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Benesse Believes the Personal Growth of Employees Contributes Directly to Company Growth
At Benesse, we realize that a company's employees are the most important factor supporting its success. The more varied the abilities, values and perceptions of the employees, the more they can contribute to the company. Benesse views the intellect and inspiration of its employees as its most important asset, and introduced a new personnel system in April 2009, which helps them improve their quality of life.
- Interview
- Personnel Policy
- Supporting the Participation of Women in the Workforce
- Employment of the Physically Disabled
- Benesse Wins Top Government Award as a Company that Promotes Equality and a Balance Between Work and Personal Life
- Goal Management
- In-House Recruitment and Blue Paper Systems
- Organizational Health Survey (GAMBA)
- 360-degree Survey
- Skill Development Point System
- Training System
Interview
Wholesale Changes to the Personnel System Aim to Promote “Employee Growth”
Yoshiko Iida
Manager, Human Capital Development, Human Capital Department
The concept that “employees are the Company's greatest asset” is one that Benesse has held strongly from its earliest years; it was already an ingrained concept when I joined the Company. Benesse employees often have a strong devotion and dedication to “helping out a customer” or “contributing to society,” and the fact that so many of them demonstrate both intellect and inspiration makes them all the more valuable assets to the Company. In times of economic difficulty, however, companies are naturally prone to focus on short-term earnings results, and therefore it is important for management, and members of the personnel department, to consider carefully whether the Company is utilizing its employees effectively, and treating them well.
There is no question that the business environment Benesse will face five or ten years from now will be dramatically different from what it is like today. New markets will open up, global competition will intensify, and new business models will be developed. When trying to envisage the future Benesse, the key is to think of ways to use company personnel ever more effectively; that is to say, identify the strengths of each individual and try to multiply the ways in which these abilities can benefit the Company. If we can do that, then Benesse's business will surely grow and prosper.
On the other hand, in interviewing over 150 of the Company's employees, I frequently heard comments such as: “I don't have a clear vision of where my career is going,” or “I'm worried about whether I will be able to continue playing an active role at Benesse.” In other words, the people whom the Company depends upon for future growth were themselves uncertain about their direction and prospects for career growth over the medium to long term. This is why we have adopted a new personnel system by thoroughly overhauling the previous system to place greater emphasis on encouraging the personal growth of our employees.
Cultivating Employees'Capabilities and Increasing the Potential for Them to Contribute
Under the new system, we have discarded the old system of six employee “grades” and replaced it with a system in which there are three steps to advancement-primary, advanced, and senior. At the primary “grade,” each employee develops the basic skills needed for their job, and when they move to the “advanced” grade they are encouraged to strengthen their skills in areas of interest. At the “senior” level, the employees are assigned roles in which they can utilize those skills to the utmost. The entire personnel system has been revised in concert with these three stages of advancement, including employee compensation, training, job assignment and transfers, work style and so on. The results remain to be seen, since we are just now implementing the system, and there are bound to be some adjustments in the future. However, what motivates me above all is the goal of building a system best suited to the employees, and which allows them to improve their quality of life by focusing on areas that match their own interests and ability. In this way we can provide them with a rewarding environment where they can contribute for many years.
Personnel Policy
For Benesse, its most important assets are the intellect and inspiration of its employees. We therefore make the most of our human resources and support their growth. To grow our businesses it is important that each and every employee has a broad awareness within their jobs, as well as in their relationships with local communities and society, and that they hone their skills.
Personnel Policy Diagram
Supporting the Participation of Women in the Workforce
Around 55% of employees at Benesse are women. Benesse also has a long history of promoting women to director and managerial posts, with roughly 40% of these positions now filled by women. In addition, around 35% of female employees are working mothers.
From the latter part of the 1970s, even before laws were passed in Japan to encourage equal opportunity in the workplace, Benesse actively recruited female university graduates. There are no disparities between men and women in terms of advancement and promotion at Benesse. Furthermore, we have systems and policies centered on childcare support that enable a variety of working styles, regardless of gender, and help women to play an active role in the workplace at Benesse.
Employment of the Physically Disabled
A work presentation
(by Mr. Takei from Okayama Clean)
Benesse actively employs physically disabled people who want to work, mainly at special subsidiary Benesse Business-mate, Inc. As of April 1, 2009, 6 Benesse Group companies* to which a system promoting the employment of disabled workers in Japan applies had 198 disabled employees. Of these employees, 79 had serious physical or intellectual disabilities. The ratio of workers with disabilities within the workforce was 2.14%, exceeding the statutory rate of 1.8%. Moving forward, we will continue to promote the creation of positions and employment opportunities for disabled people across the whole Group, with the aim of maintaining and increasing employment of people with disabilities.
