SEE ATTACHED
Response to the 2 peers below. Cite 2 scholarly articles, Using APA format.
Apple’s HR Strategy: Overcoming Key Barriers
N’O 1A. Apple Inc. uses three main corporate strategies which have a significant impact on the company’s human resources (HR) issues: innovation leadership, integration of an ecosystem for differentiation, and global strategy. These strategies all formulate Apple’s approach to workforce management, talent management, and HR policies.
Apple’s core strategies focus on innovation leadership, which means taking the lead in new technology development, like AI and VR (Zhao, 2024). At the same time, this focus on new innovations has created an important HR issue. The company struggles to attract and retain qualified individuals due to the stiff competition in the market. With Apple heavily dependent on skilled engineers and designers, it needs to constantly improve its talent management systems and pay them well. In addition, DEI efforts at Apple have faced backlash but modifying them would be counterproductive for fostering creativity and innovation. Recently, a shareholder sought to cancel Apple’s DEI efforts on the grounds that they pose legal risks (Liedtke, 2025). Although the proposal was voted down by nearly 95 percent, it shows the persistent legal and ideological maneuverings around workforce diversity.
The second significant approach which Zhao notes is in 2024, is ecosystem integration differentiation which further enhances the brand loyalty as well as aids in improving the interoperability of Apple’s devices with one another. It also allows Apple’s products to function smoothly together. The company’s human resource department is challenged with retaining the specialized talent that is required in order to uphold this ecosystem. One of the core problems is too much dependence on the third-party producers, which has the potential to cause supply chain and quality control challenges. As strategic management suggests, the development of these employees and the strengthening of relations with suppliers will reduce risks (Mello 2019).
Finally, Apple is also concerned with the different global time zones and areas with differing labor regulations, cultures, and politics. Managing a $500 billion investment in American job creation (Liedtke 2025) makes this workforce very important and needs careful consideration. The other side does not allow smoother HR strategy development is the policy requirement for corporates consistency with localized administration on international markets approach.
In order to overcome these problems, Apple needs to adjust and strengthen its position on DEI regardless of legal concerns, increase sub-specialist training for this educational ecosystem, and create HR plans tailored for global marketing initiatives relative to localized oversimplified expansion. This will allow Apple to simultaneously adapt to competition and offer sustainable solutions and, foster inclusivity and flexibility.
References
Liedtke, M. (2025, February 27).
Apple shareholders reject proposal to scrap company’s diversity programs. Associated Press.
Mello, J. A. (2019).
Strategic human resource management. Cengage Learning.
Zhao, Z. (2024).
Strategic evolution and competitive analysis of Apple Inc.: Embracing business model innovation and technological advancements in the AI and VR era.
Highlights in Business Economics and Management, 39, 288-292.
TH 1B. Toyota Motor Corporation has three major corporate strategies that present distinct HR challenges as the company navigates its transformation from a traditional automotive manufacturer to a mobility technology company.
Toyota’s first major corporate strategy focuses on electrification and carbon neutrality. The company has committed to introducing over 30 electric vehicle models by 2030 with a $70 billion investment in electrification technology (Liker & Hoseus, 2010). This strategy creates significant HR challenges related to workforce capability transformation. Toyota must rapidly develop expertise in battery technology, electric powertrain systems, and sustainable manufacturing processes that differ substantially from traditional internal combustion expertise. According to Cappelli and Keller (2017), automotive companies face intense competition from both industry peers and technology companies for specialized electrification talent, creating recruitment and retention challenges. Additionally, Toyota must manage the transition of its existing workforce from internal combustion to electrification expertise, requiring massive reskilling initiatives and potential workforce restructuring in some areas.
The second major corporate strategy centers on autonomous driving and connected vehicle technology. Through initiatives like Woven Planet, Toyota is developing advanced driver assistance systems, autonomous driving platforms, and vehicle connectivity solutions (Thite, 2019). This strategy creates HR challenges related to acquiring and integrating technology talent with significantly different skills and work expectations than Toyota’s traditional workforce. Software engineers, data scientists, and AI specialists typically expect different work environments, compensation structures, and career progression paths than manufacturing-focused employees. Winfield (1994) notes that Toyota’s traditional strengths in developing manufacturing talent must be complemented by new approaches for technology talent acquisition and development. Additionally, autonomous technology development requires cross-functional collaboration between traditional vehicle engineering teams and software/AI specialists, necessitating new integration approaches and team structures.
