Human Resource Development
Management
Social Background
In a rapidly changing business environment with diverse work styles, Casio believes that for companies to respond to these changes flexibly and continue to grow, it is crucial not only that companies drive skill development, but that companies and employees build “win-win” relationships and create an environment in which both can continue to grow.
Policy
In the belief that the continual growth of employees drives ongoing improvements in corporate value, Casio has developed a system that allows employees to take the initiative in acquiring the necessary skills and will continue to support each employee’s individual growth.
Casio implements initiatives supporting employees’ career development. In particular, Casio holds career training and meetings at key turning points in careers in each age bracket, expands training that supports careers as specialists as well as training that supports supervisors’ work and career.
In addition, Casio will continue to provide training tailored to each rank so that each employee can acquire the basic knowledge and skills needed to carry out their roles.
In fiscal 2024, as part of its investment in human capital to create value, Casio is focusing on ensuring organizational capabilities, fostering independent personnel, and strengthening management.
System
The Human Resources Department considers group-wide strategy related to human resource development and plans and implements common, group-wide education. Individual departments and the Human Resources Department collaborate to plan and implement education for the specialist skills required by each department.
Activity Results
Overview of Human Resource Development
Training system
Casio’s human resources development is based on the three elements of the company’s desired human resources (creativity, communication, and self-actualization) and various measures and programs that incorporate these elements have been established.
The company emphasizes on-the-job (OJT) training to improve practical skills, complemented by off-the-job (off-JT) training. The necessary HR development measures are taken for all levels in the internal ranking system and Casio is always working to make improvements and expand its measures.
In addition, Casio provides a Career Support System (discussed below) to enable each individual employee to work with motivation and enthusiasm, as well as a support system providing employees the opportunity to take stock of their own careers annually and consider their future career plans.
Annual average number of hours of training (Casio Computer Co., Ltd.)
The annual average training hours in fiscal 2023 were 7.6 hours for men and 6.9 hours for women (5.1 hours for men and 3.4 hours for women in fiscal 2022). In fiscal 2023, Casio worked to enhance training, including career training, diversity training, and executive candidate development training. In fiscal 2024, the company has continued enhancing and ensuring time for training with the aim of developing human resources in line with management policy.
Proportion of employees receiving regular assessment of their performance and career development progress
Surveys and Verification Relating to Utilization and Development of Human Resources
In training, questionnaires are given to employees after they attend a training session, and their requests and opinions are used to help make improvements in the following fiscal year and beyond. In addition, the Career Plan System (described below) lets employees take stock of their careers and register their future career aspirations. This content is then used by the company for personnel distribution and to plan training and improvements for the next fiscal year.
Overview of fiscal 2023 and future issues
As part of its priority measures for fiscal 2023, Casio worked to enhance diversity training, career training, and training for executive candidates.
Diversity training incorporated elements of diversity into coaching training for department managers, and provided opportunities to deepen mutual understanding among employees from different backgrounds. Casio also conducted unconscious bias training for all employees to increase their understanding of unconscious biases and preconceptions.
For career training, Casio strengthened support for employee career development by introducing new career training for employees who are 55 years old, in addition to the career training for those aged 30, 40, and 49 which it has already been carrying out. Concerning training for executive candidates, Casio conducted cross-industry interaction training for division managers and women leaders in addition to training for department managers, to support their growth as future executive candidates.
In fiscal 2024, as part of its investment in human capital to create value, Casio focused on ensuring organizational capabilities, fostering independent personnel, and strengthening management. To ensure organizational capabilities, Casio focused on promoting digital transformation (DX) training, and providing employees with the skills and knowledge necessary to adapt to the rapidly changing business environment. Casio will also enhance its career support systems to foster the development of independent personnel. And we will strive to improve the level of management throughout the group by promoting measures tailored to each target group based on criteria such as role or rating.
Main Human Resource Development Programs
Career Support System
In an environment changing for both companies and employees, Casio believes that by supporting individual employees in creating careers they find satisfying, employees can work with energy and a sense that their jobs are meaningful and worthwhile, while companies can grow and expand alongside their employees. To achieve this, Casio will provide support so that individual employees can plan their own careers based on a process in which they take stock of their own careers and consider their future career plans once a year.
