Human Resource Development
Human Resource Development
The Hitachi High Tech Group regards people themselves as one of the assets of a company and we believe that improving the value of each and every individual as a human resource leads directly to sustainable value creation throughout the Group. Based on this view, we have adopted the development of personnel with a global outlook and the fostering of a corporate culture in which the company and the employees grow together as the main policies in our human resource development initiatives, which encompass all staff.
Management Education Committee
We endeavor to ensure ongoing verification and improvement of our human resource development initiatives via the Management Education Committee, which meets twice a year. Based on the cultivation of personnel who are capable of acting independently in a global context, our educational programs are organized into categories and systematically implemented.
Hitachi High-Tech implemented a total of 200,012 hours in training during FY2021, and the average time each employee spent in training was 40.6 hours.
Education System (FY2022)
Cultivating Personnel with a Global Outlook
We actively post young employees overseas with a view to cultivating personnel capable of doing business with a global perspective. Young employees are trained overseas via a one-year overseas training program or a foreign study program paid for by the company and other such programs. We are also taking steps to further improve our development of global human resources, for instance by establishing a common worldwide program of fundamental education for the national staff members who are active at each of our overseas sites.
Cultivating Skilled Manufacturing Personnel
Our ability to manufacture high-tech products such as semiconductor testers and analyzers is underpinned by our ceaseless development of cutting-edge technology and the highest-possible level of skill in translating this technology into products. For many years, as part of our proactive endeavors to cultivate technicians, we have taken on the challenge of entering the annual National Skills Competition and National Abilympics, and have produced many medalists, both at the national and the international level.
At the 59th National Skills Competition and the 41st National Abilympics, held in December 2021 in Tokyo, a total of 13 company employees competed in seven skill categories, winning a bronze medal in mechatronics, a bronze medal in the manual milling category, and Fighting Spirit Prizes in the manual turning and the mechanical drawing and design categories in the National Skills Competition so that they won prizes in every category they entered for the second year in a row. In 2022, 12 of our employees are slated to compete in the 60th National Skills Competition and 42nd National Abilympics to be held in Chiba Prefecture in December. We will continue our efforts to develop human resources who are able to display the highest levels of technical skills in a broad range of fields.
Supporting Career Development
The Group implements policies to support career development that emphasize the meaningfulness of work to individual employees as well as its purposes and values for them. We strive not only to maximize each employee's abilities and creativity, but to increase our corporate value by linking individual growth with the success and growth of the organization, and so to work toward heightened corporate value. In addition to supporting the independence and autonomy of individuals who think and act for themselves, we are developing mechanisms for putting individuals' intentions and motivations into action within the organization, and helping to promote mutual understanding that creates a sense of unity and teamwork in order to enhance our organizational strength and performance. We are implementing age-specific career development training, providing consultation with career counselors, and we have opened a career consultation room to provide individual career consultation.
Recognizing that communication between superiors and subordinates is more important than ever for promoting employee growth and career autonomy, we began instituting one-on-one meetings in FY2021. By means of one-on-one meetings, managers gain a shared awareness of their subordinates' career goals and support their growth. In this way, we are working to build an organization in which diverse human resources can play active roles.
We are also supporting a variety of career orientations by introducing a reduced work time system so employees can participate in career development recognized by the company and a program under which employees can take leave for the purpose of overseas study, self-development, and volunteer work.