Hiring

We are hiring aggressively to grow our workforce to 1,800 by the end of 2025,including more new graduates to boost consultant numbers for upstream processes, and mid-career recruits in our high-growth DX and M&A businesses. We also intend to enhance our management-level workforce in order to reinforce operations groupwide.

Internships
The Funai Soken Consulting Group offers internships for prospective new-graduate hires.
Since 2012, we have offered two kinds of internship: short (three days or one week) and long (three months or more).
These allow students who are about to begin their job search a real understanding of our work and the workplace atmosphere.
In the 2024 internships, we hosted some 2,845 students who will enter the workforce as new graduates in 2026.

OJT: Accompanying Senior Colleagues on Sales Calls

In addition to extensive training programs, we place a particular focus on on-the-job training—especially accompanying senior colleagues on sales calls. Having first-year employees experience sales calls instills practical knowledge of the key points and skills.

Photos: A day in the working life of a Funai Consulting consultant. (Students about to start job hunting take note!)

Source: The Channel that Helps Job Seekers Interested in Working at Japanese Consulting Firms (run by Funai Consulting)

Better Management Training Programs

We recognize that managers’ 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.

Ranks: Laying Out the Steps Needed to Achieve Growth in a Variety of Career Paths

Evaluations: Promoting Growth through Equitable Measurement of Contribution

Our evaluation system rates employees based on how well they embody the employee ideals defined in the ranking system. Employees are assessed against specific targets across a predefined time span. In this way, the system not only encourages them to meet targets, but also promotes growth through the process of striving toward those goals. This system makes sure that diverse forms of contribution are evaluated fairly and appropriately, and are reflected in compensation. In that sense, evaluation is much more than just a way to determine salary; it is a vehicle for promoting growth through professional development, processes, and feedback.

Evaluation is typically carried out as a one-year cycle of setting targets, working towards them, undergoing evaluation, and getting feedback, but the cycle may differ within the group from company to company.

Evaluation involves a multi-stage process, which begins with self-assessment, followed by evaluation by supervisors, adjustment of individual performance rating in accordance with the whole department’s performance, and assessment by the Evaluation Council, before a final decision is made. Management-level employees undergo 360-degree assessments for a more all-round evaluation. Client feedback is also taken into consideration, thus making evaluations more objective. Thus, by incorporating multiple perspectives, we seek to correct for biases that may creep in to evaluations are thereby boost buy-in from employees. Employees learn the final decision regarding their evaluation at one-on-one feedback sessions with their supervisors. Not only does this ensure transparency, but it also serves as a forum to praise employees for the work they have performed, lay out what’s expected of them in the next cycle, and establish specific actions that may be required. In this way, these one-on-one feedback sessions are oriented toward growth and solutions.
To help employees achieve the growth they seek, we offer attentive, individualized support through regular one-on-one meetings in addition to the aforementioned evaluation feedback sessions, so as to offer ongoing feedback on day-to-day work.

Evaluation Criteria

Evaluation criteria are set in accordance with company targets and individual roles. Major criteria include the following.

Compensation: Fair Distribution in Accordance with Contribution

The compensation system is designed to encourage good conduct; as such, employees’ compensation is determined in accordance with rank and based on evaluation. Compensation is made up of two parts: a fixed portion, which includes basic salary and allowances, and a floating portion, i.e., bonuses.

Allowances

Systems to Support Diverse Working Styles and Career Building

We are devoted to empowering our people to achieve sustainable career growth. To that end, we have systems in place to support diverse working styles and career building.

Career Course Changes

This system is designed to enable employees to switch between career courses (e.g., from the management course to the expert course) for better alignment with their skills and preferences, or with the organization’s circumstances. To change career courses, an employee states their request to their supervisor, who then submits a formal request to a committee of corporate officers for deliberation and decision. When an employee changes career courses, their monthly salary is determined by taking their pre-change salary and adjusting it according to the salary table for their post-change course.

Interdepartmental Transfers

It is also possible for employees to seek transfers to different departments without changing their career course. This can be arranged through the in-group transition system and the in-group job offer system, as well as normal personnel transfers. Our aim is to enhance individual value and management skills by enabling employees to gain experience in multiple fields according to their wishes. The in-group transition system lets employees apply to transfer to a department they’re interested in, while the in-group job offer system lets them apply for internal job openings. In contrast to the career course change system, these systems don’t require employees to go through their supervisors; they can consult directly with the Personnel Department.

Budgeting and Evaluation Adjustments for Employees Caring for Children

We also offer budgeting and evaluation adjustments to alleviate the effects of absence due to childbirth and childcare leave. Under this system, when an employee takes childbirth or childcare leave (either for their own pregnancy and childbirth or for their spouse’s), the budgets they have already been allocated are transferred to the department or company as a whole. By enabling employees to take leave without undue worry that their allocated budget may be revoked and therefore the potential benefits lost to their department or company, this system is just another way in which we offer support for employees at various stages of life.

Our View on Career Building

We are devoted to empowering our people to achieve sustainable career growth. To that end, we have systems in place to support diverse working styles and career building.

The Career Ladder Is Out; the Career Jungle Gym Is In

A defining point of our career building initiatives is that they do not constitute a “career ladder,” where if you’re not going up you’re going down; perhaps a better climbing metaphor is a jungle gym, where there is room to explore in all directions. This way of thinking allows employees to choose career paths flexibly according to their own aspirations and stage of life, for instance by switching career courses from the management course to the specialist course, or by transferring to another department. These systems reflect our HR philosophy, which emphasizes balance between maximizing each employee’s lifetime value and the group’s sustainable growth.

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.

  

Promoting a Distinct Group Culture

• 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.

  

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.