Career Plan
In this system, employees take stock of their own careers and plan out their future career once a year. In their career plans, employees state the future direction of their careers and the work they would like to do. Supervisors provide feedback, and it is utilized as a reference in employees’ training rotations and educational opportunities.
Career Training
Employees take another look at themselves at key turning points in their careers (at ages 30, 40, 49 and 55), and participate in career training and career interviews as an opportunity to consider their work style. In fiscal 2023, Casio added new training for 55-year-olds. Moreover, 268 employees received career training in fiscal 2023, resulting in a career training coverage rate of 30.1% for full-time employees. Casio will continue to conduct training to support career development on an ongoing basis.
Specialist Training Support
Casio implements its training aimed at engineers wanting to advance their expertise in order to support the careers of employees as specialists. In training for new hire engineers, Casio provides group training and design thinking workshops aimed at giving them basic technology skills. This is part of Casio’s efforts to develop employees’ basic skills as engineers.
In addition, Casio helps employees improve their expertise by offering skill selective training (specialized skills) so that employees can acquire the necessary skills in their own engineering field. Employees can choose the subjects they need from about 600 courses. Casio also provides cross-industry association training in which employees are selected to participate with engineers from other companies in learning skills together to help broaden their perspectives and accelerate the speed of their growth.
Executive Candidate Development Training
To foster the development of executive candidates, Casio conducts cross-industry interaction training for division and department managers, and women leaders. Training for division and department managers follows a program designed to help them acquire the perspectives, mindset, and management skill required of executives. For women leaders, Casio implements a program designed to foster a leadership mindset and improve leadership skills. In both cases, Casio aims to broaden outlooks and perspectives through cross-industry interaction, and to help participants form personal connections outside of the company. In fiscal 2023, Casio trained 4 future executive candidates and 7 women as future department manager candidates, using the measures for developing executive candidates outlined above.
Manager Training
Appropriate management by supervisors is essential for employees as they independently shape their careers. With this aim, managers are given training on practical content such as how to run an organization in which subordinates will act independently and management methods that will motivate subordinates (coaching, etc.), as well as training to deepen their understanding on goal (KPI) setting, evaluations and feedback interviews in the new evaluation system.
Job Challenges
This system supports people who want to take up the challenge of new work and work with which they have no experience. By recruiting based on divisions’ needs and rotating human resources actively, the organization is energized and employees are assigned to the right position. Senior employees, who were not covered by the previous job assignment system, are eligible for this program. Casio will provide an environment in which employees can utilize the wealth of experience they have built up and can perform with great energy even after retirement age. In fiscal 2023, 31 people utilized this system, bringing the total number of participants to 124.
Second Career Support
Casio has introduced a career change support service and a dual-occupation/second occupation system and supports employees in realizing their career paths to help employees mainly in their 50s consider their life plans and devise an independent approach to their life and work.
New Employee Training, New Employee Annual Training, Second-Year Training
Training for young employees is offered for new entrants as well as for first-year and second-year employees so that they can learn the basics of being a Casio employee and look back at their own approach to work.
In particular, Casio implements a year-round training program for new employees. Training is also provided for on-the-job training staff and managers to whom new employees are assigned to increase the program’s effectiveness.
Measures to Support Skill Improvement
This system was established to allow employees to independently select and acquire the skills they feel the need to perform their work. The company offers both selective skills training and distance learning. The selective skills training allows employees to choose from a variety of training courses conducted in the form of external public lectures.
The training targets all regular employees, for the objective of individual employees autonomously selecting and acquiring the skills they feel are necessary to perform their work. Employees can select from a variety of in-house training courses and external training courses that are open to the public.
The targeted skills are divided into three categories: specialized skills, strategic skills, and interpersonal skills.
Beginning in fiscal 2021, Casio systematized the skills needed for young employees to systematically train young employees. The program was changed so that employees in their first through fifth years as new graduate hires attend the skill training once a year. In addition, in fiscal 2024 we introduced video-based learning to enhance autonomous learning.
