Initiatives for Stable Employment

Career Development

The Basic Approach of Fuji Xerox for Personnel Development

  • The company itself is a place of education.

    Growth of the individual and organization as a whole will lead to the development of Fuji Xerox and its affiliates.

  • The job itself contributes to personnel growth.

    Centered on development through practice at work, integrate knowledge and experience, as well as theory and front line.

  • Personnel development is the role of management.

    The most important role of a manager is to nurture people who can think and act on his/her own.

Fuji Xerox seeks employees who can think and act for themselves, are able to adapt to changes and initiate innovation. We are implementing a series of measures to ensure that every employee can develop their competency autonomously, enabling them to strengthen their abilities which are directly related to the career in which they can actually experience their own growth.

Fiscal 2013 Activities

In fiscal 2013, Fuji Xerox and its affiliates in Japan continued to revise the education system based on type of work (R&D, production, systems engineers, customer engineers, and sales) and employee level (new graduates, young employees, leaders, and management). In type-based education programs, we strengthened the organization's capabilities by addressing uneven management quality. We did this by providing sales managers with management training, alongside the nationwide deployment of sales-force automation (SFA) to sales sections. We first sought to strengthen the ability of our personnel to identify issues facing our customers. We did this through a training approach based on hypothesis testing, intended to strengthen skills in delivering solutions to customers. In employee level education, we changed our training program from one that is only offered once as a group to a continuous program providing support for each employee as he or she tackles various challenges all year long, in order to develop human resources that are able to challenge higher goals and to persevere with what they have started to the end. These and other efforts have been made to develop a system wherein individual employees, their managers, and the Human Resource Development Department work together as one in human resource development. Also, we implemented problem-solving training throughout the company in order to foster a workplace culture that encourages everyone to take a scientific approach toward their work. At workplaces engaged in development and production, we have been developing the type of people that are capable of accurately identifying the causes of the problems and responding appropriately to prevent their recurrences. For sales, we have been training human resources that are able to find solutions to problems that customers face.

Directions in Fiscal 2014

In fiscal 2012, Fuji Xerox will continue with efforts to develop human resources that contribute to sustainable growth for the Company, focusing specifically on the following areas:

  1. Strengthen problem-solving capabilities that can identify solutions to business issues

    New graduates and young employees are trained to acquire the basic ability to act based on the interests of the customer. Mid-level sales employees are encouraged to acquire the ability to identify customer changes and the issues that customers face, through continued training based on hypothesis testing to strengthen all these capabilities. This will be in addition to planning and deploying for a new training program to promote our newly planned outsourcing businesses. By doing so, we will strengthen our ability to deliver services to our customers. For mid-level R&D and production employees, we will implement training to create human resources with broad-ranging capabilities who can take action while also thinking about the pre and post production processes. With these efforts, we will work to further improve the value that we deliver to our customers.

  2. Strengthen management capabilities

    Our goal is to enhance our management so that it can strengthen the organization and lead it toward reform. To realize this, new managers will be prompted to make a thorough change to their mindset so that they can take action with decisiveness in their new management role. Also, for existing managers, improvements will be made to reduce the differences among them in their desire to promote reform and their ability to take action, as well as enhancing their capabilities in nurturing the development of their subordinates. This will be realized by planning and implementing new measures that make their management abilities more visible, thereby serving to strengthen the various management levels.

  3. Strengthen global human resource abilities

    Through continual implementation of and qualitative improvements in training on overseas business operations expanded during fiscal 2011, we will continue to train human resources capable of responding to our globalizing customer base. We will also continue to provide training for leaders based on a global perspective, increasing opportunities for discussion and joint action among members from multiple nationalities as part of our core human resource training.

The Trinity: Front Line; Human Resources Department; Human Resource Development Department, for Personnel Development

Cycle of Personnel Development (personnel development and competency development)

Education Structure Envisioned by Fuji Xerox and its Affiliates

The goal of human resource development at Fuji Xerox and its affiliates is to develop human resources capable of acting independently. We do this by strengthening capabilities along two axes: general competencies shared across job types and specialized competencies for specific job types, in accordance with an individual's knowledge, skills, and experience.

