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Aiming at Creating a Climate that Allows Personal Development and a Lively and Rewarding Workplace
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| Tn the belief that our employees are our biggest treasure, and to support them in striking a balance in their roles as employees, members of society and individuals, Takara Shuzo endeavors to enhance the personnel system and various employee benefit plans so that employees can work safely and in good health. |
People are Human Treasures
At Takara Shuzo, we see people as an irreplaceable asset. In recognition of this, we changed the characters in the word, jinzai, to change its meaning from “human resources” to “human treasures.” From the standpoint of respect for people, we promote a lively, positive workplace that encourages a will to work and a climate that allows for personal development. Within that, we strive to help our employees nurture a balance in their roles as employees, members of society and individuals (Figure 1).
As of April 1, 2005, Takara Shuzo had 1,454 staff. There were 172 female employees, accounting for 12% of the total staff. Management personnel numbered 292, including four female managers that accounted for 1.4% of the total management personnel. The (2005–2007) Medium-Term Management Plan for the personnel division aims at the active promotion of female workers and since April 1, 2005, the senior partner (reemployment) system has been introduced. As of June 1, 2005, handicapped persons made up 2.1% of Takara Shuzo’s staff, surpassing the legal requirement of 1.8% (Figure 2).
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Figure 2: Employment Rate of Handicapped Persons
(as of June 1, 2005)
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Nurturing of Human Treasures and Personnel Development
Takara Shuzo positions the evaluation, management and nurturing of human treasures (personnel development) as interrelated systems.
In personnel development, we have separate training programs by rank and category. We have also introduced systems to support employees’ self-development efforts by a correspondence education system and a graduate school attendance assistance system.
For assignment and transfer, employees experience, in principle, three assignments (workplaces) during the 10 years after joining the company. Through the self-declaration system, we exercise job rotations that take into account the duties declared by employees to the company and the employees’ wishes regarding their own development.
For evaluation and treatment, we adopt a merit rating system to facilitate the nurturing of human treasures and personnel development and to ensure equal treatment for all. The system is characterized by an absolute ability rating and goal-oriented management, making use of challenges and scoring and reporting ratings back to the individuals.
In training new employees to nurture “Takara Persons” who are strong and dependable and appreciate the customers’ viewpoint, with a knowledge of manufacturing and professionalism, we hold common introductory training sessions for office, sales and engineering duties for them, followed by long-term training programs at the Main Office, factories, branches and distribution sites for those assigned to office or sales duties. |
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