The JVCKENWOOD Group regards human resources development as a top priority to secure continued growth for the company, and one of our management policies is to develop human resources and strengthen organizational capabilities to realize innovation.
It is striving to foster and retain human resources that inspire innovation 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.
JVCKENWOOD will promote the Human Resources Management (HRM) strategy for the new normal era based on the medium-term management plan, VISION 2023. We will introduce telework regulations, including telework, to encourage employees to work at home by age, to revitalize the organization through personnel rotation, and to implement productivity improvement measures that anticipate future reductions in the number of employees. In the personnel system, in order to realize diversity of human resources, we are reorganizing our compensation and assessment systems by introducing advanced Expertise positions, and by responding to shortened working days and hours.
Themes to address in Human Resources Management (HRM) Strategy
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.
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.
In addition, in order to develop Expertise knowledge and practical knowledge required by the company as a whole for business strategies and business operations within the company, Expertise knowledge and practical training are provided, which are voluntarily planned by individual divisions. The total company-wide training time* is 34,455 hours, and the average annual training time per employee* is 10.46 hours.
* Calculations are based on the List of Training to Develop/Strengthen Skills (Table below).
|Training category||Content (eligible persons)||Number of Participants in FY 2020|
Dispatch to outside training
Training for the heads of overseas sites
|Tier-specific training||1) New Employee Training: group training and sales practice||43||617|
|2) Promotion Requirements Training: training for persons promoted to general administrative roles||545|
|3) New Manager Training: training for persons newly promoted to managerial positions||29|
|Career design training||See Career Development Program below||0
(Postponed to the next year for FY 2020)
|Specialist knowledge training and practical seminars by individual organizations||
Training on specialist knowledge and practical operations planned/administered by individual organizations
<FY2020 Training Topics>
The Career Development Program consists of the following three contents, each of which has respective target employees and subjects.
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.
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.
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 11 employees in FY2020 and, as this positively stimulated other employees, we will proactively continue making use of this support system.
See the page linked below to learn about stratified training provided to female staff to foster future women executives.
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.
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.
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.