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"CHRO" is the key for entrepreneurs to "delegate authority"
"CHRO" is the key for entrepreneurs to "delegate authority"

The "JAFCO HR Committee" started in January​ ​2021. Members involved in HR strategy at JAFCO's investee companies bring their own themes they want to talk about and discuss them online. We will share the worries and knowledge about HR at startups and disseminate real knowledge of the site.

The first theme is "The division of roles between entrepreneurs and HR managers." How should the roles of representatives (and members in the founding period) be changed according to the business phase and organizational conditions, and how should the delegation of authority in the HR area be promoted? We deepened discussions with four​ ​HR managers of JAFCO's investee companies.


[Profile] (honorific title omitted)

<JAFCO Investment Destination HR Responsible person>
Baseconnect Ltd Corporate division HR Team Manager Hideyuki Takahashi
After working for a major consumer goods manufacturer, mega venture and consulting company 2014 Previous job in the year HRTech Participated in system startups. While working on the organizational development of the company, he supports the organizational development of many companies as a customer success manager. 2020 A year Baseconnect Participate in. Corporate division HR As a team manager, hiring, institutional design and MVV Oversees promotion, etc.


ACALL
Inc. HR General Manager Teppei Sato
After graduating from Keio University Faculty of Commerce, joined Fuji Bank (currently Mizuho Bank). Engaged in corporate sales in Tokyo and Osaka. After working at a consulting company, became a recruiting executive agent. Engaged in introducing human resources for management. After that, he changed to personnel affairs. Experienced Head of Talent Acquisition at KPMG Consulting and Tata Consultancy Services Japan.


OLTA
Co., Ltd. VP of HR Kazunori Karasawa
After graduating from the Department of Economics, Faculty of Economics, Shinshu University, he was in charge of personnel affairs and launching new businesses at Recruit​ ​Staffing Co., Ltd., and then experienced personnel affairs at Square Enix Co., Ltd. Responsible for recruitment, labor, system construction, MVV penetration, etc. as tech startup personnel.


LtdSynspective HR Manager Yuto Shiba
Completed the master's course at the Department of Urban Social Engineering, Graduate School of Engineering, Kyoto University. 2014 Participated in a startup engaged in the human resources business since 2014, engaged in human resources recruitment consulting and media business. 2015 Year WASSHA Inc. After planning a business at, he turned to an engineer and was stationed in Tanzania. Leading in software development and business operation improvement. 2018 As an engineer for satellite imagery solution development Synspective Joined during the founding period. Currently, he is mainly in charge of human resources recruitment and organizational development.


&lt;Facilitator&gt;

JAFCO Group Co., Ltd. Shintaro Kanazawa Kanazawa
Joined Works Applications Co., Ltd. Participated in Egg Forward in 2017. As an executive officer, he has been working on organizational issues and human resources issues in many companies. Currently at JAFCO, engaged in startup organization and human resource development support to increase the value of investees.

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Kanazawa This time, I would like to talk with you about the division of roles between entrepreneurs and HR managers. First of all, could you tell us about your current situation regarding the area of authority of your company's representatives?


At Takahashi Baseconnect, the representative was also the corporate manager until I became the corporate manager in October​ ​2020. We have a wide range of normal operations in the corporate department such as MVV promotion, organizational strategy design and development, and we are groping for what will be left as the representative role and what will be effective in transferring authority. Recently, we have set up the roles of business manager and product development manager, and have begun to move with the policy of delegating authority to decision-making in the short-term scope of 1 to 2 years.

However, the OKR (goal and performance index) management system, 1on1 and feedback system, evaluation / reward, MVV promotion, etc. are difficult to cut on the short-term / medium- to long-term axis. How much should the representative be involved in the decision-making process? Even if the authority is delegated to the business manager, it may be pulled if the representative gives an opinion, etc., and the difficulty of division of roles is increasing.


Karasawa At our company, the representative is mainly responsible for formulating policies for companies and organizations, and my role is to bring concrete measures and proposals for measures in terms of HR. The management of each organization considers the setting of organizational goals and individual goals at the latest quarter level, and personnel affairs are summarizing them, but since the scale is not large yet, the representative of the business direction at the annual level, which is the premise of the goals. There are intentions and feelings.


Sato: I've been involved in my current job since December​ ​2020, so I've been working on each issue one by one through online and offline dialogues on how to manage the organization together with the CEO. doing. Until a few months ago, a company with 35 employees had 50 people at once, and in the next six months, it will have 70 people. Compared to when the CEO started a business with five employees, the challenge is to gradually transfer the decision-making method to the transfer of authority as the organization expands in anticipation of listing. As a CEO, I still have a sense of scale that allows me to see the whole thing, but when I look at the rapid expansion of the organization, I need to steer slowly. Since the organization is alive, it is important to create an environment in which the management team, including the CEO, focuses firmly on business strategy so that I do not lower my perspective too much.


Shiba: Unlike you, I've been in business since the beginning, so the situation may be a little different. Since its establishment in 2018, the number of employees hired has increased to 20, 30, and 40 every year, and the organization is expanding rapidly. We now have about 100 employees. Since the company was founded, I have been in charge of sales, organizational personnel, and recruitment in parallel. In the second term, I became a dedicated organization personnel and recruitment, and from this year I am also looking at labor. Since the company was founded, representatives have rarely entered the personnel business, and we interviewed them when they wanted their opinions on evaluation system design. I think that the division of roles, in which I am the one who carries out the actual work, was established from the beginning.


