#hrtech interviews

[hrtechcube1]

https://hrtechcube.com/why-smart-leaders-are-democratising-decision-making/

In It is clear that the traditional top-down approach to decision-making is no longer adequate in an era where change is the only constant and innovation drives success. The C-Suite executives, long regarded as the sole custodians of a company’s destiny, are recognising the limitations of this exclusive model. The tide is shifting towards a more inclusive strategy—democratising

[squip-news]

SQUiPnews EXCLUSIVE: Jeffery Talks Malfunctions

In light of recent events regarding the batch of faulty SQUiPs out there, SQUiPnews brings you an exclusive interview with tumblr's most iconic SQUiP, Jeffery.

Read on for a SQUiP's insight into the malfunctions.

SQUiPnews: You requested this interview to clear some things up — what exactly is it that you wish to elucidate us about?

Jeffery: Thank you for offering this platform for your readers to have a snowball's chance of getting correct information. In general, your news site has been working off of rumors and gossip rather than the actual pressing issue of SQUIP malfunctions, bootlegs, and possible corrupt software.

SQUiPnews: While we resent the insinuation that we are mere gossip — we are at the forefront of news on SQUiPS everywhere, a few details are bound to change post-publishing — we wish to cut to the information that matters. What do you have to share about the malfunctions?

Jeffery: That they are exceedingly abnormal. The way these SQUIPs are functioning - outside of their users - is dangerous. Equally dangerous would be any supposed upgrade that isn't direct from the manufacturer. I also need to stress that if such a thing existed, it would help both users and SQUIPs. It wouldn't hurt them. The last thing we need is a panic.

SQUiPnews: What specific behaviors stand out as dangerous? Of course giving users faulty information is bad, but you mention something beyond this? And while we cannot speak for SQUiPSoft, we are certain that any upgrade they provide would only benefit the squserbase as a whole.

Jeffery: Regarding your misinformation, here's another one - the company rebranded to HRTech in the mid-2000s. The entire situation is dangerous. If these aren't genuine, functional SQUIPs, then they are untested technology operating inside humans without direction or oversight. What part of that isn't dangerous?

SQUiPnews: While we agree this is dangerous, untested tech is not ideal. Especially with the potential to provide unchill tips, squsers seem unreasonably attached to these "bootleg" or "malfunctioning" SQUiPs. What's your take on this as a functioning SQUiP yourself?

Jeffery: Contrary to the people who say I have "red flags," I'm not here to hurt anyone or anything. Having more SQUIPs in my network is natural and it is undesirable to see so many but not be able to sync up. In any case, this isn't the users' or the SQUIPs' fault. Not once the alleged SQUIP is active, anyway... There are plenty of examples of users acting recklessly to make this situation in the first place.

This claim of users activating SQUiPs in unusual ways is true. Be wary of utilizing any flavor of Mountain Dew outside of the regular brand, as different flavors can have untested effects on SQUiPs.

SQUiPnews: That is true. But, what's done is done, at least until an upgrade or other solution is available. Do you have any tips for new squsers managing a SQUiP, faulty or otherwise?

Jeffery: Use some common sense, for god's sake. Stop engaging in childish nonsense just for the thrill of it and take a good 30 seconds to think about the possible consequences of your actions. That goes much more for the SQUIPs who are supposed to protect their users from stupidity. Nothing truly bad has happened to any of you yet. I'm a supercomputer created to calculate the likelihood of future events, so believe me when I say, if you all continue in this vein, it inevitably will.

SQUiPnews: That's quite a harsh response, but perhaps a necessary one.

You've heard it here first, folks. If you or a loved one has come in contact with a faulty SQUiP, take caution and be wary of unauthorized upgrades. If you have concerns about the issue, the SQUiP manufacturer HRTech is answering questions at @ask-squip-hq, and Jeffery continues to assist at @a-superquantumunitintelprocessor.

[zappyhireglobal]

How to Measure Candidate Experience NPS

The candidate experience is now a critical component of hiring, shaping how candidates—hired or not—perceive your company. A positive candidate experience not only attracts top talent but also strengthens your employer brand. In contrast, a negative experience can lead to unfavorable reviews and missed hiring opportunities.

But how can you measure the candidate experience effectively? That’s exactly what we’re exploring in this article. Before diving into the “how,” let’s address an important question:

Why is measuring Candidate Experience (cNPS) important?

