears that there are also an increasing number of companies that offer no bonuses at all. While this may be unavoidable given the tough business environment, it seems necessary to find some creative solutions rather than applying a blanket policy of zero bonuses. *For more details, please refer to the related links. Feel free to contact us for more information.*

• Management Seminar

Monthly wages can be broadly divided into base salary and various allowances. The base salary is determined mainly based on factors related to the "quality of work," such as role responsibilities and individual capabilities, and is positioned as the core fixed pay corresponding to the prescribed working hours. In contrast, various allowances address variable wage issues and concerns specific to certain employees, serving an important function in complementing the base salary. Specifically, they reflect four elements in wages that the base salary cannot fully cover: "amount, type, and location of work," and "living conditions." *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

• Management Seminar

The operation of promotions and demotions must adhere to the roles and responsibilities within the organization. In other words, promotions should only occur when an individual takes on greater responsibilities that correspond to a higher grade or level. It is incorrect to promote someone solely based on reasons related to treatment, such as "because they have been with the company for a long time" or "because many of their peers have become managers," especially when there are no responsibilities assigned to them. Engaging in such practices not only leads to an increase in personnel costs but also causes confusion within the organization. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

• Management Seminar

Characteristics of Zone-Type Wage Tables Compared to Other Common Wage Tables (1) Balanced Salary Increases and Decreases - A system is incorporated that realizes wage levels corresponding to performance evaluations S, A, B, C, and D. Whether increasing or decreasing wages, by using a system that gradually approaches the wage ceiling based on performance evaluations S, A, B, C, and D, balanced salary increases and decreases can be carried out without difficulty, preventing excessive fluctuations in wages. ★ This allows for the realization of a merit-based wage system that is sufficiently convincing from the perspective of everyday life. (2) Ability to Forecast Salary Increase Resources - The resources for annual salary increases can be easily estimated. Not only can the basic salary determination process be clearly explained, but it also encourages lower-paid employees to aspire for salary increases while promoting discipline and a sense of urgency among higher-paid employees, thus motivating each individual. *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.

• Management Seminar

The wage table must clearly determine each person's base salary based on the grade and performance decided according to individual roles and responsibilities. First, it is necessary to understand what "base salary" actually is... The base salary referred to here is not constructed from various wage components like age-based pay, skill-based pay, or performance-based pay. Instead, it refers to a single wage item that represents the "compensation for work" (which is a cost for the company). We explain the concept of the wage table and the wage logic that can respond to unpredictable economic fluctuations. *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.*

• Management Seminar

Companies pay their employees a salary every month. If they hire people, they must pay them. In exchange for that salary, employees provide their labor and engage in production and sales. On the other hand, employees consume with the salaries they receive. If consumers do not purchase goods and services, companies cannot make a profit and cannot pay salaries. In this way, there is a close interdependent relationship between labor and consumption, and the medium that facilitates this is the salary. Whether this interdependent relationship functions well has a significant impact on the development of society and the economy. Shall we reconsider the "reward system"? *For more details, you can view the related links. Please feel free to contact us for more information.*

• Management Seminar

To conduct business and achieve results, companies need to hire and organize people. However, simply hiring people does not create an organization. It is necessary to create a workspace for the hired individuals and to assign them roles. Next, they must be motivated and managed. This involves providing roles and goals, conducting training, evaluating their work, offering rewards, and engaging in various forms of communication. In this way, an organization is not just a collection of people. There are several principles that shape an organization. This time, we will look at the principles of creating an organization and the core and support functions that the organization performs: - Principles for creating an organization - Organizational hierarchy and response to change - What are core functions? - What are support functions? *For more detailed information, please refer to the related links. Feel free to contact us for more details.

• Management Seminar

Companies create markets and provide value to customers, while also generating employment and providing people with a means of livelihood. The role that companies play in society is very significant, and there are social needs that only companies can fulfill. A company becomes a company by hiring people. By employing individuals, it becomes possible to execute various tasks that could not be achieved as a sole proprietorship, leading to a greater social role. However, significant changes also occur that did not happen while operating as an individual business. This time, we will examine how that "company" is established from the perspective of its management system. (1) Hiring people and assigning work (2) The mechanism of a management system that is perpetually repeated (3) Profits serve as the capital for the company's future *For more detailed information, please refer to the related links. Feel free to contact us for more details.

• Management Seminar

This time, we will focus on "companies" and consider what their social roles are. Companies are the entities that conduct business and create customer value, and they are also the front lines where human resource management is carried out. Understanding the social roles and values of companies is connected to knowing the key points of management. Unlike sole proprietorships, companies employ many people. Therefore, they can engage in businesses that require a scale, complexity, productivity, and sustainability far beyond that of individual enterprises. Companies can meet significant needs that cannot be fulfilled by sole proprietorships. (1) Social needs that companies fulfill (2) New needs as a market (3) The value of a company is determined by the customer *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.

• Management Seminar

This time, I would like to change the perspective a bit and talk about "business and customer value." The entity that conducts business and creates customer value (the benefits received by customers) is the company. Within that company, human resource management is carried out. To consider human resource management in a company, it is necessary to understand what a "company" is. However, even when we refer to a company, there are various forms and stages. Therefore, to make the discussion easier to understand, this time we will focus on individual businesses, which are the initial or preliminary stage of a company. - The formation of individual businesses - The value brought to customers and marketing - Income and risks of individual businesses - The functions and roles of companies *For more detailed content of the article, you can view it through the related links. For more information, please feel free to contact us.

• Management Seminar

When thinking about "human resource management," it has become unavoidable to consider the question of "why and for what purpose do we work?" Those of you viewing this page may often hear terms like "motivation" and "drive." I believe these words are strongly connected to the question of "why and for what purpose do we work?" *For more detailed information, please refer to the related links. *For consulting on HR system reform for small and medium-sized enterprises, you can visit the URL below: https://www.primec.co.jp/service.html For more details, please feel free to contact us.

• Management Seminar

Our company provides consulting services to support the design, implementation, and operation of systems in the area referred to as "human resource systems." The true value of various systems is realized only after they are actually put into operation. We offer various forms of support tailored to the needs of clients who have established and implemented new human resource systems, including guides for wage and bonus decision-making practices, training to enhance effectiveness (such as evaluator training, management training, hierarchical training, and organizational dialogue), and individual coaching. We strongly back our clients in achieving "better changes for people and organizations" while working alongside them. 【Service Structure】 ■ Problem Setting - Setting the desired vision - Clarifying root causes and solutions ■ Development of Human Resource Systems - Establishing infrastructure for fair treatment and employee growth and success ■ Operation of Human Resource Systems - Ensuring fair treatment - Creating an environment where employees can focus on their work ■ Transformation of People and Organizations - Realizing growth and success based on intrinsic motivation, and creating an environment where employees can concentrate on their work Please feel free to contact us.

• Personnel and Labor