Toyota’s third major corporate strategy involves digital transformation across its entire value chain, from product development to manufacturing to customer experience. This includes smart manufacturing initiatives, digital product development tools, and enhanced digital customer interfaces (Thite, 2019). The HR challenges associated with this strategy involve developing digital literacy across the entire organization, not just specialized technology teams. Toyota must ensure all employees develop sufficient digital capabilities to participate in the transformed organization, requiring comprehensive learning and development approaches. According to Liker and Hoseus (2010), Toyota’s traditional strength in on-the-job training must evolve to include more accelerated learning methodologies for digital skills. Additionally, Toyota must balance the efficiency improvements from digital automation with its traditional respect for human skills and employment stability, creating workforce planning and change management challenges.
Despite Toyota’s commitment to people development, several barriers may prevent the company from taking a more strategic approach to HR in support of these corporate strategies.
The first significant barrier is Toyota’s hierarchical organizational structure and consensus-based decision-making approach. While these elements contribute to Toyota’s operational excellence, they can slow the rapid talent strategy shifts needed to support transformation. Winfield (1994) observed that Toyota’s traditional nemawashi (consensus-building) approach often delays implementation of new initiatives. To eliminate this barrier, Toyota should establish a dedicated HR transformation team with streamlined decision rights for talent strategy implementation, while maintaining appropriate connections to the broader consensus process. This team should be empowered to make rapid decisions within a clear strategic framework, accelerating response to competitive talent dynamics without completely abandoning Toyota’s collaborative culture.
A second barrier is the potential cultural resistance to new HR approaches that differ from Toyota’s traditional practices. The company’s strong culture has been instrumental to its manufacturing success but may impede adoption of new practices required for technology talent. For example, Cappelli and Keller (2017) note that technology specialists often expect greater work flexibility, faster promotion paths, and different compensation structures than traditionally offered in manufacturing environments. To address this barrier, Toyota should develop a “culture evolution” strategy that explicitly identifies which elements of Toyota’s culture are foundational and must be preserved (e.g., respect for people, continuous improvement mindset) versus which practices can evolve to accommodate different talent segments (e.g., work arrangements, career progression approaches). This strategy should be developed collaboratively with both long-tenured Toyota leaders and newly hired technology talent to ensure legitimacy across workforce segments.
The third significant barrier is talent capability gaps within Toyota’s HR function itself. Many HR professionals at Toyota have developed expertise in supporting manufacturing operations but may lack experience with technology talent management, digital HR platforms, or advanced workforce analytics. According to Thite (2019), HR teams supporting digital transformation must themselves develop new capabilities in areas like talent analytics, digital change management, and technology-focused talent acquisition. To eliminate this barrier, Toyota should implement a comprehensive capability development program for HR professionals, including specialized learning paths, external hiring for critical capability gaps, strategic partnerships with HR technology providers, and rotation opportunities for HR staff with technology companies. Additionally, Toyota should establish a specialized HR technology and analytics team to accelerate capability development across the broader HR function.
By addressing these barriers through targeted interventions, Toyota can enhance the strategic alignment between its HR function and corporate strategies, better positioning the company for successful transformation while maintaining its core cultural strengths and manufacturing excellence.
References:
Cappelli, P., & Keller, J. R. (2017). The labor market for executives: A case for technologists. Harvard Business Review, 95(5), 98-107.
Liker, J. K., & Hoseus, M. (2010). Human resource development in Toyota culture. International Journal of Human Resources Development and Management, 10(1), 34-50.
Thite, M. (2019). Digital human resource development: Where are we? Where should we go and how do we go there? Human Resource Development International, 22(2), 189-199.
Winfield, I. (1994). Toyota and the art of HR management. Employee Relations, 16(1), 41-53.
SEE BELOW 1C AND 1D
1C.
Review, minimally, two academic/scholarly sources and the course text. Mello, J. A. (2019).
Strategic human resource management. Cengage Learning.
AMA ZON*Select a company, possibly the one are researching this term.
With respect to the company, you have chosen this term for research, share the major purposes of a performance management system. Describe the strengths and weaknesses of traits, behaviors, and outcomes of measurement for the company outcomes. Describe and contrast at least two of the four evaluation methods. Share how they might provide an optimal strategic fit.
1D
Select a company, possibly the one you are researching this term.
* AMAZON*
***Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?
