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 their own.
Fuji Xerox seeks employees who can think and act on their own, 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 2015 Performance
In fiscal 2015, Fuji Xerox and its affiliates in Japan continued to provide education 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 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.
Fiscal 2016 Initiatives
In fiscal 2016, 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, further efforts will be made to 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 ime 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)
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, nearly 4,600 employees have used its services.
In fiscal 2015, employees in their 50s accounted for more than 40% of all consultations, pointing to an increase in employees' interest in career development with a focus on life planning, in addition to career development within their companies. We will continue to give support to a range of employees, including both the youngest and the oldest segments.
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, 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 2015, to ensure their continued growth, Fuji Xerox and its affiliates worked closely together at individual companies. As part of this, 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, we will continue our efforts to establish and achieve the goals of labor-management relations.
Below is the description of key initiatives in labor-relations management.
Basic Activities for Labor-Management Relations of Fuji Xerox and its Affiliates (Set in Fiscal 2013)
|Implementation Item||To Be Done by the Company||To Be Done by Employees' Organizations|
|(1) Agreements and Regulations||Overtime work agreements in line with Article 36 of the Labor Standards Act |
(Council on agreements based on Article 36/4Q)
| || |
|Other labor-management agreements pursuant to law||Creation of agreements and labor-management consultations pursuant to law||Examination from the viewpoint of the company / employees and labor-management consultations|
|Labor regulations||Provision of appropriate working conditions||Checking of new and revised conditions and submission of relevant opinions|
|(2) Workplace Safety and Health||Health and safety management |
(Monthly meeting of each occupational health and safety committee)
|Promotion of safety and health activities||Checking of activities and submission of opinions|
|Daily workplace checks||Appropriate management of labor affairs, including environment / equipment safety and compliance||Understanding of situations regarding safety and health and legal compliance and submission of reports and opinions to the company|
|(3) Labor-Management Communication||Labor-management meetings |
(Dates to be decided by each company)
| || |
|Workplace meetings (Dates to be decided by each company)|| ||Understanding of the actual situation and submission of recommendations|
|(4) PR (Timely announcement)||Announcement of the results (agreements pursuant to Article 36, labor-management meeting topics, etc.), and other PR activities|