People & Organization
Human resources are designed from the future.
Companies where HR decision-making has become about addressing current issues, such as "hiring because someone quit" or "implementing a system because a problem occurred," are
It's not insignificant. However, the design of people and organizations fundamentally begins from the future. How will the market change in three or five years? What state do we want our company to be in within that market? What kind of organization and personnel structure will be necessary for that? Only by envisioning that far can we determine "who we should hire now" and "what we should teach them after they join."
We design our HR strategy based on our mid-term management plan. Using our vision as the framework, we connect recruitment, development, evaluation, and organizational design into a single, cohesive process. That is Lionheart’s approach to people and organizations.
And one more thing. Before we were the ones providing support, we were also stakeholders who experienced everything from scratch. We have experience building HR systems from the ground up, struggling with recruitment, and leading organizations that were on the verge of collapse. Therefore, we understand the reality of our clients' challenges not just intellectually, but from real-life experience.
Redesigning the structures of people and organizations, starting with their vision.
Even though you have a mid-term business plan, isn’t it the case that only HR is focused on “dealing with current issues”? Recruitment, performance evaluation, and development are being handled as separate, isolated initiatives that aren’t connected to the company’s future. This situation is unknowingly sapping the organization’s agility.
First, we will jointly decipher the "ideal state" depicted in your mid-term management plan. By working backward from the future vision of your market, business, and organization, we will design what kind of talent is needed now, how to develop them, and how to evaluate them. Rather than applying a trendy "template," we will build a bespoke personnel structure that is framed by your company's vision.
The organization with improved resolution begins to accelerate without hesitation.
Design recruitment from the mid-term management plan.
There are applications. People are being hired. The company president is conducting the interviews. Yet, the phrase "not who I expected" is repeated.
If I had to guess, it might be that you're only thinking about hiring and not about retention.
Even if you polish aspects like desired candidate profiles, media selection, and interview improvements, nothing will fundamentally change unless it's planned backward from what the organization will be in three years. This is because recruiting isn't about increasing headcount; it's about building the future organization.
The first thing we'd like to ask about is the medium-term management plan.
What kind of organization do we want to be three years from now? To achieve that, what kind of talent do we need, and in what order? Only once we have answers to those questions can we determine “who we should hire.”
"ka" is determined.
Based on the mid-term business plan and the current organizational chart, let's design the necessary human resources and recruitment priorities together.
Strategy and Roadmap Design
The starting point for all support. We extract challenges from the gap between your current location and your ideal state to create an annual plan.
"Making" Support
① Designing the Candidate Experience (CX)
② Designing the Ideal Candidate
Interview Design
④ Aptitude Test Introduction/Utilization Support
Recruitment Tools
(Recruitment Pitch / Recruitment Website / Job Posting, etc.)
"Accompanying support
Wall-hitting
② Reflection and course correction
Third, Second Opinion
④ External collaboration such as recruitment process outsourcing
Regular Meetings/Interview Attendance
⑥ System/Mechanism Support