Initiatives for Stable Employment
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 2014 Activities
In fiscal 2014, 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 job-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 for the active 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 2015
In fiscal 2015, Fuji Xerox will continue with efforts to develop human resources that contribute to sustainable growth for the Company, focusing specifically on the following areas:
- Strengthen management capabilities
Our goal is to develop strong managers who, with a sense of ownership, lead the organization toward reform and reinforce its strengths. To realize this, new managers will be urged to adopt a completely new mindset so as to take decisive action in their new management role. Also, for existing managers, programs for individual job grades will be developed and implemented to visualize their abilities and reduce the gap between their desire to promote reform and ability to take action. In addition, programs to improve their ability to develop subordinates will be implemented.
- 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. Hypothesis-testing-type training for mid-level sales employees will be continued to help them acquire the ability to identify changes in customer situations and issues that customers face. Measures to strengthen their abilities to deliver services that fit the needs of customers will also be implemented. 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.
- Strengthen global human resource abilities
Through continual implementation of and qualitative improvements in training on overseas business operations, 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 personal skills 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 4400 employees have used these services.
In fiscal 2014, employees in their 20s and 30s accounted for 44% of all consultations, pointing to a clear awareness of career development issues among our younger employees. In fiscal 2015, we will compile a document reflecting the trends apparent in these consultations and distribute it within the organization to strengthen cooperation between related departments.
Structure of Career Consultation Office
Labor-management relations hinge on a basic spirit of each side treating the other with respect and seeking to develop the Company into one in which labor and management interact on an equal footing from a foundation of mutual responsibility and trust, aiming for communication based on the common acknowledgement of facts and honest dialogue. Dialogue between management and union members takes place on a daily basis through the labor-management council and other labor-management meetings, including discussions at each workplace, and is reflected in the drafting of management strategy and in operations. When any change is made to important systems related to the treatment of union members, management and union representatives hold consultations to ensure mutual understanding of the objective of the change and reach consensus.
In fiscal 2013, the management and workers of Fuji Xerox and its affiliates agreed on the "All-FX Basic Spirit and Goal for Labor-Management Relations" and the "Basic Activities for Labor-Management Relations." The workers and management then worked together to implement these initiatives.
In fiscal 2014, to ensure their continued growth, Fuji Xerox and its affiliates worked closely together to solidify labor-management relations at individual companies. As part of this, in fiscal 2014, we reviewed working conditions and adopted new systems that would contribute to enhancing workplace productivity and diversity. Specifically, we adopted more flexible ways of working unconstrained by time and place, including home-based work, flex-work with no core times, and other new systems, to enable employees to continue to contribute while also fulfilling childcare or family responsibilities or while dealing with overseas customers and with customers that we must support during the night. We did this while maintaining the health and safety and personal development of individual employees.
Both labor and management will continue their efforts to improve the work environment and the health of employees. By embracing the basic spirit of Fuji Xerox labor-management relations-treating each other with respect and working together to grow the Company-as a shared basic philosophy of Fuji Xerox and its affiliates, we will continue our efforts to establish and achieve the goals of labor-management relations.
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 (8,938 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|| || || |
|Development of Strong Management|| || || |
|Development of Human Resources who can Contribute to the Company|| || || |
|Revamping Organizational Culture|| || || |