*Benesse Corporation, Benesse Business-mate, Inc., Benesse Style Care Co., Ltd., Telemarketing Japan, Inc., Persons Inc., and AVIVA Co., Ltd.
Ratio of Workers With Disabilities
Benesse Wins Top Government Award as a Company that Promotes Equality and a Balance Between Work and Personal Life
Benesse received the Japanese Ministry of Health, Labour and Welfare's top award for fiscal 2008 as a “Company that Promotes Equality and Balance Between Work and Personal Life.” This award recognizes companies that have made exemplary progress in two particular areas-“Positive action to promote and develop the abilities of working women,” and “Measures to promote a balance between work and the demands of childcare/nursing care.”
This award recognized Benesse's achievements in increasing its female managers and the percentage of its female employees in roles considered unusual for women in Japan, such as school management. It also recognized Benesse's efforts and results in improving its Maternity Leave System and the system allowing shorter working hours for childcare since the last time the Company won this award in fiscal 1999.
Goal Management
All employees at Benesse use “challenge sheets” -whereby each employee and their supervisor jointly set objective goals for the employee to achieve during the year and then evaluate the employee's performance based on how well they achieve the goal. Each year these “challenge sheets” are discussed with the employee's superior on three occasions-when setting goals at the start of the year, and during the mid-term and year-end performance evaluations. They are useful as a way for employees to monitor their own progress from day to day, and remind themselves of the themes and objectives of their work. “Challenge sheets” also play an important role in helping to ensure that each employee's rewards (particularly remuneration) are commensurate with their performance (including both work accomplishments and personal skill advancement).
In fiscal 2009, Benesse is introducing some changes to the system and new tools intended to help improve communication with superiors, and provide more support to each employee in terms of promoting their personal and job growth, helping them address individual challenges and develop skills, as well as chart the direction of their career over the medium term.
In-House Recruitment and Blue Paper Systems
Benesse 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 or one of its Group subsidiaries, and therefore they offer employees a chance to enhance their career prospects. In fiscal 2008, 57 individuals applied for jobs via this system; there were no such positions filled in fiscal 2007.
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. This system gives qualifying employees an opportunity to apply for transfer to a job and division of their own choice. 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 to obtain new skills and enhance their career prospects. In fiscal 2008, 88 employees applied for transfers under this system, and 107 applications were filed in fiscal 2007.
Organizational Health Survey (GAMBA)
Every year since 1992, Benesse has conducted “GAMBA” organizational health surveys of all parent company employees, and employees at many major Group subsidiaries as well. The main objective of these surveys is to determine whether management is doing a good job of conveying the corporate philosophy, corporate culture and goals to employees in each division, and to determine whether any improvement to the organizational structure and management structure is needed. The results of the survey are reported to the Chairman & CEO and President & COO as well as department and division managers. The respondents-Benesse employees-also receive feedback specific to their division, so they are aware of the issues that were raised by the survey.
360-degree Survey
Since fiscal 2003, Benesse has conducted 360-degree surveys of Corporate Executive Officers, including the president, and department managers. From fiscal 2004, these surveys were extended to section managers.
In fiscal 2008, new 360-degree surveys were introduced based on the Company's Requirements for Department and Section Managers. These surveys are expected to raise the level of management further. Feedback is solicited via the Company's intranet from 10-15 colleagues and subordinates chosen by the person to be assessed. The respondents provide a broad-ranging assessment of the corporate officer or manager concerned in terms of job role, actions, attitude and other qualities. Those assessed are provided with feedback on the results of the surveys and are also offered individual coaching by their supervisors and external institutions.
Skill Development Point System
Under this system, points given to 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. 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. Separate from this self development-oriented point system, Benesse also offers business framework training, manager training, management training or other designated or elective training, and editorial and other business skills training.
Training System
Benesse has introduced a new 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.
- Business Framework Training and Acquisition of Business Knowledge (e-Learning)
Business framework 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-planning, marketing, logical thinking, accounting and other 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 necessary business knowledge, via “e-learning.” - Operational Knowledge 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. - Management Training and Support
This system, aimed mainly at newly appointed 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 is 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, Benesse will establish programs for section managers which offer views on management techniques, and allow managers to share their know-how and experiences. - 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 “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 2009
*Programs are primarily mandatory at primary grade, and primarily elective at senior grade
Number of Employees and New Hires (FY2007-FY2009/As of April 2009)
*Average service years: 8.2 years (as of March 2009)
