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Fair Evaluation/Treatment
Human Resources System (Evaluation/Treatment)
“Roles” form the basis of Fuji Xerox's human resources system. The company presents “roles” to achieve management goals, while employees display their ability and expertise to attain the goals, thereby realizing the growth of their own and receiving rewards. We aim to establish such an equal relationship between the company and employees. To this end, Fuji Xerox adopted a new human resources system in October 2006, with the following five main points. The system has been used up to the present.
- 1. Adherence to the role-based policy and optimal job assignments
- 2. Evaluations leading to the achievement of organizational goals and employees' growth
- 3. Review of the compensation structure to shift to a role-based one
- 4. Strengthening of management capabilities
- 5. Strengthening of functions to check operation of the human resources system
There are two assessment mechanisms under this human resources system. “Role achievement evaluation” ascertains the degree of achievement of the role target set for each employee, and “competency assessment” measures employees' competency. The treatment of each employee is determined according to his/her role and the degree of contribution and achievement in executing the role.
In 2008, after two years since this human resources system was adopted, we drew up the following improvement plans for each domain, taking into account the results of the system review conducted in the previous fiscal year.
- 1. Further clarification of the roles of leaders and specialists, and review of criteria for and the process of examination of employees to be appointed to leadership role
- 2. Setting of appropriate goals for each grade and role, and enhancement of evaluation management capability
- 3. Improvement of the reliability of competency assessment, and utilization for human resource development purposes
- 4. Clear statement of career development plans, and consideration of systematic job rotations
Among these items, we started the active utilization of specialists' competency as a specific measure in FY2008. For example, the product development division to which software engineers belong adopted the following assessment processes in FY2007 and these processes were further improved in FY2008: 1) develop skill criteria and integrate them into specialists' competency → 2) identify the competency needing strengthening in light of the division's problems → 3) conduct assessment → 4) analyze gap →5) attend training courses/develop courses. We will work to enable other organizations to adopt these processes in the future.
Meanwhile, in order to appoint the right person to the right job, to effectively utilize and develop human resources, and to revitalize job rotations, every employee fills out a “career development sheet” once a year. The sheet includes such items as the employee's future career plan, review of his/her work in the past year and goals for the next fiscal year. We made improvements in the sheet so that we can grasp more appropriately the degree of fitness for the current job and the intentions of the supervisor and the employee regarding career development and cultivation. As a result of this measure, it was found that tendencies vary according to the organization and the type of job. Thus, we need to take into account these factors when planning career development and job rotations.
We will continue our efforts to improve the role achievement evaluation system. We will also focus on the education of managerial-level employees, who perform evaluations, so that evaluations can be managed in view of the growth of individual employees, such as setting goals that reflect the spirit of taking on new challenges and thereby facilitating well-organized evaluations.
