Shin Kawasada
Jun Niiyama
Hiroyuki Yamada
“Valuing People”: The Power of Principle-Based Management as Championed by NorthSand
We will continue to build a consistent recruitment standard and organizational structure.
Okano: First of all, congratulations on going public! What are your honest feelings now that you’ve reached this major milestone?
Niiyama: First of all, I want to say that going public is merely a stepping stone. As we transition from a private company to a public company, we will be required to take on even greater social responsibility and transparency. On the other hand, I am looking forward to the change in perspectives we will be seen from and how we will be perceived. Although this is a major milestone for the company, our commitment to “recruiting based on cultural fit” and “building an organization centered on people,” which we have valued since the company’s founding, will remain unchanged.
Okano: So you consistently put “people” at the center of everything.
Niiyama: That’s right. From its founding to the present day, the keyword that Northsand has consistently emphasized is “human power.”
We want to work with people who are “charming, honest, and persistent,” and who can steadily build things up in a positive way. People who can honestly continue to do
the ordinary things —we believe that such people are what make an organization strong.
We anticipate that our listing will attract more attention, and we will receive more inquiries from overseas investors and companies. As “the company with the highest level of human resources in Japan,” we want to take on the world.
Our recruitment process starts with “building a fan base.” Our medium- to long-term goal is to have a team of 3,000 people.
Okano: Could you tell us about your recruitment strategy after going public?
Niiyama: If I were to express my ideal, I’d like our company to become the kind of company that people say, “If you’re going to try out for a consulting firm after changing jobs, just go for Northsand as a ‘trial run’.” McKinsey for strategy consulting, Google for IT consulting. We aim to be a company whose name stands alongside them.
Our actual recruitment strategy involves continuing to “build a fan base” with the agents who have supported us over the years. Just as consulting firms have clients, recruitment also requires “professional partners.” We rely on trustworthy individuals to help us with things we can’t do ourselves. This relationship is the foundation of Northsand’s recruitment.
Therefore, our goal is not to “increase the number of applicants,” but to “increase the number of fans.” We want to steadily cultivate relationships where employees, clients, agents, and everyone considering a career change—including potential candidates—naturally say, “Northsand is a great company.” That is the core of our recruitment strategy.
In the medium to long term, we aim to have a workforce of 3,000 employees . However, our goal is not simply to increase the number of employees. We want to create a company where working at Northsand is something to be proud of.
Okano: What are the attractive aspects of joining your company at this particular time?
Niiyama: Actually, even though only about 10% of our employees come from a consulting background, our turnover rate is an exceptionally low 6% in the industry. In other words, we have a “foundation” in place that allows even those without experience to thrive for a long time. Northsand is a company that genuinely supports people who “want to challenge themselves in consulting .” We have established systems, training programs, and mentoring to alleviate the anxieties of taking on this challenge.
Furthermore, executive and management positions are constantly being created, fostering a culture where many people can take on challenges. In this rapid growth phase, executive and management positions are opening up one after another.
For those who want to “try their hand at consulting” or “aim for even higher positions and salaries,” now is truly the best time.
Systems and culture that support employee success
Okano: I’d also like to ask about the systems in place to support employees’ challenges.
Niiyama: New systems are constantly being created based on employee feedback.
For example, the MBA application system , English language learning support , wellness leave , and KIZUNA leave .
We are creating systems that support each employee’s “challenge” and “growth,” and an environment where they can continue to work with peace of mind.
We have an English teacher on staff, and you can freely take English conversation lessons.
Recently, the number of projects requiring English has been increasing, and many people are joining us with the goal of ” English skills x consulting .” As global projects increase, the environment for developing language and communication skills is becoming increasingly comprehensive.
We also focus on training programs led by external instructors to enhance interpersonal skills . By learning from people from completely different fields than those encountered in daily work, we create opportunities to refine our sensibilities.
For example, we recently invited a top salesperson from a certain foreign company
to give a lecture on the theme of “How to interact with customers.” Learning from someone in a different industry than our usual work—how to cultivate “personal charm” that cannot be measured by numbers—has given us an opportunity to re-examine the essence of our work.
