In order for the Group to grow sustainably, it is essential to increase abilities of each and every employee and support their growth to maximize the organizational capabilities. In other words, we believe that the human resources strategy is our management strategy itself. In particular, we position developing next-generation leaders who will lead our management and business as an important theme in our human resources strategy.
Human Resource Development
Policy on Human Resources Development
Advanced IT Human Resources
Based on the belief that the use of advanced and cutting-edge IT technology is the source of our business, we invest in our IT technicians to acquire advanced and cutting-edge skills and to accelerate the realization of our business strategy. In the engineer training, new graduates learn basic knowledge of IT infrastructure and development technologies, and learn technologies related to system development, networking,security, and other infrastructure in a hands-on manner through development exercises and other activities.
In addition, each engineer is allocated an annual budget for education and training, and we actively utilize training opportunities provided by outside professional organizations to enable our engineers to acquire advanced and cutting-edge IT technologies and to respond quickly to changes in fast-moving IT trends.
In addition, each engineer is allocated an annual budget for education and training, and we actively utilize training opportunities provided by outside professional organizations to enable our engineers to acquire advanced and cutting-edge IT technologies and to respond quickly to changes in fast-moving IT trends.
Qualification Reward System and Support for Acquiring Qualification
In line with the changes in the times, including the speed of technological innovation, changes in individuals’ lifestyles, and career diversification, in addition to group training, we are strengthening the development of individual skills and abilities.
We encourage employees to obtain qualifications by covering the costs of obtaining and maintaining qualifications and paying monetary rewards for doing so. Eligible qualifications include vendor certifications in areas such as network security, servers, databases, and cloud computing, public IT qualifications such as Information Technology Engineer and Registered Information Security Specialist, DX promotion-related qualifications in AI, statistics, and the like, and other qualifications necessary for business operations.
To support employees’ language skills, we conduct English language training that takes TOEIC exam preparation into account. We are also responding to the diversity of our workforce by offering non-Japanese employees assistance to take Japanese language classes.
As other self-improvement initiatives, we promote the development of expertise and individual skills in all employees by subsidizing the costs of external online training and in-person courses and paying monetary rewards when they obtain company-recommended qualifications.
Career Steps
We have three major job classifications: "Player," "Management," and "Specialist. After gaining experience in the Player position first, the employee decides whether to become a Management or Specialist, depending on his or her own characteristics.
Education and Training
■Training System
We provide training to acquire the qualities required for each role at each layer, as well as training to acquire specialized skills, and support for certification acquisition by offering incentives and covering the cost of exam fees.
■Training for new graduates
For new graduate employees, as pre-employment training, the Company provides support for self-improvement through e-learning targeting students who have received employment offers from the Company and the acquisition of qualifications at the Company’s expense. After they have joined the Company, as a transition period from student to working member of society, the new graduates begin with off-the-job training (OFF-JT), which is designed to give them a deeper understanding of the Company’s corporate culture and work processes as a whole, as well as equip them with basic business skills and IT skills.
Subsequently, they will be nurtured through on-the-job training (OJT) conducted by supervisors and trainers in the departments to which they are assigned. This is in addition to a year-long on-boarding process conducted by the Human Resources Department, which employs such means as questionnaires and interviews. In these ways, we provide an environment in which new graduates can work with peace of mind.
■Career Development Support
To help employees realize their own vision of what they want to become, we support them so that they can build their own career path independently through career interviews with supervisors, career training by age group, and career consultant interviews.
・The career interviews with supervisors provide an annual opportunity for employees to draw up their own career plans from medium- to long-term perspectives and to develop mutual understanding with their supervisors through dialogue.
・In career training by age group and career consultant interviews, employees are given the opportunity to think about their personal future vision, based on the balance between work and life events at various age groups, their values, and other factors, and to prompt them to organize their thoughts and take action toward drawing up their career plans and making those plans a reality.
We have also set up a Career Challenge System, which enables employees to forge their own career path independently. This program allows employees who have requested a transfer to make that happen by passing a selection process (document screening and interview). In this way, the Company helps employees who want to take on new challenges.
■Evaluation system
In the Company’s evaluation system, employees are assessed using two main criteria. One is a performance evaluation, which assesses their achievement of organizational and individual performance targets and individual growth targets. The other is job aptitude evaluation, in which they are evaluated based on their fulfillment of the expected roles for each grade. The results of these evaluations provide the basis for the determination of employees’ treatment (salary, bonus, and grade). In addition, the roles and evaluation criteria expected at each manager and supervisor grade (management: three grades, specialist: three grades) and general employee grade (player: four grades) have been codified, and a fair and satisfactory compensation system has been realized. For medium- to long-term growth, the evaluation items are set with an emphasis on contribution to the entire organization, such as identifying issues, planning, leveraging expertise, and improving operations, and human resource development, such as nurturing of team members and successors.
In addition to twice-yearly evaluation feedback interviews with their supervisor, employees take part in goal-setting interviews and regular one-on-one interviews, as part of our efforts to support each individual employee to achieve their goals and growth. After the feedback interview about their evaluation results, the evaluated employees are asked to complete a questionnaire to help improve the quality of the interview process. Evaluators (managers) are also given training by external instructors, as well as training by the Human Resources Department regarding feedback and target management.