Reading "Toyota's People Development That Akio Toyoda Values Most"

 

"Toyota's People Development That Akio Toyoda Values Most" (Published by President Inc.)
The release date was May 27, 2025. I bought and read it right away.

The book gives a detailed account of the Toyota Technical Skills Academy, an in-house school run by Toyota.

 

As a career consultant, I have a deep interest in the advanced approach to career education in Nagoya. Career education begins as early as elementary school, likely due to the large number of major manufacturing companies in the Tokai region. This environment fosters a culture where children aspire to become technicians or engineers from a young age. At the center of this culture, naturally, stands Toyota.

 

The Toyota Technical Skills Academy is a school independently established by Toyota. Company-run schools are quite rare, and I imagine many people are unaware they exist. The academy has two educational tracks: a high school-level department where students enroll at age 15 and attend for three years to earn a high school diploma, and a specialized one-year program for graduates of regular technical high schools.

 

The instructors at the academy are Toyota employees themselves. These employees serve as teachers and provide students with the latest knowledge. The students don’t just study in the classroom; they also receive practical training at Toyota’s factories and R&D facilities. It’s truly impressive that they can learn while witnessing the most up-to-date developments in the automotive industry firsthand.

 

According to the author, the educational philosophy of the Toyota Technical Skills Academy seamlessly connects to Toyota’s in-house training after graduation. Toyota’s policy is to train its workforce internally. The book describes how senior employees, both in their professional and personal capacities, help nurture newcomers, primarily through on-the-job training (OJT).

 

Interestingly, many of Toyota’s chairmen and presidents have teaching experience at the academy. The company seems to have a culture of promoting people who have hands-on experience in mentoring others.

 

The author, who interviewed current President Akio Toyoda multiple times, cites how he refers to graduates of the academy as “Toyota’s children.” This familial corporate culture may come across as old-fashioned or outdated. While Toyota operates under state-of-the-art corporate governance as a global enterprise, it also retains a very "Showa-era" atmosphere.

For example, senior employees assigned to mentor new hires wear hats with a special tag indicating their role as a “guardian.” They take care of newcomers like family, sometimes even advising them on personal matters like romantic relationships. Reading these anecdotes, many might find themselves wondering, “What era is this company from?”

That mix of the new and the old makes Toyota a uniquely fascinating company—and this book offers an intriguing glimpse into that world.