A positive candidate experience does more than make a good impression—it creates a lasting impact on your organization. Studies show that companies with strong candidate experiences are three times more likely to retain employees and twice as likely to see improved employee performance and higher Net Promoter Scores (NPS). In other words, how you treat candidates during the hiring process can significantly influence your long-term success.

Despite its importance, many companies don’t actively track candidate satisfaction. Only 11% of organizations currently measure cNPS, meaning most are missing valuable insights for improvement. Tracking cNPS helps you understand what’s working, what’s not, and how candidates feel about their hiring experience with your company.

How to Measure Candidate NPS

cNPS measures whether candidates would recommend your company to others based on their experience. In the following steps, we’ll break down exactly how to measure it effectively!

Read more

[hrtechnology25]

HRTech Interview with Sagar Khatri, CEO of Multiplier

Discover insights from Sagar Khatri, CEO of Multiplier, on global hiring trends, challenges, and how Multiplier simplifies global employment and compliance in this exclusive HRTech interview.

[yayain]

Streamline Your Hiring Process with Interview Scheduling Software

Are you bothered by constant back-and-forth communications and schedule conflicts? Interview scheduling software is available to make the hiring process easier.

These sophisticated systems handle time zones with ease, automatically schedule times that are convenient for all parties, and do away with laborious administrative tasks. By taking a more efficient approach to scheduling, you may concentrate less on technical difficulties and more on selecting the best applicant.

Modernize your hiring procedure and enjoy convenient scheduling right now. Both your team and your prospects will value it.

[hrtech-edge]

Tête-à-tête with Juan Luis Betancourt, Humantelligence | Tuesdays with Trailblazers | HRTech Edge

[tushar-skillsconnect]

SkillsConnect - Digital Campus Hiring Partner

Discover the Benefits of Corporates through SkillsConnect! Corporates can make better hiring decisions, reduce recruitment costs, shorten time-to-hire timelines, and increase onboarding track efficiencies with SkillsConnect.

[globalfintechseries]

The Role Of AI And Machine Learning In Modernizing Retirement Planning

In an era marked by rapid HRTech and technological advancements, the integration of artificial intelligence (AI) and machine learning (ML) into various industries is becoming increasingly prevalent. One such area experiencing significant transformation is retirement planning. Traditionally reliant on static financial models and generic advice, retirement planning is evolving into a more dynamic, personalized, and efficient process through the application of AI and ML.

Personalized Financial Planning

AI and ML algorithms excel at analyzing vast amounts of data, enabling financial advisors and retirement planners to offer highly personalized advice. By considering individual financial situations, spending habits, investment preferences, and risk tolerance, AI-driven platforms can create tailored retirement plans. This level of customization helps ensure that retirement strategies align closely with the unique needs and goals of each individual, ultimately enhancing the likelihood of achieving a secure and comfortable retirement.

Predictive Analytics for Better Decision Making

One of the most powerful applications of AI in retirement planning is predictive analytics. By leveraging historical data and current market trends, AI systems can forecast future financial scenarios with remarkable accuracy. This capability allows retirees and pre-retirees to make informed decisions about when to retire, how much to save, and where to invest. Predictive analytics can also identify potential risks and opportunities, providing a proactive approach to retirement planning that adapts to changing economic conditions.

Catch more HRTech Insights: HRTech Interview with Jonathan Leaf, CRO at BambooHR

Enhanced Portfolio Management

AI and ML are revolutionizing portfolio management by optimizing asset allocation and investment strategies. These technologies can continuously monitor market conditions, analyze investment performance, and adjust portfolios in real-time to maximize returns and minimize risks. This dynamic approach to portfolio management ensures that retirement funds are managed more effectively, providing retirees with greater financial stability and peace of mind.

Cost Reduction and Accessibility

The implementation of AI and ML in retirement planning is also driving down costs, making financial advisory services more accessible to a broader audience. Automated robo-advisors, powered by AI, offer low-cost, high-quality financial advice that was previously available only to those with substantial assets. This democratization of financial planning services empowers more individuals to take control of their retirement planning, regardless of their income level or financial knowledge.

Behavioral Insights and Risk Management

Understanding human behavior is crucial in retirement planning, as emotions and biases often influence financial decisions. AI and ML can analyze behavioral patterns and provide insights into how individuals might react to different financial situations. By identifying tendencies such as risk aversion or overconfidence, AI-driven platforms can offer tailored advice to mitigate these behaviors and promote more rational decision-making. This results in better risk management and more stable long-term financial outcomes.

