Unbeknownst to the personnel manager, lies the secret to managing Cambodian personnel(1/2)

CDL HR- a company with over 20,000 registered users and 800 partner companies. They strive forward with their motto, “be appreciated, be liked, and be loved”. We asked the president of CDL, Narumi Takanori, about the employment situation in Cambodia as well as personnel training toward Cambodians. (Interviewed at: July, 2018)

Interviewee Profile

Takanori Narumi: CEO of Creative Diamond Links.

Understanding where workers find value in working

―――I believe that there are many companies struggling with personnel management in Cambodia. Many Cambodian staff tend to quit their jobs right away, but what can be done for them to work more long term?

 

In a country like Cambodia where it is hard to find staff that can contribute immediately, personnel training within the company is inevitable, but having them work long term would be a prerequisite considering the costs that come with the training. The problem is that all firms see the risk of the staff quitting right away as a very important issue, and yet the staff quit anyways regardless of the methods taken.

In our company however, we have implemented various preventive measures, and do not have to deal with our staff quitting in a short period of time. In order for this to happen, I would like you to first consider why the staff work here in the first place, and where they find value in work. Once you step in their shoes, you begin to be able to come up with many reasons. I’m sure there are many people whose main reasons is because they want money, but only a handful work only for that one reason.

 In reality, all staff have varying reasons to varying degrees for working. When Cambodian staff resign, it is because these reasons and values are damaged for some reason, and they have reached a boiling point.

The person may bring up the main reason for quitting, or try to claim a reason so as to not create conflict, but just as there are multiple reasons for working, there are also multiple reasons for quitting.

 

The manager must implement a balanced personnel management style


―――Money is not the only value in working. You are exactly right. What should be done so that these values aren’t damaged?

It is good to hear out and analyze in what ways each staff finds value in working, periodically observe this, and to check that these said values are not being damaged.

What must be considered is the fact that many of the values that Cambodian staff prioritize are very short circuited. For example, a reason such as “The boss is really nice” is very short circuited and fragile. This kind of reason will be negated and damaged as soon as the boss even scolds or lectures the employee even once. First of all, is it really beneficial to the staff that the boss is always nice no matter what?

 Self-growth requires expanding one’s limits, so obviously it will not occur unless you try to challenge yourself beyond your limits in your work. This means that you must occasionally withstand harsh and tough times, but it contradicts the type of short circuited values mentioned earlier.

 Thus it is important to implement a system which allows staff to understand what work, salary, career, and management actually mean, and to realize and understand a higher level of “value”. As their understanding gradually deepens, their motivation to growth will also blossom, and they will begin to want to expand their comfort zone on their own will.

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    • Creative Diamond Links
    • CDL HR- a company with over 20,000 registered users and 800 partner companies. They strive forward with their motto, “be appreciated, be liked, and be loved”. We asked the president of CDL, Narumi Takanori, about the employment situation in Cambodia as well as personnel training toward Cambodians.