Human Resources Development

The JVCKENWOOD Group regards human resources development as a top priority to secure continued growth for the company, and is striving to foster and retain employees by establishing education/training systems that support the growth of individual employees and by developing/utilizing structures that allow employees to maintain long-standing careers even in the face of lifestyle changes.


Initiatives to Support the Development of Skills & Careers

JVCKENWOOD has implemented systematic training for employees to develop and enhance the skills they need to perform their professional duties and demonstrate their full capabilities within their organizations. We also conduct a career development program that assists employees in making use of their experience to realize their personal visions for the future. Through these two efforts, we have put in place a training system that offers carefully tailored support for the growth of each employee. 


Employee Training to Develop/Strengthen Skills

JVCKENWOOD has established a training system to foster diverse human resources, including New Employee Training for new employees joining the company, New Promotee Training for employees promoted to a higher level or position within the company, New Manager Training for employees promoted to a managerial position, and participation in outside seminars and business schools, all aimed at meeting employees’ ambitions for growth.

 

To spread the specialist knowledge and operational know-how needed for business strategies and operational administration throughout the company, departments are also independently planning and conducting training in specialist knowledge and operations. Average annual training hours per employee is 8.5 hours. 


Training category Content (eligible persons) Number of Participants in FY2019
Managerial-class training Dispatch to outside training
Training for the heads of overseas sites
3
Next-generation global personnel training Training for employees recommended by their departments as candidates for future overseas assignments 15

Tier-specific training

1) New Employee Training: group training and sales practice 74

242

2) New Promotee Training: training for persons promoted to general administrative roles 118
3) New Manager Training: training for persons newly promoted to managerial positions 50
Career design training See Career Development Program below 352
Specialist knowledge training and practical seminars by individual organizations Training on specialist knowledge and practical operations planned/administered by individual organizations
(Group training and e-learning)
<FY2019 Training Topics>
Diversity, mental health, risk management, intellectual property, legal affairs, compliance, trade operations, IT security, quality control, environment, etc.
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Career Development Program

The Career Development Program consists of the following three contents, each of which has respective target employees and subjects.

  1. 1.Career interview
    Career interview, the most fundamental part of the Career Development Program, is an opportunity for employees to discuss with their superiors their own career vision and career development topics (matching with assigned organizations, individual skills possessed, etc.) to line up the individual’s desired direction with the company’s expectations. All employees take part in career interview, which are conducted once per year.

  2. 2.Career design training
    Career design training is an opportunity for employees themselves to draw their own career vision and consider what actions are necessary to realize it, and fundamentally it is conducted at five-year intervals. Expectations are that employees will take note of various facts when considering their future vision while looking back at their approach to work theretofore. This training also gives them the chance to discuss their career visions with other participants while comprehensively thinking about work-life balance in terms of self-development toward future goals and connections with family and the local community.

  3. 3.Career development support
    Employees who have completed career design training are eligible to use the career development support system. This system includes assistance in terms of both time and money that enables employees to make the best of what they have learned and discovered in the above training to take on further challenges. Thus, it helped improve our value as a company by actively supporting human resources development for enthusiastic and skilled employees, including encouraging them to become qualified as certified social insurance labor consultants or obtain other qualifications. We provided support for about 58 employees in FY2019 and, as this positively stimulated other employees, we will proactively continue making use of this support system.

Structure of Career Development Program (CDP)


Next-generation global personnel training

Next-generation global personnel training is provided to young employees recommended by their departments, who show potential for future overseas assignments. During training, trainees participate in group sessions designed to improve their language and communication skills. This training is positioned as one of the measures designed to reverse the current trend where the same handful of employees are chosen to work overseas resulting in a decrease in the number of employees who have overseas business experience. Another way we are working to solve this problem includes new overseas assignment duration rules, which were put into effect along with this training program. At the same time, we are working to develop the next generation of employees who can navigate the global environment as they take the helm of an international business.


Other Initiatives

Fostering female managers

In order to raise the ratio of women executives, stratified training is provided to female staff to foster future women executives. In addition, diversity training is provided to executives to help them deepen their understanding of the concept and importance of diversity as well as positive changes brought about by embracing diversity within our organization (to promote diversity to change oneself and change the way everyone works).


Free agent (FA) program

We have introduced a free agent (FA) program to encourage self-fulfillment and self-transformation while fostering a culture of challenge. To be eligible, an employee must have worked for the company for a specified number of years and have gained commensurate work experience. Our goal is to encourage employees to willingly and independently take stock of their skills as well as experience while giving them the opportunity to reach their desired position through the rigorous selection process of the FA program. This is all in the hope that they will remain highly motivated, fully use their abilities, and make a significant contribution to our business.


Internal recruitment program

Similar to the FA program, the internal recruitment program allows an employee to transfer to another department within the organization based on their own will and motivation. It differs from the FA program in that, in addition to promoting organizational vitality through the continual rotation of human resources, it is also designed to quickly place people who can hit the ground running in departments that need them. This program, along with the FA program, enables employees to work independently to develop their skills while helping them achieve their individual career goals.


Initiatives to pass on technology and know-how

The JVCKENWOOD Group has a re-employment program for employees who contributed to the company until they reached retirement age. The program is designed to reduce the technological impact from experienced engineers leaving the job due to retirement and to ensure that the company’s collective technology and know-how are passed on. This program, in accordance with the Act on Stabilization of Employment of Elderly Persons, allows those who have reached the prescribed retirement age of 60 to extend their employment up to age 65 if they so desire. It benefits retired employees in that it continues to provide them with a livelihood after they have reached retirement age while giving them sufficient time to pass on the technology and know-how they have developed over the years to the next generation.