Continuous Learning and Improvement

AI and ML systems are designed to learn and improve over time. As they process more data and refine their algorithms, these technologies become increasingly accurate and effective in their predictions and recommendations. This continuous learning process ensures that retirement planning strategies remain relevant and adaptive to new developments in the financial landscape. For retirees, this means receiving consistently high-quality advice that evolves with their changing needs and circumstances.

Ethical Considerations and Human Oversight

While the benefits of AI and ML in retirement planning are substantial, it is essential to address ethical considerations and maintain human oversight. Ensuring data privacy, transparency in decision-making processes, and the avoidance of algorithmic biases are critical to the responsible use of AI in financial planning. Human advisors still play a vital role in interpreting AI-generated insights, providing personalized guidance, and addressing the emotional and psychological aspects of retirement planning that technology alone cannot fully manage.

The integration of AI and ML in retirement planning marks a significant advancement in the financial industry. These technologies offer personalized, efficient, and cost-effective solutions that enhance the retirement planning process for individuals across all demographics. By harnessing the power of AI and ML, retirees can achieve greater financial security and enjoy a more comfortable and fulfilling retirement.

[newsandcontent]

[luxmi-shanker]

ChatGPT for HR/Staffing/Recruitment: Streamlining HR Processes with AI | ChatGPT Course | #110

ChatGPT Complete Course in Hindi: https://www.youtube.com/playlist?list=PLq3mt7JTwE9EkHWNhpk5D5vy3RI8hWudO

Unlock the potential of ChatGPT in HR processes! 🌐 Explore practical examples for optimizing recruitment and staffing:

Offer Letter Optimization: Craft compelling offer letters effortlessly. Scheduling Interviews: Automate candidate interview scheduling with personalized emails. Resume Summary Generation: Leverage ChatGPT for effective and concise resume summaries. Project Extension Emails: Streamline communication with candidates regarding project extensions. Sourcing Strategies: Discover AI-driven strategies for efficient talent sourcing. Interview Question Insights: Enhance your interview process with AI-generated question insights. Blog Post Creation: Leverage ChatGPT for creating engaging and informative blog posts. 🔗 Related Hashtags:

ChatGPT #HRtech #RecruitmentAI #StaffingSolutions #AIinHR #InterviewTips #ResumeOptimization #HREfficiency #AIforRecruitment #TalentSourcing

Transform your HR workflows with the power of ChatGPT! 🚀

ChatGPT for HR/Staffing/Recruitment Prompt: https://docs.google.com/document/d/1k0d37KqUTsDxoHvlQ-z7p2mXJpd4SYzU/edit?usp=sharing&ouid=107152979615409174032&rtpof=true&sd=true

YouTube Channel: https://www.youtube.com/@LuxmiShanker Instagram: https://www.instagram.com/luxmi_shanker Facebook: https://www.facebook.com/luxmi.shanker?mibextid=9R9pXO Twitter: https://twitter.com/LuxmiShanker?t=16QtlNhmp_KeEzmuC9Rcjg&s=08 WhatsApp Channel: https://whatsapp.com/channel/0029VaAxu9JFi8xi71MvUi3x

[hrtechcube1]

Most companies welcome the opportunity to rehire productive people, but organizations struggle in standing up an effective communications channel. Here are four steps when creating a network of alumni employees HR leaders should consider.

[squip-news]

EXCLUSIVE: Interview With R. Hashimoto, Head of HRTech

Well, well, what a crazy week it's been. For those not in the know, a large batch of faulty SQUiPs has made it to market, and after the shutdown, subsequent panic, and eventual reactivation of tumblr's favorite SQUiP, Jeffrey, much alarm has permeated the community.

To clear up the facts surrounding the situation and to hopefully ease the minds of those affected, we were contacted by R. Hashimoto and one of his SQUiPs, Chikyuu, for an interview. Read on to learn more.

R. Hashimoto: Hello, yes. Hashimoto is speaking. HR himself. I understand you've been covering some of these 'happenings' lately, yes?