Karasawa It seems unusual that the division of roles is clear from the beginning. If you are the founding president of a startup, you can see not only the business policy of the management but also how the site is moving. I think there are more people.


Kanazawa  That's right. Some of the companies I saw during the consulting era had a "worrisome" personality in which the managers were involved in the on-site operation status and attendance management. However, if you do so, you will not be able to formulate big policies for management policies and business strategies, and you will be overwhelmed.



The relationship with the representative determines the delegation of authority

HR Committee # 02 Figure ①.jpg

Is there any initiative to "change the role of the representative" or "dare to change" according to the expansion phase of the Kanazawa organization?


Karasawa Our company has more than 50 people in total, including various employment forms, and we are in the transition stage. I am talking with the representative about what the delegation of authority should be to the site. Since a manager spends his life starting a business, I think "I'll leave it to you!", But I'm still worried about individual events ... I can understand the conflict well.


Takahashi Our company has a style of delegating authority by clearly stating the rules and mechanisms. It's nice that the division of roles is clear, but there are also times when "the representative should do that" and "the message will not be transmitted to the members unless the representative says it." I think it's a rare pattern, but if you're a representative of the incubation system, there may be cases where you say, "I'm not confident in building an organization, so I'll leave it to you."


Sato That's right. In the case of our company, we have a history of trial and error in organizational management. Like any venture. The CEO and I always have a natural "discussion" called "wall hitting", and I sometimes say, "It's a good message to the whole that the representative should send it out." In some cases, we ask you to say, "It will be." It is a difficult decision that the organization can be 0 or 100 with one message from the representative.


Shiba In my case, our representative was the boss at the previous company. Since I knew how the representative worked well, I told him from the beginning that "If you are the president, you can't see the details," and there is a history of delegating authority more and more. The representative was a person who could be entrusted with it, so I think he was doing well.


Kanazawa That's interesting. The relationship with the representative also determines the delegation of authority. When talking to JAFCO's capitalist, I realize that "how many people can talk to the management on an equal footing" is important for growing the organization.


Karasawa It would be nice if there were members such as the right arm and left arm who were highly capable and reliable and could delegate authority, but it would be difficult to hire those personnel. Therefore, I think it will be important to create a system that can be solved by rules even if there are no such human resources.



What role is required of the CHRO to make room for the representative's head?

HR Committee # 02 Figure ② .jpg

Sato: It's also important to clarify the scope of work to be entrusted to the position. For example, even if a "HR manager" is hired, it is ambiguous whether it is a personnel manager or a CHRO. It's just a matter of job title, and it's unclear what to do and how much to share.


Karasawa Actually, I feel that the general manager of the personnel department and CHRO are quite different occupations. My previous job was a human resources manager, but I think that what I am looking for now is the role of CHRO, and I feel that there is a difference. For example, the director of the personnel department is asked to create a personnel system and will maintain it. On the other hand, CHRO comprehensively considers "what the organization lacks to realize this mission, vision, and value" from the perspective of human resources. I think it is CHRO to hold the ball from the overall task setting and consider whether it is necessary to design a personnel system.


Sato: CHRO is difficult if you don't understand your business strategy properly. Even if HR specialists come in with noise, they often do not work because they do not understand the business well, and even if they try to establish an evaluation system, they will be disappointed.


Takahashi: The theme of the ball is different, isn't it? Instead of becoming a person who summarizes the opinions of the field, we must collect information on what kind of human resources are inside and outside the company, envision an image of success after joining the company, and then think about how to go for it. ..


Karasawa personnel specialists are asked for solutions by making use of their knowledge as personnel while "problems" are being presented. Ultimately, there are cases where even if you have little understanding of the business, you can demonstrate your strength in the human resources field. But CHRO has a role to think about where the problem lies. It takes time to create a problem because it is necessary to understand the current situation in the first place. Therefore, the ability to set tasks is required.


Takahashi And it is important to divide the roles of how to work with the business side in order to really add value as HR, and what kind of ability you should exert in the whole organization to improve the whole organization. The discussion about what CHRO should be, rather than the theory of delegation of authority, may have been closer to this theme.


Karasawa All business areas related to people CHRO Even if you decide to hand it over to, you can't leave it to me if you can't trust it, and you want to manage whether it's done properly ... The flow is the same. I think it is important not only to systematize delegation of authority, but also to gain trust.


Shiba: There is no choice but to build a relationship of trust that "it's okay to leave it to us."


Takahashi If there is a person who can rely on the mindset that the representative used by himself, it will be the value of the whole company. I think that is the point of delegation of authority.


Sato: I think my role is to bring out what is in the head of the representative and go find the answer together. Once you've decided what to do, bring in a HR specialist. I think it is important for me to be able to "hit the wall" for the representative.


It depends not only on the type of representative, but also on the relationship, whether or not you can understand what is in the mind of the representative and get the business area that you want others to entrust. It is important for the CHRO, who has a good understanding of the direction the organization is heading, to present the priorities of the areas that the representative should see.


JAFCO's capitalist is always thinking about how to create a space in Kanazawa 's head and create an environment where he can concentrate on management. I once again felt that supporting the creation of an organization that allows delegation of authority with peace of mind is an important issue for JAFCO. Thank you for your time today. The theme of the next "JAFCO HR Committee" is "Recruiting startup engineers". I look forward to working with you again.