When it came to new employees
Posted: Mon Jan 20, 2025 6:26 am
This term you are focusing on improving your education and training system.
Naoko:
Previously, we had hired an external instructor to provide manager training as a one-course package, and while the content was good, we had not yet been able to provide it on an ongoing or systematic basis.
Many people have been promoted since then, so we are now using the content of that experience as a reference to create our own original model .
In the first place, the work content changes quite a bit when you become a manager, but until now the company hasn't been able to provide much support in this regard, and it has been the case that each individual's supervisor has been the one to teach them individually.
Up until now we have been able to get by because the advantages of line database we had a small number of people, but we are now reaching a phase where we need to get things done properly.
Yukie:
companies were unable to articulate the type of people they were looking for, and there was a gap between the people they wanted to hire and the people they were actually hiring.
We had cases of people quitting because the culture didn't suit them, so starting last year we began changing our hiring policies to look not only at skill matches but also at portable skills and competencies (degree of cultural match) .
We also have a three-month onboarding program in place to ensure that we can provide proper follow-up once we find a suitable candidate .
We created a system that allows employees to be self-reliant by clearly defining the roles of those involved, such as superiors, elder mentors, and human resources, and by ensuring that they carry out their roles properly.
Naoko:
Previously, we had hired an external instructor to provide manager training as a one-course package, and while the content was good, we had not yet been able to provide it on an ongoing or systematic basis.
Many people have been promoted since then, so we are now using the content of that experience as a reference to create our own original model .
In the first place, the work content changes quite a bit when you become a manager, but until now the company hasn't been able to provide much support in this regard, and it has been the case that each individual's supervisor has been the one to teach them individually.
Up until now we have been able to get by because the advantages of line database we had a small number of people, but we are now reaching a phase where we need to get things done properly.
Yukie:
companies were unable to articulate the type of people they were looking for, and there was a gap between the people they wanted to hire and the people they were actually hiring.
We had cases of people quitting because the culture didn't suit them, so starting last year we began changing our hiring policies to look not only at skill matches but also at portable skills and competencies (degree of cultural match) .
We also have a three-month onboarding program in place to ensure that we can provide proper follow-up once we find a suitable candidate .
We created a system that allows employees to be self-reliant by clearly defining the roles of those involved, such as superiors, elder mentors, and human resources, and by ensuring that they carry out their roles properly.