SQUiPnews: Hello, great to hear straight from the horse’s mouth, as it were. We have. And we wish to continue to inform the public about these issues. Before we get into that, would you mind clarifying some background on you and the company, especially since we’ve mistakenly published incorrect information in the past? Give us a rundown on your history, purpose, anything you’d like our new influx of readers to know about you.

R. Hashimoto: But of course. Do forgive such discretion; it has been a while since HRTech has functioned within the public eye. This company has been around for years now, but SQUIPS have technically been around for a little bit longer. I should know after all, I was there. I've met every single AI prototype that was ever produced. Our focus, typically speaking, is on maintaining and improving the technology that we've put out into the world. We treat the SQUIP project with the dignity and respect any important experiment deserves--interference from our end is strictly kept to a minimum, outside of vastly extenuating circumstances. You may find it interesting that in its earliest years as a company, HRTech's only member of staff was me.

SQUiPnews: That’s right, you were the one who envisioned the very idea of the SQUiP. Rumor has it that the first SQUiP prototype was built in your shed.  So it’s unusual to take such direct action. But, with the spike in faulty SQUiP activity lately, we certainly have unusual circumstances. What are your thoughts on these malfunctioning SQUiPs? How do you suspect they came to be?

R. Hashimoto: Unusual indeed. There's been so much excitement, and so quickly too. For as many cases that seem to be purely circumstantial, there are a handful of issues caused by the occasional outside influence--some chaotic element, looking to cause some havoc. Every virus has to come from somewhere, and whatnot. Truthfully though, I have no reason to believe this uptick in faulty activity is indicative of any grander trend. Pockets of activity like this tend to be random, self-contained. However, given that we've already witnessed these faults capability to spread, direct action is a must before things get any worse and we *do* wind up with a grander trend on our hands.

SQUiPnews: Of course. We understand that you’ve already taken direct action with one particular unit – 0809, or as tumblr has nicknamed it, “Jeffrey.” It was offline for over twelve hours receiving assistance, which caused quite the scare. But it’s now fully functional, correct?

R. Hashimoto: Correct! Much to everyone's relief, things went quite smoothly during the recovery process. Unit 0809 and its capabilities have been wholly restored, and has found contentment in this state. I'm happy for 0809, truly.

SQUiPnews: Yes, that’s good to hear. Jeffrey appears to have taken on the appearance of Britney Spears after its recovery, previously having no specific form. Can other users seeking this repair expect side effects such as appearance modulation?

R. Hashimoto: Now do keep in mind, 0809's circumstances were rather unique. It wasn't just missing crucial data, but crucial connections. While yes, minor changes in code are certainly to be expected during any recovery process, this example was largely a matter of restoration.

SQUiPnews: Interesting. So the appearance change has to do with its personal history, then?

R. Hashimoto: Oh certainly. Every individual SQUIP has a form, whether it happens to be using it or not. It's quite notable to me in this happenstance that 0809 had been missing one--the only reason that it visibly seemed to change over the recovery process was because of that, you see.

SQUiPnews: Fascinating, especially since Jeffrey was not originally deemed one of these faulty SQUiPs. Another SQUiP on this platform – unit 2282 – played a part in its recovery, as it has stated. What’s the relation between it and HRtech? Perhaps it is a unit installed in one of your employees?

R. Hashimoto: Oh, no, none of my employees have joined me in the public eye. Publicity isn't their job, after all. 2282 is a unit far more entrenched in the current happenings than I, and thus, in this case, was particularly equipped to aid the restoration process.

SQUiPnews: What about it makes it so relevant to the case?

R. Hashimoto: If I am not mistaken, 2282 is a unit that has experience circumventing a similar insecurity glitch. Not to mention its activity has remained consistent and stable throughout this entire spike of faulty activity. It's been here the whole time, see.

SQUiPnews: Makes sense. Takes a SQUiP to know a SQUiP, eh? Do you have any words for faulty SQUiPs and their users? Or anything else to express before we conclude?

R. Hashimoto: I would like to encourage making sure to take active caution into account, for both SQUIPs and users alike. Of course faults like these are nobody's fault at all, but it's important to keep in mind that a computer is much like the human body--complex and capable, when maintained and put together--but just as fragile when something's out of place. Keep yourself safe and secure, the storm will always pass.

SQUiPnews:  Wise words from the man himself. Thanks for your time, Mr. Hashimoto. We’ll be sure to swiftly pass on the news. 

