For the younger generation, using consumer-style applications like Concur is not a problem, as they pick it up really fast by themselves. They are also able to integrate it into their workflow without difficulty.
But for employees of the older generation, they are not used to utilising such consumer IT in the workplace. "We have tried to facilitate classroom training to familiarise them with using the mobile application and online booking, but it doesn't work well," Hayashi added. "We realised that hands-on training is more effective for this group of people."
Creating a conducive working field with opportunities for growth
Hayashi kick started his career in the logistics industry in 1990, and went to the United States in 1995 to complete an MBA programme in Management Information System.
When asked what sparked his interest in IT, he said, "1995 was a very exciting year in terms of IT, because it was the year that the internet came to the public, and we were now able to consume internet content. Windows 95 was also launched then."
As for his leadership style, he believes "that the main focus for a leader in an organisation, is to create a better place for the talents to work, to play, and to perform. Therefore, the most important thing for me is to create a good working field for the employees - to create innovative opportunities for them, and to develop these talents."
Hayashi also felt that it is important to give employees space to be autonomous and independent. "I communicate with them often. We set a goal and some milestones, and then I get them to commit to these goals. But after that, I would give them some space and some time to achieve their objectives. I think this is the key to developing good talents - we need to be patient and create a conducive field for the talents to perform," he concluded.
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