Human Resources
Funai Soken Consulting Group Basic Policy on Human Resources
The Funai Soken Holdings Board of Directors established this Basic Policy on Human Resources on April 21, 2021, to communicate to stakeholders our stance toward human resource matters, which we have identified as a high-materiality issue.
The Thinking Behind the Policy
We at the Funai Soken Consulting Group recognize the importance of people as the very means by which we create value as part of the global effort toward sustainability. To that end, attracting and retaining talented people is a top priority in our quest to deliver real value to the world.
Basic Policy
-
-
1. Diversity & Inclusion
To maintain the diverse workforce needed to consistently deliver value to an increasingly diverse world, we are committed to welcoming people of all nationalities, genders, and ages to our workforce, and encouraging mutual respect for different ways of thinking. -
2. Creating Opportunities for Growth
We are committed to maintaining an extensive, robust training regime, not only to arm our workforce with the skills to drive the innovation the times demand, but also to help make a better society by generating more opportunities for sustainable growth. -
3. Better Employee Engagement
We seek to improve employee engagement so that working at the Funai Soken Consulting Group leads to personal and professional growth, and improved teamwork based on shared values, thus creating a positive cycle that not only benefits our people and the group’s business, but that is also conducive to finding solutions to the issues facing society today. -
4. Healthy Management
Not only are we striving to make the Funai working experience more flexible and diverse, but we also offer steadfast support for a better quality working environment so that employees can pursue the rewarding work of improving client satisfaction and creating value for society. -
5. Transparency Regarding Human Resource Initiatives
We will disclose information regarding the progress of initiatives implemented under this policy as is appropriate in our ongoing relationship with the community. -
6. Compliance
Compliance is more than just adhering to the law. When it comes to the vast array of interactions with stakeholders across our business activities, we are committed as much to fairness in light of social norms as to legal correctness.
Instituted: April 21, 2021
Takayuki Nakatani
President and CEO
Funai Soken Holdings, Inc. -
Human Resources Management
At the Funai Soken Consulting Group, we believe that a diverse workforce is key to sustained growth.
Knowing the importance of securing sufficient talent and worker mobility, we are working hard to attract and retain good people by strengthening our talent management. Initiatives include aggressive hiring and training to maximize employees’ skills.
Hiring
-
Mid-career
We seek to secure more talent through broader recruitment channels and streamlined screening processes.
Hiring professionals is a particular focus; for instance, given that our ability to attract digital transformation staff has a direct bearing on the bottom line, we have launched a dedicated recruitment webpage for this purpose. -
Recent Graduates
In addition to industry-specific recruiting, we also hold wholegroup digital transformation hiring events and offer digital transformation internships (featuring workshops and forums) to approach students early on. In doing so, we identify the pool of available talent, differentiate ourselves from rival employers, and lock in potential employees.
Professional Development Programs
We offer a variety of training programs. Some are tailored to different levels of employees (e.g., new hires, mid-career hires, experienced staff, and upper management); others are designed to develop specific skills or address specific problems. Our focus is on having the right skills at the right time, instilled through practical work based on real examples rather than theory alone. In the consulting segment, we list up the digital transformation skills needed to get results, and devise training content for each skill. Linking these with career enhancement programs is a p ositive way for us to develop every employee’s skills and steadily develop a pool of staff with digital transformation skills.
Some employees undergo training that incorporates external content in order to acquire more specialized skills.
Better Management Training Programs
-
We recognize that managersʼ ability to train their staff and lead their organizations directly affects KGI performance and corporate growth, which is why we are building new, improved management training programs
-
Career enhancement program
Employees who seek promotion to higher ranks can undergo training to learn about the required roles, skills, and mindset. These programs are provided through lectures, e-learning, and assignments. -
Upper management training
Middle management employees can deepen their knowledge and skills through a variety of training, including workshops, executive reviews, subject-specific committees, and “vision meetings.”
Individual Skill Enhancement
-
We seek to raise the overall skill level of our workforce by holding programs tailored to individualsʼ needs, career paths, and staffing requirements.
-
Digital transformation training
We have programs in place at group companies to develop work-ready digital solutions staff, e.g., digital transformation training (and a definition of what constitutes “digital transformation staff”), workshops, e-learning, and seminars (includes some external content). -
Business skill training
We have training programs tailored to different skills and career paths to help acquire the skills and knowledge that directly affect consulting capabilities and improve performance. Examples include:
・Consultant enablement (a systematic approach that helps trainees better visualize and improve skills)
・Workshops (aimed at keeping abreast of industry trends, enhancing consulting skills, etc.) and self-study support -
Department-specific training
Departments have training programs to help staff acquire the required skills and knowledge.
Retention
Initiatives to Improve EVP
-
To benchmark our efforts surrounding employee satisfaction, improving our Employee Value Proposition (EVP) score is now an HR strategy KPI in our Mid-Range Business Plan.
・Revitalizing communication through the integration of the group's Tokyo Headquarters into a single office
・Continuous increases in compensation
・Maintaining robust personnel and performance assessment systems that help employees pursue diverse career paths, such as flextime, remote work, and course changes.
Ingraining the Group Purpose
-
Town Hall Meetings
Group CEO Takayuki Nakatani and management from group companies held a series of town hall meetings to speak directly with employees about the Group Purpose, its background and intentions, and to answer their questions about it.
-
An Often Overlooked but Potent Force for Good
We have always believed that properly voiced greetings have the power to encourage, invigorate, and console. This is reflected in our office culture, where it is common practice for employees to gather and greet arriving colleagues—a bright and cheery start to the working day.
-
The Founder’s Spirit Lives On
To ensure the spirit espoused by Yukio Funai remains ingrained throughout our workforce and operations, future leaders from throughout the group participate in workshops and lectures, tour the Founder's Memorial Museum, and spread the word among our organization.
Promoting a Distinct Group Culture
Hometown Groups
Because our workforce comprises people from all around Japan, informal “hometown groups” of people from the same prefecture are an effective way of promoting communication and team spirit outside of hierarchical and departmental demarcations. The hometown groups have already proved successful, with some 600 employees taking part.
