Human Resource Development / Personnel System
Human Resource Development
| Fiscal 2021 Objectives | Fiscal 2021 Achievements | Self-Evaluation | Priority Objectives for Fiscal 2022 |
|---|---|---|---|
|
|
★★ |
|
- Self-evaluation: ★★★ Achieved more than targeted / ★★ Achieved as targeted / ★ Achieved to some extent
Variety of Human Resource Development Programs
Sharp’s range of development programs is one way the company is boosting its comprehensive strength.
We have many kinds of development programs aimed at improving the quality and scope of employees’ capabilities. These train young employees, cultivate the next generation of leaders, and strengthen individual skills.
Job-Level-Specific Human Resource Development
In job-level-specific training, special emphasis is placed on the development of young employees so that they can acquire the knowledge, skills, and mindset essential to each stage of their careers. Towards that end, young people receive training starting from when they are first selected to join Sharp, training upon joining the company, and training in their first few years at the company.
Candidates for promotion take manager candidate training as part of Sharp’s efforts to systematically strengthen its management capabilities.
Besides mandatory job-level-specific training, Sharp has other human resource development programs, such as business unit-specific training, training for selected employees, and open-recruitment training.
Human Resource Development for Selected Employees
For Sharp to achieve sustainable growth in the medium to long term, it must foster the next generation of leaders who will carry the company into the future. We therefore select outstanding employees who can build our future and improve the necessary skills of these management personnel.
In programs for senior management candidates for the near and foreseeable future, we have courses designed to help them grow by, for example, providing them with the needed managing skills and improving their leadership capabilities.
Personnel, Education, and Training System for Fostering Strong Individuals
Sharp works to cultivate an environment in which employees can pursue independent learning whenever and wherever they are, in order to build up the basic business knowledge and expertise that they need as professionals.
Specialized Technical Training
Sharp pursues a variety of initiatives aimed at helping employees improve/deepen their expertise (technical competency).
The courses we offer are a basic skills-building seminar (e-learning) in which primarily younger engineers learn the basics of technology; a device seminar, which introduces employees in product development to Sharp’s latest devices; and technical workshops, which incorporate a practical program that is directly linked to job skills in specific technical fields.
Sharp’s education and training initiatives are aimed at strengthening technical expertise company-wide, going beyond the limited framework of specific business and products to share technical know-how across internal functions and to develop younger employees by passing existing skills and techniques on to them.
Learning for Self-Development
We continue offering management skills improvement training, in which basic business knowledge and skills essential for any employee are taught.
With regard to the study sessions and management skills improvement training, Sharp actively supports employee self-development by providing an e-learning environment, which complements the group training sessions, allowing employees to use their home computers and smartphones to easily pursue learning anywhere, any time.
In addition to management skills improvement training, we have started new training offerings open to all employees. These include courses in business framework and other management skills, management philosophy, and foreign languages. Our training system satisfies the numerous ways that employees desire to improve themselves.
By providing these various education and training initiatives on an ongoing basis, Sharp is fostering a corporate culture of employee-driven mutual learning and instruction in which personnel who are capable of delivering the sorts of innovation that strengthen the company will be cultivated.
Sharp Group Learning for Self-Development Participation (Fiscal 2021)
| No. of Participants (Total) | Total Learning Hours |
|---|---|
| 4,905 | 11,676 hours |
Personnel System Conducive to Talent Development and Motivation Boosting
Employee Evaluations and Compensation
Because we believe employees' compensation should depend on their achievements, we use a bonus/pay raise system that is tied to company performance and employee evaluation in order to reward those employees who have produced good results.
To ensure fair evaluations, employees have an interview with their managers at the beginning, middle, and end of each evaluation term, at which time both sides confirm how well the employee is doing in terms of progress towards targets, contribution to the company, and job results. Evaluation results are given to employees every half year along with explanations of the evaluations with the aim of contributing to employees' growth.
Personnel Declaration System
All employees submit a career development plan along with a self-assessment of their job aptitude. Sharp then stores this information—along with records of interviews with supervisors—in a personnel database. This provides an overview of how employees are progressing with respect to their career goals, and it allows Sharp to effectively develop human resources.
Step-Up Campaign (Qualification Acquisition Encouragement Plan)
To support employee self-development, Sharp offers monetary rewards to employees who have acquired qualifications, with the amount depending on the difficulty of acquiring the qualification. This plan covers about 200 qualifications, including some for field-specific techniques and skills, some directly related to daily duties, and some for language skills.
Employee Survey
Employee surveys cover employees at Sharp Group companies in Japan. The surveys have been conducted periodically since 2005 with the aim of invigorating and improving the workplace. In 2021 the survey took place in July and 18,668 people responded to the survey (97.9% response rate). The survey results, obtained from questions about the current situation regarding the respondent’s work, workplace, superiors, and so forth, are summarized for each workplace and shared with every employee. Workplace meetings are held based on the survey results to identify the issues to be addressed and carry out voluntary improvement activities.
Welfare
Sharp Group companies in Japan have introduced a variety of employee benefits and welfare systems, which contribute to a stable and secure working environment for employees.
| Corporate pension system | In addition to the public pension system, Sharp has introduced its own corporate pension system (defined benefit corporate pension) to help support employees after their retirement. |
|---|---|
| Health insurance association | Sharp Health Insurance Association provides enrolled employees and their dependents with specific supplemental benefits above and beyond those mandated by law when sick or injured. A variety of health promotion services are also provided to those enrolled in the Health Insurance Association. |
| Other employee benefits and welfare systems | Property accumulation savings, employee stock ownership plan, Group health insurance plan, medical examination subsidy (e.g., for comprehensive medical screenings), special incentive leave (an extra five days of paid leave for every five years of continued employment) |