Motorola and Sony:
A Comparison in HR
Recruitment and
Selection
Jack Chung, Sarah Duran,
Ka-Yi Leung, Anthony Mai
Introduction
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Theoretical Framework
Comparing US and Japan
Hiring Practices in the
United States
Hiring Practices in Japan
Recommendations
Conclusion
Theoretical Framework
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Recruitment Goals
Selection Criteria
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Technical ability
Cross-cultural suitability
Family requirements
Country-cultural requirements
MNE requirements
Language
Importance
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Consequences of Failure
Rewards of Successful
Completion
Distribution of Expatriate Recall Rates
above 10% in Multinationals
80%
76%
60%
40%
20%
14%
3%
0%
United States
United States
Source: Human Resource Management, 1995
Japan
Japan
Europe
Europe
Comparing US and Japan
United States
Japan
Population
293,027,571
127,333,002
Communication
Low-Context
High-Context
Society
Individualistic
Collectivistic
Promotion
Merit based
Loyalty based
Goals
Short-Term Oriented
Long-Term Oriented
Time
Seen as a commodity
Less Important
Priorities
Family Before Work
Work Before Family
Negotiation
Written Contract
Relationship
Source: CIA World Fact Book 2004
Hiring Practices for Domestic
Workers in the United States

Goals
 High

Productivity
Recruitment and Selection
 Experienced
Applicants
 Resume Based


Resume Databases
Internet Applications
Hiring Practices for Internationals in
the United States

Goals
 Complete
assignment with success
 “Localize” expatriates

Recruitment and Selection
 Experienced

Individuals often from inside company
Cross-Cultural Competence
 International
Certificate Programs
Motorola
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Headquarters in Schaumburg, IL
97,000 employees (2003)
Revenues of $27,068 million (2003)
Segments:
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Personal Communications, Semiconductor,
Global Telecom, Commercial, Government,
Industrial Solutions, Integrated Electronic
Systems, Broadband Communications
Subsidiaries and Joint-Ventures in: US,
Europe, China, Asia-Pacific, Latin
America, and Japan.
Hiring Practices for Domestic
Workers in Japan
Recruiting and Selection:
 New recruits are selected from universities
(traditionally)


Lateral hires, independent contractors for special
tasks, recruiting agencies, and temporary employees
(currently)
Hires new recruits with no specific job clarifying
a specific job function
Hiring Practices for Domestic
Workers in Japan

Continuous in-house training and on-thejob training


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Currently more outside training is used
In-house unions
Job rotation
Selection Exams
Hiring Practices for Domestic
Workers in Japan
Nenko:
 Merit, age, seniority based promotion


“Ghost” promotions
Job security or “Lifetime Employment”
 No
longer guaranteed
Hiring Practices for Internationals in
Japan
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Goals:


Share managerial resources with overseas operations
Selection Criteria

Focus on behavioral and relational ability vs. Technical ability
in the U.S.
 Relational skills
 Motivational state

3 Areas:
Self-orientation
 Stress reduction skills
 Reinforcement substitution
Technical competence
 Alienation management
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
Hiring Practices for Internationals in
Japan
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Selection Criteria
 Other-orientation
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Relationship skills
Language skills
Understanding
Respect
Perceptual-orientation
Non-judgmental
 Correct and positive assumptions
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Sony Corporation
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Founded May 7, 1946
Headquarters located in Tokyo, Japan
Total number of employees: 162,000 (as
of March 31, 2004)
HR philosophy:
 Stress
communication between employees
and top management
 Value employees’ contribution
Recommendations
To
reduce expatriates’ failure rate:
Not
to underestimate the local executives
Special preparatory programs
In-house
environmental awareness program
Off-site environmental awareness program
Study-abroad
at graduate schools or research institutes
Temporary posting abroad, prior to formal assignment.
Conclusion
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United States vs. Japan
 Culture
 Ultimate
Goals
 Job selection and recruitment
 Trends