TERAKOYA
This program uses workshops and seminars with specific themes to connect people who have something to say or who want to learn something, thus using this shared goal to build personal networks and improve individuals’ skills. People from a wide range of occupations and backgrounds gather together in the same place to discuss the same theme, regardless of hierarchy. This is an opportunity to build personal networks that will be useful in work and is expected to be a catalyst in stimulating communication overall.
Techno Power
This is an exhibition event held annually for the objectives of stimulating engineers, and sharing and accumulating technology. In Techno Power, Casio solicits new technology and know-how created in-house and recognizes projects with outstanding levels of technology and/or excellence of concept. This encourages venturing into new technology by establishing a forum for announcing results and offering recognition.
In-house specialist seminars
These are lectures by outside trailblazers in advanced technology and innovators who were able to develop revolutionary new products and create new businesses. The aim of these is to allow development engineers, mainly, to understand technological trends, encourage a development mindset, and foster a willingness to take on challenges. Recent themes have been selected from multi-faceted perspectives, going beyond technology trends. They include leading-edge technology trends with high levels of originality and technology, and ways of thinking to create new products.
Right Person for the Right Job
In fiscal 2020, Casio introduced the Job Challenge System to place the right people in the right jobs by valuing employees intentions’ and support their independent career planning. Additionally, career interviews are conducted with those who desire one and support provided as appropriate when employees consider their career direction. Casio also makes its intranet and database available to the managers of each department to allow them to conduct comprehensive assessment of the human resource development information on their subordinates, which they then utilize for training within the department.
Additionally, in order to make it easier to reflect employees’ wishes in the ordinary course of business, employees declare a task that they would like to attempt and this intention is shared with their supervisors and made use of in task assignment and rotation.
Global Human Resources Strategy
Casio is reinforcing its global expansion in all business fields, including existing and new businesses. Casio has started creating a global human resources strategy for group companies outside Japan. This project includes the enhancement of human resources functions and the establishment of a system for developing human resources who are prepared to meet global standards.
Vision of global talent
Casio’s employees around the world must always think from the headquarters’ perspective in order to demonstrate leadership. The human resources department uses various opportunities and tools to convey and share with employees messages on the importance of thinking of Japan as just one area in the world and of changing one’s mindset to work with a global outlook.
Establishment of standards for the roles of persons sent on assignment outside Japan
It is important to increase the number of human resources with the aptitude for assignment outside Japan. At the same time, however, Casio is endeavoring to develop local employees and create more opportunities for their promotion. It does this by sending people on assignments outside Japan only to perform roles that cannot be done by local employees and by clarifying their division of roles with local employees. Casio will establish a table of standards and develop a check system to enable its employees around the world to shine by placing the right people in the right jobs.
Provision of local information to persons going on assignment outside Japan and development of multicultural management skills
Casio systematically provides grade-based training to persons going on assignment outside Japan according to their mission at the location of assignment.
The company provides Site Management Skills Training for senior management, and Multicultural Management Skills Training and Lectures on Assignment Location Situation for all persons going on assignment outside Japan. Additionally, Casio provides educational information for accompanying children, and other efforts to strengthen on-location living support.
Training system before assignment outside Japan
*1 Learning multicultural communication skills and practical points for managing highly diverse teams
*2 Opportunities for those transferred abroad to improve their language skills
Global career path
In order to continuously develop global human resources, it is not enough to use a direct approach from the human resources department to employees; people who can develop global human resources must be developed and promoted as managers so that employees can grow through their work in the field. Accordingly, Casio has developed its conventional career path into a global career path. So that employees in addition to those involved in sales outside Japan will have even a broader perspective, the company has enhanced personnel placement to give employees wide-ranging experience before they become section chiefs, department managers, and division managers. This approach will be used in future human resources development and placement planning.
Global career path (sales)
Global human resources governance system
Casio actively engages in exchanges of opinions on what the Casio Group perspective should be about local problems and circumstances. The headquarters human resource division also directly dialogues with and provides advice on system design to members of human resources departments at local companies.