Career Development Support

Employees draw up a career development sheet, where they actively build their next career steps by reviewing the experiences (expertise and years of experience) they gained from their job up until now and determining their own strengths and weaknesses. In fiscal 2012, establishing the time span for the next career goals was emphasized. For the aim of increasing concreteness and feasibility of future career plans to employees, the previously used career goal spans of short-term (1 year) and mid-term (5-10), was aggregated into one 5 year goal span. Employee career goals and plans are shared directly with their superiors through personal interviews.
As support for individual career development, we hold career consultations led mainly by consultants fulfilling two functions within the Company. Since establishing the Career Consultation Office in 2002, some 4300 employees have used these services.
In fiscal 2013, employees in their 20s accounted for approximately one-third (30%) of all consultations, pointing to a clear awareness of career formation issues among our younger employees.
In fiscal 2014, in addition to existing consultations, we will deploy activities to stimulate the organization including the offering of career seminars, among others.

Structure of Career Consultation Office

Labor-Management Relations

The Fuji Xerox Labor Union carries out its activities with the objective of enriching the lives and enabling the life plans of its members through developing the company. Under the union shop contract, all employees who are not in managerial position are considered as members of the union.
Labor-management relations hinge on the basic spirit of treating people with respect and developing the company on which both labor and management build an equal relationship with responsibility and trust, aiming for communication based on the common acknowledgement of facts and honest dialogue. Dialogue with union members is held on a daily basis through the labor-management council and other labor-management meetings, including discussions in each workplace, and is reflected in the drafting of management strategy and in operations. When any change is made in important systems related to the treatment of union members, having shared the objective of the change, management and the union hold consultations based on the roles and responsibilities they have been assigned so that both sides can reach a consensus.
In fiscal 2013, to ensure the continuing growth of Fuji Xerox and its affiliates, we expanded the scope of overtime services to include systems engineers. The goal is to enhance the system for responding to problems outside normal working hours, including emergency situations for back-office and business systems operated by customers, while identifying modes of work characterized by high productivity. To do this, we must work together to bring out the overall strengths of a team. For fiscal 2014, we will hold dialogues aiming to create a system that achieves both company growth and health, safety, and personal growth among our employees. The means being considered are allowing different work styles unconstrained by time and place. This includes work styles that allow continuing employment, even while caring for children or other family members, or working overseas, or working late at night, which helps increase productivity and diversity.
Future plans call for establishing the basic spirit of Fuji Xerox labor-management relations - treating people with respect and growing the Company - as a shared basic philosophy at Fuji Xerox and at Fuji Xerox affiliates.

We will continue our activities based on the following three basic policies.

  • Maintenance of good labor-management relations based on labor-management dialogues
  • Transformation into labor-management relations that can flexibly and speedily respond to a constantly changing business environment
  • Establishment of good labor-management relations in the entire group

Number of Union Members/Percentage of Employees who Belong to the Union (Fuji Xerox unconsolidated)

  • Note Percentage of full-time employees not including executives and contracted employees (9,146 individuals)

The Challenges and Required Actions that Labor-Management Have Mutually Recognized as Part of Efforts to Strengthen Fuji Xerox (compiled in fiscal 2005)

  Policy Deployment Human Resources Skills Real Place/Real Facts/Real Objects
Development of Trustworthy Managers
  • Assets are people
  • Sharing of management policies
  • Approaches to management
  • Demonstrating leadership
  • Understanding the factors behind management issues
  • Ability to get things done
Development of Strong Management
  • Thorough embedment within divisions
  • Leading from the front
  • Communicative capability
  • Application of management issues to front line
  • Communication of frontline issues to management
Development of Human Resources who can Contribute to the Company
  • Willingness to rise to new challenges
  • Desire to improve
  • Passion for learning
  • Ability to respond to changes
  • Dealing with management issues as if they are his/her own
Revamping Organizational Culture
  • Sharing of objectives
  • Sense of unity of the company
  • Ability to get things done
  • Perseverance
  • Customer first policy
  • Wide field of vision