4 HR practices of Toyota culture

Written by Kevin Klinvex, founding partner of Select International
Previously published by PSI Talent Management or Cubiks, prior to becoming Talogy.

The Toyota Culture is something that many organisations strive to replicate. Processes are put into place to create and maintain a lean culture. One problem, though: not everyone thrives in a lean work environment. In fact many people do not.

What many organisations end up finding out is that without a hiring process that clearly identifies employees who excel in a lean environment, they are only addressing half the issue. The reason is very straightforward, lean environments demand higher levels of energy, problem solving, collaboration, and continuous improvement. Hiring people who work best in a highly structured, non-collaborative environment, signals trouble for building a high performance, lean organisation.

Michael Hoseus, co-author of the bestseller, Toyota Culture, The Heart and Soul of the Toyota Way, has this to say on the topic:

“Most companies miss seeing the blood flow of TPS – the human resource philosophies and strategies that make it work at Toyota.” Toyota has always understood the importance of hiring and developing employees with the capacity to succeed.

In order for an organisation to truly develop a culture similar to Toyota’s, the organisation should consider implementing the following important HR practices:

  1. Define the competencies (behaviors/traits) employees must have, (e.g., teamwork, attention to quality, work pace, work ethic, continuous improvement, problem solving ability, job fit motivation, communication, integrity)
  2. Recruit only people who have those competencies
  3. Provide lean systems and training for all employees. Encourage high performance by communicating the value and including it in your performance management system.
  4. Coach and then remove those individuals who refuse to embrace your high performance culture.
  5. Over time you will replace those who cannot or do not want to work in a lean environment with people who thrive and embrace high performance. At the same time you will send a healthy message that lean is important.

    For 30 years, Toyota has not wavered from it fundamental belief that the first step in becoming a lean organisation is to recruit for lean.

    This is a sample of what we discussed in our seminar, “Applying Toyota’s Proven Methods for Hiring and Developing a World-Class Workforce,” which took place Friday, May 20th 2011 in Atlanta.

Tackling volume hiring with intelligent blended assessment

How can intelligent blended assessment improve your candidate journey and save you time?

Traditionally, when organisations want to assess potential employees across a variety of areas, they have had to subject candidates to a lengthy assessment process, often with long gaps between each type of assessment and several instances of potentially inconsistent feedback.


Today, organisations have the option to deliver a single assessment to their candidates, providing a far more streamlined, valid, and inclusive process.


Advances in assessment technology now allow blended assessments to become more easily utilised, while helping to underpin a positive candidate experience through a massive reduction in time between initial testing and final decision, supported by a clear and concise feedback process.


This advice guide will discuss these areas in further detail, alongside some practical examples of how Talogy has helped organisations to adopt these new processes.


Use intelligent blended assessments to improve your hiring process.

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