Fair Evaluation and Treatment
Human Resource System (Assessment and Compensation)
In fiscal 1999, Fuji Xerox shifted from a Human Resource system based on job qualifications to a role-based system. The goal is to build an equitable relationship between the Company and employees whereby the Company specifies the roles that need to be filled to achieve its management goals and our employees respond by demonstrating their individual abilities and specialized skills. By doing this, they experience personal and professional growth and are granted recognition and rewards.
Dramatic changes in the Company's operating environment have made it essential to achieve further growth. Although our employees are the driving force for achieving this growth, employee surveys and assessments conducted by outside organizations revealed that our employees tend to be rather conservative. Therefore, in fiscal 2012, we reformed our HR system in order to better identify employees who have potential for growth and change, to promote such employees promptly, and to treat them fairly, thereby changing the employees' mentality from conservative to proactive one. This concept of "confronting growth and change" means providing customers with products that provide overwhelmingly superior technologies and cost performance; accelerating solutions and services on a global basis; and developing new markets and customers. To attain these goals, the new HR system has been based on four cornerstones, as follows:
- Clear definition of the roles expected of each position grade
- Adopting a system of behavioral evaluations incorporating relative evaluations in addition to performance evaluations in order to encourage innovation
- Early advancement of employees who embody innovation (including promotion of women in the workplace)
- A renewed emphasis on thoroughness in compensation reflecting roles and results, as adopted in fiscal 2006
The evaluation system consists of two elements: performance evaluations, which break down organizational goals by employee and recognize employees who achieve challenging performance targets; and behavioral evaluations, which seek to recognize factors such as innovation in attaining high performance goals, proactive cooperation energizing the overall organization, and positive activities in human resource development or other areas. Evaluations are based on the extent of contributions or results, in light of individual grades and roles, the scope or effectiveness of the action demonstrated.
We also revised the HR appointment (promotion) review system to make it possible to appoint individuals with the talent and motivation needed for management positions at an early stage. Through this revision, the number of female employees and employees in their 30s holding management positions has increased. In particular, in fiscal 2015, the proportion of female managers rose to 6.2%. In order to promote women in the workplace, Fuji Xerox has issued a plan to increase the share of managerial positions held by women to 14% by fiscal 2020. As such, we will continue our companywide efforts to achieve this plan.
Furthermore, while implementing the early promotion of talented employees, in order to ensure that employees are given an adequate number of years of experience in management from the perspective of directing the organization, the management position retirement system (title: next generation training system) has been implemented not only at the department head –level but also at the manager level and above. With this system, we aim to encourage our senior employees holding management positions to take on the role of "fostering the next generation and making way for them." After these employees retire from their management positions, our aim is to make them feel revitalized and produce results for the company as professional employees.
In addition to the revision of the HR systems, going forward we aim to achieve 1) a business strategy with the flexible assignment of human resources, 2) human resource development by acquiring diverse perspectives and multiple skills and 3) realize employee career plans. By achieving these, we plan to stimulate company-wide rotation.
In fiscal 2015, to recognize and develop employees who strive for growth and reforms and to drive forward optimal deployment of human resources of Fuji Xerox and all of its affiliates, we adopted a uniform personnel systems and program infrastructure for all companies, including Fuji Xerox, affiliated companies, and sales companies in Japan.
In fiscal 2016 we plan to achieve further growth by making use of the uniform infrastructure established in the previous fiscal year, and displaying our overall strengths as a group.