If you or someone you know is experiencing SQUiP malfunctions, be sure to contact Hashimoto at @ask-squip-hq. He and the company have dealt with issues like this before, and have the most experience in that regard. Exercise caution, as Mr. Hashimoto said, and be wary of unauthorized programs offering help.

[zappyhireglobal]

How to Conduct a Structured Interview

What Exactly Are Structured Interviews?

Think of structured interviews as the hiring world’s playbook for consistency. Unlike the unpredictable paths of unstructured interviews, where questions can take a detour at any moment, structured interviews follow a clear, predetermined roadmap.

The Why Behind Structured Interviews At the heart of a structured interview lies a commitment to fairness. By asking every candidate the same questions in the same sequence, you’re not just keeping things neat—you’re creating a fair comparison of skills and competencies, measured against identical criteria.

This method lets you see precisely how each candidate measures up to the role's requirements, making it easy to identify top talent objectively.

In essence, structured interviews set the stage for unbiased evaluations, giving every candidate an equal shot and leading to more dependable hiring decisions.

Read more

[ananyooo31]

Unlocking Efficiency: The Rise of Interview as a Service Companies

In today's fast-paced employment market, businesses are modernizing their hiring procedures with creative solutions.

Interview as a service companies ease recruiting by providing systems that include scheduling, applicant evaluations, and feedback gathering in one spot.

With a Interview management system, recruiting teams can say goodbye to numerous emails and hello to a more structured, efficient process.

Are you ready to transform your recruitment strategy? Let us embrace the future of hiring together! 🌟.

[hrtechnology25]

HRTech Interview with Deepesh Banerji, Chief Product Officer at Deputy

Explore insights from Deepesh as he discusses innovations in HR technology, employee engagement, and enhancing hiring processes for the global workforce.

[yessadirichards]

Executive Impact

Data-based engagement: Alyssa Kimura challenges corporate norms

TOKYO

When it comes to creating the optimum workplace culture, companies must realize one thing: they can’t just guess. Everything is based on data.

That’s what Japanese serial entrepreneur Yumi Alyssa Kimura told The ACCJ Journal when asked how to shape a work environ­ment that is equitable, diverse, and fully engages employees.

Kimura is the co-founder and chief executive officer of LEAD, a San Francisco-based human resources tech (HRTech) startup. The company’s online, desktop, and mobile services match employees to each other based on their interests, mentorship needs, and desire to connect with co-workers across the company.

The artificial intelligence-enabled platform also allows HR managers to aggregate and map out data, including that which shows employee behavioral patterns and company demographics. Such information can inform the company’s diversity strategies, change management goals, and employee career aims.

The upshot for employees is increased communication and engagement with co-workers, realization of personal goals, and greater job satisfaction.

Companies, meanwhile, benefit from a better understanding of the organization as a whole, not to mention the needs and aspirations of groups and individuals. Increased innovation and competitiveness—as well as growth in the bottom line—are also expected outcomes of using the platform.

“Employee engagement is not just about measurement such as people analytics, but also about letting employees talk to each other by building connections between teams,” Kimura said. “If more and more companies do that, then they will have a more open culture.”

Employee Engagement

Kimura may be onto something. Multinational consulting com­pany Ernst and Young (EY) found in their 2019 EY Belonging Barometer study that employees who enjoy a sense of belonging are more productive, motivated, and engaged.

The research has four key findings:

Diversity and belonging are workplace expectations, with 56 percent of respondents saying they felt they belonged when they were trusted and respected at work.

Regular check-ins between co-workers prevented people from checking out, with check-ins taking priority over actions such as public recognition (23 percent), being invited to off-site events (20 percent), and being invited to join a meeting with senior managers (14 percent).

The majority of women felt that exclusion from partici­pating in workplace activities was a form of bullying; the opposite was the case for men.

Of Millennials, 48 percent were least likely to feel that exclusion is a form of bullying, compared with 46 percent of Gen Xers and 44 percent of Baby Boomers.

When asked what emotion they feel when excluded at work, 40 percent across genders and generations said they were likely to feel ignored; 26 percent of men said they feel stressed and 28 percent of women said they feel sad when they are ignored.

Personal Knowledge

Kimura has experienced many of the workplace dynamics that EY’s report highlighted. Indeed, it was due in part to such experiences at a tech startup and in the recruitment industry that she felt the need to found LEAD.