A safe and secure workplace fostered by effective communication.
Okano: Is there anything you consciously keep in mind when communicating on a daily basis?
Niiyama-san: “I believe that talking for 5 minutes every day is more important than having a one-on-one meeting once a week. “Not just saying “Good morning,” but also “You did a great job at work yesterday”—those simple words build trust.
Northsand has meticulously established its labor management system since the preparation stage for its IPO. Overtime hours are checked weekly by executives.
Because “Northsand is a company full of hard workers,” we are thorough in ensuring that the burden does not fall disproportionately on any one person. Even now that we are listed on the stock exchange, we continue to value “carefully creating a good working environment.”
I believe that balancing governance and speed is an eternal theme. Speed is important. But the days when “implicit overtime” occurred in order to maintain that speed are over. It’s great to work hard, but the ideal is for the entire team to achieve results, rather than someone having to overwork themselves to support the team. When fatigue or friction arose on the ground, we resolved it by “simply talking.”
While company-wide figures allow us to understand overtime hours, they don’t capture the “feel” on the ground. That’s why daily conversations are essential. We want to have relationships where we don’t just ask “How’s work going?” but also “How are you feeling?” If someone feels they lack energy, we want them to have the courage to stop and reflect. That’s the kind of organization we aim to be, where we can carefully re-examine our work style.
Okano: It’s clear that you value even the smallest conversations on set.
Niiyama: Yes. It’s important to focus on the other person.
It’s not about saying “solve the problem” just because you’re the boss, but about treating each other with respect.
Instead of thinking “that person is no good” if they make a small mistake, I think building a relationship where you can speak freely leads to trust. It’s
the same for upper management; President Maeda and the management team are watching each and every person closely .
That’s why we aim for a world where you don’t have to think about why you’re talking. If
you can talk about anything, and it’s not awkward even if you don’t talk about anything, then the organization will be strong. Paying attention to each other’s expressions and being considerate of how everyone is doing on a daily basis. We don’t want to be an organization that only says good things, but rather one that values relationships where bonds can be strengthened, especially when things aren’t going well . We want to be a company where people can trust each other as “people,” beyond the roles of boss and subordinate .
The next 10 years – To become a company that further supports challenges and encourages its employees.
Okano: Finally, could you tell us about your future plans?
Niiyama-san: “The next 5 to 10 years will be a phase where our current colleagues will grow into leaders and managers.
As the organization grows, we want to create opportunities for even more people to thrive.”
Northsand is a company full of great people. If you share our culture of valuing people, you’ll surely feel comfortable here. It’s the perfect environment for those who want to hone their business acumen and those who want to drive an organization forward with their own abilities.
Personally, I’m happy to see more and more of my colleagues aspiring to become managers or leaders. The more people who have that ambition, the stronger the organization becomes.
As a company, we want to continue to cultivate a culture of continuous challenge.
How can we protect and evolve a culture that values people?
Okano: As the organization expands, how do you plan to protect your culture and uphold the founding principle of “people are the main focus”?
Niiyama: Our CEO, Maeda, has been sending out a message to all employees every morning without fail since 2020 .
In addition to the monthly company-wide meetings that have been held since the company’s founding, we also hold “Philosophy Meetings” and other events at each of our locations to increase opportunities for management and all employees to share the same values.
Furthermore, not only top management but also middle management acts as evangelists for our philosophy, playing a role in passing it on to the next generation.
In the consulting industry, the focus tends to be solely on skills. However, we focus not only on skills but also on people, and we place great importance on the interpersonal skills of our consultants. Northsand defines “interpersonal skills” as charm, honesty, and persistence . Those who possess these three qualities and can act with strong determination are the ones who thrive after joining our company. We will continue to provide consulting services that focus on “people,” sincerely supporting not only our clients but everyone involved, and delivering value. We
believe it is important to continue searching for people who resonate with our values, not only during onboarding and training after joining the company, but also throughout our recruitment process.