What is Sony’s “internal job-hopping” system?

He has maintained this habit for many years to cultivate a sense of cooperation among employees and a good relationship with them.

On this day, Akio Morita suddenly found a young employee who was depressed, full of things on his mind, and was busy eating without paying attention to anyone. So Akio Morita took the initiative to sit across from the employee and chat with him. After a few glasses of wine, the employee finally spoke: I graduated from the University of Tokyo and have a very well-paid job. Before joining Sony, I worshiped Sony like crazy. At that time, I thought that joining Sony was the best choice of my life. However, now I realize that I am not working for Sony, but for the section chief. Frankly speaking, my section chief is an incompetent person. What is even more sad is that all my actions and suggestions must be approved by the section chief. For some of my own small inventions and improvements, the section chief not only did not support or explain them, but also ridiculed me for being too ambitious to eat swan meat. For me, this section leader is Sony. I was very discouraged and disheartened. This is Sony? This is my Sony? I actually had to give up that lucrative job to come to a place like this!

These words shocked Akio Morita. He thought that there might be many similar problems among employees within the company.

Managers should care about their distress and understand their situation. , Their way forward cannot be blocked, so the idea of ????reforming the personnel management system came up. After that, Sony began to publish an internal tabloid once a week, publishing job advertisements from various departments of the company. Employees could apply for jobs freely and secretly, and their bosses had no right to stop them. In addition, in principle, Sony allows employees to change jobs every two years, especially for those energetic and motivated talents. Rather than letting them passively wait for jobs, Sony actively gives them opportunities to display their talents. After Sony implemented an internal recruitment system, most capable talents can find their preferred positions, and the human resources department can discover the problems of bosses who have lost talents.

This kind of internal job-hopping talent flow is to create opportunities for sustainable development for talents. Within a unit or department, if an ordinary employee is not satisfied with the job he is doing and thinks that another job in the unit or department is more suitable for him, it is not easy to change. Many people can only do so when they do such a good job that their bosses consider it necessary to change their positions, and this happens to ordinary people only a few times in their lives. When employees are often disappointed with their wishes, their work enthusiasm will be significantly inhibited, which is a great loss to the employer and the employees themselves.

If a unit really wants to employ the talents of its directors, it should not worry about employees being picky about positions. As long as they can do a good job, let them fight. The more people fighting for it, the better I believe it will be. For those remaining employees who do not have the ability to grab the positions they think they are suitable for and cannot do well, we might as well put them on hold or lay them off, or simply consider hiring them externally. Sony's internal job-hopping system is like this. Most capable employees can find positions that they are more satisfied with. Only those employees who are unable to participate in various recruitments will become the focus of the HR department, and the HR department can also find out that some subordinates frequently Problems existing among outbound bosses so that timely countermeasures can be taken to remedy them. In this way, the enthusiasm of people at all levels within the company is mobilized. When every cadre and employee strives towards the goal of doing the work they want to do most and making good use of the talents the department wants to use most, the effectiveness of corporate personnel management will be maximized.

Internal candidates have identified with everything about the organization, including its goals, culture, and shortcomings, and are less likely to resign than external candidates.