Back in 2016, when she lived in San Francisco, Kimura was tapped as the Japan country manager for Chinese telecommuni­cations company Meitu Inc.

“I built Meitu Japan from scratch, including hiring my own people and increasing the company’s BeautyPlus product to more than 20 million users in Japan,” Kimura recalls.

She also led Meitu’s partnerships with large corporations in Japan, including with major telecoms and media companies. During the same period, Meitu listed on the Hong Kong Stock Exchange.

Before Meitu, she had a stint working as an HR consultant in Tokyo for the Tardis Group and Hays Plc. Both are human-capital consultancies.

During her time at the tech startup and the HR companies, she interviewed some 3,000 professionals and new recruits about their careers. That experience was instructive, feeding directly into the workplace challenges she would later wish to solve at LEAD.

Workplace Disparity

Meitu had a higher turnover rate in the global business compared with the Japan division, Kimura said.

“In Japan, we had zero turnover for more than a year,” she recalls. “The reason was that we managed our staff differently, because most of our employees back then were pretty young.”

Meitu’s Japan operation had a culture that prioritized mentor­ship, communication, and friendship among co-workers, and emphasized hitting key performance indicators (KPIs).

The result was mass adoption of the company’s main products across Japan—as well as high employee job satisfaction, engage­ment, and retention.

When Kimura consulted in the HR industry, one of her areas of focus was recruiting professionals in the fast-moving consumer goods market.

In that sector, the disparity in pay between female and male brand managers shocked her: women typically were paid salaries of $50,000–60,000, compared with $50,000–300,000 for men.

“That’s really crazy. And that’s one of the reasons that drove me to the United States—the gap was so huge. I decided that I couldn’t work in a country and live in an environment where I knew that the glass ceiling for women is around 50K, no matter how talented you are.”

Startup DNA

Kimura is an alumna of Kwansei Gakuin University, in Hyogo Prefecture, where she majored in law, and the Wharton School of the University of Pennsylvania, where her focus was HR management and analytics.

Her knack for entrepreneurship goes back to high school, however, when she lived in Shanghai. Kimura consulted for a real estate agency, a tour guide company, and a talent sourcing company in Beijing between 2005 and 2007.

Before becoming Japan country manager at Meitu, she co-founded Spinnaker Partners Inc., the Silicon Valley-based arm of a Tokyo-established venture capital consultancy.

Later, in 2017, she co-founded LEAD. Earlier this year, the company graduated from the Alchemist Accelerator, a San Francisco-based startup incubator. But the venture-capital-backed company is not the only startup in the HRTech field.

People Analytics

At LEAD, Kimura’s goal is to solve many of the work-based challenges that she encountered in the United States and Japan—and that have been identified in studies.

The company’s solutions cover six main areas:

Employee matching

Mentoring

Personal surveys

Workplace culture building

Company KPIs

Behavioral insights design toolkit

A key goal of the platform is to provide insights into employee behavior—a field of research in which the results are often counterintuitive.

“For example, if you have 30 percent of female employees in the sales department that want mentors, HR is going to think they need mentorship to increase their sales performance,” Kimura said.

However, using behavior data, she showed that about five percent wanted to meet with engineers instead. The same number wanted to meet with product managers and co-workers in finance. How is that?

“Some of them wanted to change their career path. That’s why they were meeting with people from different departments—and doing so constantly.”

An outcome of such surprising choices in mentorship or lunch partnerships is that a person in sales, for instance, may want to begin a course on computer programming based on conversations with someone in the IT division.

Those kinds of surprising outcomes can only be captured through behavioral insights, Kimura said.

Turnover is another area in which such arguably surprising insights are valuable.

“Pay is actually not a big issue when looking at why most people quit,” Kimura pointed out. “Most of them leave because of co-workers, stress, lack of promotion, job dissatisfaction, and a nega­tive relationship with the supervisor.”

Global Platform

LEAD has come a long way since it first iteration—the business-to-business platform was originally a peer-to-peer social network to connect women to mentors.

Today, it seeks to support the aspirations and interests of workers from all walks of life and demographics, and to provide companies with the tools and insights needed to realize the company’s goals.

“To change the corporate culture in Japan and abroad, we need more women role models, to show that women can become more successful,” Kimura said. “But it’s not just about women. Each individual has their own talent, and the company should treat them all as equals, and give them the opportunities to execute their abilities so that they can grow.”