Top > Corporate Social Responsibility > [Activity Report] Human Resources > Utilizing Human Resources
- Personnel Policy
- Organizational Health Survey (GAMBA)
- Employment of Workers with Disabilities
- Next-Generation Leadership Development Program Launched
- Launch of Project to Revitalize Human Resources
- Establishing a New Employee Retention Promotion Department
- Supporting the Participation of Women in the Workforce
- In-House Recruitment and Blue Paper Systems
- Training System
- Skill Development Point System
Personnel Policy
For the Benesse Group, its most important assets are its bright and hardworking employees. Benesse Corporation therefore makes the most of our human resources and supports their growth. To grow our businesses it is important that each and every employee has awareness within their jobs, as well as in their relationships with local communities and society, and that they broaden their horizons and hone their skills.
Personnel Policy Diagram
Organizational Health Survey (GAMBA)
Each year Benesse Holdings conducts the GAMBA survey of its employees. The survey helps the Company to gauge employee awareness and status of Benesse Group management and operations, and to implement organizational planning and operations. This web-based survey collates employees’ answers to roughly 120 questions, including questions about their satisfaction with the Company, their workplaces and their jobs. The results are used to make both quantitative and qualitative analyses to further enhance group management. In fiscal 2010, the survey collection rate from respondents stood at 93.7%.
Survey Framework
Employment of Workers with Disabilities
The Benesse Group actively employs workers with disabilities, mainly at special subsidiary Benesse Business-mate, Inc. Six Benesse Group companies subject to the Employment Quota System for Persons with Disabilities had 233 employees with disabilities. Of these employees, 102 had serious physical or intellectual disabilities. The ratio of workers with disabilities within the workforce was 1.90%, exceeding the statutory rate of 1.80%.
*There were eight Benesse Group companies subject to the Employment Quota System for Persons with Disabilities as of June 2011, compared with five such companies in April 2010
Ratio of Workers With Disabilities (As of June 1, 2008, 2009 and 2010)
Next-Generation Leadership Development Program Launched
The Benesse Group launched the Next-Generation Leadership Development Program in fiscal 2009, when the Group transitioned to a holding company system. Looking ahead to future global business development, the program was established based on the recognition that business concepts and business models designed to achieve “discontinuous growth” must be developed, and the management tier driving this effort must be trained on a Group-wide basis. This program will select and nurture personnel who can take the helm of operating companies within the next few years. The goal is to secure a highly talented workforce encompassing all age groups, including young employees.
In fiscal 2010, the program was continued with the policy of selecting leaders based primarily on verification of the achievement of results through the continuous improvement of skills on the job, with assessment and training seen as sub-systems of the program. The program was conducted in six steps, with 33 participants from various Group companies.
Naoshima training camp
Naoshima training camp
Six Steps of the Next-Generation Leadership Development Program
Launch of Project to Revitalize Human Resources
Volleyball Tournament
Benesse Style Care Co., Ltd. employs more than 8,000 staff members at its roughly 170 nursing homes throughout Japan. In the past, there were few opportunities for employees to interact with colleagues at other workplaces, or even to get the chance to meet or talk with employees at the same location since staff worked different shifts.
In fiscal 2007, Benesse Style Care reformed its employee policies and structure, as well as the training system. As part of a response to calls for greater opportunities for staff interaction, the company took steps to stimulate personnel wit h the launch of the "Benesse for Everyone" Project, which is organized by employees to serve employees.
As part of the project, the company introduced activities to promote employee interaction and teamwork such as a volleyball tournament and a social networking service (SNS) called "Benetomo," that enables employees to communicate freely via PC or mobile phone. This has allowed staff members to develop closer ties under their own initiative, including practice games for the volleyball tournament, joint BBQ parties between homes and get-togethers during time off , all organized using the SNS, as well as information exchanges about initiatives at each home.
As a result, the service has helped to dramatically reduce personnel turnover in fiscal 2010 to 19.9% from 30.4% in fiscal 2007. Benesse Style Care believes that high employee retention rates will translate into a greater sense of security for residents, better nursing techniques, and ultimately transformation of the entire industry. Going forward, the company will continue to promote these types of initiatives to capture the full potential of human resources.
