皆様、初めまして。ご覧いただき、ありがとうございます。
株式会社ReBoost　代表取締役の河合 聡一郎と申します。

Through about 15 series from this time, I would like to tell you from various fields about "organizational creation in startups/venture companies".

ReBoost Co., Ltd., which I run, has a mission of "supporting the challenges of changers and creating a better society", and we support various startups from the freshly founded phase to the post-IPO, from the freshly founded phase to the post-IPO, as well as the overall creation of organizations such as mission/value formulation and executive development. At the same time, we are creating an environment where axel can be stepped on by the growth of our business through investments in startups that have just been founded.

I myself originally worked for a listed printing machine manufacturer after graduating from university as the third generation of a printing machinery trading company that celebrated its 80th anniversary. Since then, I have experienced support for recruitment at the Recruit Group and the launch period of BizReach Co., Ltd. After working at Sesulforth.com and Konica Minolta, he joined Laxle Co., Ltd. as a founding member and has been in a wide range of human resources positions since its founding.

I would like to tell you about the organization creation of fast-growing startups, their fun, and the challenges.

What is the funof HR in startups?

Compared to a long time ago, human resources require a wide range of functions. In particular, in startups and ventures that are growing, we understand "management​ strategy and business strategy",​ "organizational design of what kind of organization to fight in", "securing human resources as​ a source of competitive advantage", "formulation of value in what direction to group the organization", "evaluation system of what kind of human resources are evaluated by what standards", "development of managers and executive positions leading the company", "labor to develop an environment where employees can work with peace of mind".​​​​

In addition, it is required to discuss these with founders and executives, and to lead them independently. Like large companies, they are not structured or subdivided, and each person has a large discretion, and it is also characteristic that initiatives are easy to come out as a result.

In particular, with regard to recruitment activities to "secure human resources", there has been a fierce competition for recruitment in recent years, as a large number of startups have been founded, funding from venture capital has been entering, and the number of people who are challenging is increasing. The world of War for Talent, which McKinsey set up in 1997 and was also a book, has been realized.

How can companies define the people they need, form a population, and have them choose? more proactively than ever before.

Through future series, I would like to convey not only these recruitment activities, but also recruitment and publicity to get to know the company, how to design an organization that is important for properly advancing business, the role of executives, missions and values, and the way of thinking about evaluation systems, etc., from various angles about "organizational creation in startups/venture companies". Thank you very much.