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.

Image:Related SDGs

Policy

In the belief that companies grow and expand together with each employee’s independent growth, 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 will reinforce its 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.

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

Figure: Training system

Casio has various human resource development programs designed to develop creative employees who are eager to take on challenges and to train professionals with early tracking into specialized fields.

The company emphasizes on-the-job (OJT) training to improve practical skills, complemented by off-the-job (off-JT) training to provide theoretical knowledge. 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 fiscal 2020, Casio introduced a Career Support Program (discussed below) as a career development support measure so that individual employees could work independently with motivation and energy. Casio provides the support needed for individual employees to lay out their own career, based on a system in which they take stock of their own career once a year and consider their future career plans.

Annual average number of hours of training (Casio Computer Co., Ltd.)

The annual average training hours in fiscal 2020 were 7.2 hours for men and 7.9 hours for women (6.1 hours for men and 4.4 hours for women in fiscal 2019). In fiscal 2020, some training was cancelled due to the impact of the COVID-19 pandemic. Casio will ensure training hours in fiscal 2021 by increasing online training and other measures.

Average number of hours of training

Graph: Average number of hours of training

Proportion of employees receiving regular assessment of their performance and career development progress

Graph: Proportion of employees receiving regular assessment of their performance and career development progress
Percentage of employees promoted

Surveys and Verification Relating to Utilization and Development of Human Resources

In off-the-job training, questionnaires are given to employees every time they attend a training session, and their requests and opinions are used to help make improvements in the following fiscal year and beyond. In on-the-job training, when employees register for the Career Plan System (described below), they can register their opinions about the system itself. Furthermore, when the company establishes new systems, it verifies the system through prior interviews and trial runs with the aim of achieving more effective operation.

Overview of fiscal 2020 and future issues

In fiscal 2020, Casio introduced a career support system and also developed a system enabling employees to regularly consider their careers so that they can work with vitality. To accompany this, Casio updated its manager training to further encourage employees’ autonomy.

In fiscal 2021, Casio aims to make improvements based on its surveys and interviews of attendees to further augment the career support system. Moreover, Casio will increase its online training and set up a system that enables employees to participate in training in a flexible manner.

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.

Figure: Career Support System
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 and 49), and participate in career training and career interviews as an opportunity to consider their work style.

In fiscal 2020, 195 employees received career training. Casio will continue to support career development on an ongoing basis.

Figure: Career Training
Specialist Training Support

Casio will increase its training menu and expand 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 creative planning 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. In addition, Casio provides support to broaden its employees’ perspectives and accelerate the speed of their growth. For example, Casio offers cross-industry association training in which employees are selected to participate with engineers from other companies in learning skills together and stimulating each other as they grapple with issues. Casio will continue to increase measures to raise engineer specialized skills.

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, 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.

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 in their 50s and 60s consider their life plans and devise an independent approach to their life and work.

New Employee Training, Follow-up 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.

Skill Selective Training

The training targets all regular employees, for the objective of effectively and efficiently acquiring diverse skills required for work operations, in a training program that allows employees to select from a large variety of training courses. The targeted skills are divided into three categories: specialized skills, strategic skills, and interpersonal skills.

Beginning in fiscal 2020, 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 designated skill training once a year. This is intended to improve the basic skills of young employees.

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 at workshops and seminars, 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.
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. Approximately 200 employees took part.
Language exams

Opportunities to take language exams such as TOEIC and VERSANT are offered three times a year, and their motivation to study is raised by regularly providing opportunities to measure the effect of their studies.

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.

Vision of global talent
Figure: Vision of global talent

Figure: Vision of global talent

Figure: Vision of global talent

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.

Example: Image of the use of the table of standards for the roles of persons sent on assignment outside Japan
Figure: Image of the use of the table of standards for the roles of persons sent on assignment outside Japan

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
Figure: Training system before assignment outside Japan
  • *1 Learning multicultural communication skills and practical points for managing highly diverse teams

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)
Figure: 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.

Figure: Global human resources governance system