Establishing a New Employee Retention Promotion Department
Credo cards are carried by every employee
Benesse Business-mate, Inc. has established an Employee Retention Promotion Department with the aim of creating a more employee-friendly environment. Led by the company vice president, the new department promotes measures to raise employee retention rates through management and creation of a corporate culture. Other initiatives include the formulation of a company credo, upheld by every employee, which stipulates the company's promises to customers, employees and partners in order to uphold the corporate philosophy. In fiscal 2010, we increased awareness of the credo to help create a stronger corporate culture and made it easier for persons with disabilities to work at the company, supporting employees one by one.
Supporting the Participation of Women in the Workforce
At Benesse Corporation, 55% of employees are women, and the company has a history of actively promoting women candidates to management and executive positions. At present, women occupy roughly 34% of all management positions. About 22% of the women working at the company are working mothers.
As early as the late 1970s, and before the Equal Employment Opportunity Law had been enacted, Benesse actively recruited female graduates of four-year universities, and made no distinction between men and women in terms of promotions or career development opportunities. The company has also supported women's advancement by pursuing policies and introducing systems to support diverse working styles, such as support for childrearing, to ensure that there are no disparities between the sexes in working conditions.
In-House Recruitment and Blue Paper Systems
Benesse Corporation operates an in-house recruitment system, open to employees who have at least three years of prior work experience, which helps to recruit experienced individuals from across the Benesse Group to positions that require high-level capabilities, or for which there are few qualified personnel.
The positions generally are in new business divisions, or business sectors that play a vital role in the activities of Benesse Corporation or one of its Group subsidiaries, and therefore they offer employees a chance to enhance their career prospects.
Another internal transfer program is the "Blue Paper System," which is open to employees in the intermediate skill grade (known in-house as "advanced grade") or higher who have both superior skills and a strong desire to move to other positions. Every December the Company accepts applications for transfers that would become effective in the subsequent fiscal year. The system allows employees who have demonstrated clear success in their current jobs and obtained new skills to enhance their career prospects.
Training System
Benesse Corporation has introduced a system of employee grades which is based on three levels of skill development — primary, advanced and senior. This system clearly spells out the job activities and requirements of each grade, so that employees are aware of the abilities they need to develop, and so that systematic training activities can be conducted to help them develop these skills. The major categories of employee training are outlined below.
1. Basic Business Training and Acquisition of Business Knowledge
(e-Learning/Cross-company training)
Basic business training is the most essential form of training, and it is provided to all employees in the "primary" grade. It aims to help employees develop a solid foundation in the skills that any company employee should possess — marketing, accounting, teaching/coaching and other areas of basic business knowledge. Employees in the "advanced" grade are given opportunities to tailor their training activities to match their own existing strengths and weaknesses, and to acquire any necessary business knowledge, via "e-learning" and “cross-company training.”
2. Operational Skills Training
This training program helps employees develop necessary operational skills. Training courses are offered to individuals based on their current level (for example, editorial staff receive training at the "beginner" and "practical" level). In addition, since the Internet is increasingly used to provide higher levels of service and publicity; in fiscal 2008 Benesse expanded its training menu for employees who specialize in Internet-related operations.
3. Management Training and Support
This system, aimed mainly at newly appointed general managers and section managers, is an initial training program that covers essential management skills such as goal-setting and evaluation, labor knowledge and compliance. In fiscal 2009, Benesse Corporationis enhancing the elementary level course, for new section heads, and expanding it to cover section heads during their second year in the position, as well. In addition, the Company will establish programs for all general and section managers which offer views on management techniques, and allow managers to share their know-how and experiences.
4. Programs to Expand Skills and Perspectives
These programs, aimed at employees in the advanced and senior grades who have already acquired the basic skills, include enhanced "cross-company training" that allows employees to increase their contacts outside the Company and thus expand their perspective. By meeting employees from other companies, they will have a chance to experience views and work styles that differ from those at Benesse. In addition, in fiscal 2009, the Company launched a "study-abroad support system" to help employees develop specialized skills and knowledge that will be useful in Benesse's business expansion efforts.
Training Structure for Fiscal 2010
Skill Development Point System
Under this system, points given to Benesse Corporation employees every April can be used to select and participate in skill development programs. Employees are each given around 100 points (1 point is worth ¥1,000), according to their grade within the personnel system, and these can be carried forward to the next fiscal year. Employees also receive bonus points when they are promoted to senior grade.
This system is designed to support the self-directed learning of employees. Points can therefore be used by employees for outside training courses and career plan training, as well as training that an employee believes is necessary for their current job or to advance their career, such as courses at graduate school.
