At the OKI Group, we call for "autonomous employees" who, while acting based on their own values, do not behave self-righteously, but involve those around them and produce results in accordance with their roles within the organization. The OKI Group promotes the personal growth of each employee via both human resource development through work experience and human resource development through training and learning, and is taking the following initiatives to ensure that everyone has opportunities to grow and is evaluated appropriately.
The OKI Group thoroughly manages employee targets, based on the idea that setting high targets and implementing actions promotes personal growth. Furthermore, the target items are set taking into account the Action Principles in order to ensure that employees always carry out their work while being mindful of the Principles. OKI follows the steps outlined in the figure to appropriately break down organizational targets into individual targets and establish clear individual goals.
In order to promote the implementation of the Action Principles, OKI assesses the extent to which the Principles have been implemented with respect to the aforementioned set targets, as one of the evaluation indicators since fiscal year 2019. OKI also takes the following initiatives to perform fair and impartial evaluations of the achievement of set targets and of the processes leading up to these results.
Superiors hold meetings with their team members to provide feedback on their evaluation results. The objective is to make the evaluations more convincing, such that they lead to employees' understanding of their evaluation-based treatment, further growth of employees through knowing their strengths and weaknesses, and improvement of organizational management through mutual understanding between superiors and team members. In addition, we conduct a survey once a year to check the status of the meetings to make continuous improvements.
|Employees who gave a positive response (%)|
|My current work was evaluated properly||61%(64%)||61%(68%)||61%(70%)|
To enhance the evaluation skills and quality of feedback provided by superiors who perform the evaluations, we hold "evaluator training" to educate superiors about the evaluation approach and feedback methods and conduct the "360-degree evaluation" to objectively assess the actions of evaluators and clarify their strengths and weaknesses.
The OKI Group provides all employees with career design opportunities for their continuous personal growth, and has established a training system to support career development and provide opportunities to acquire specialized knowledge.
At OKI, employees hold a career design meeting once a year with their superiors. The meetings are intended to support autonomous career development, with the aim of helping each employee transform their actions as autonomous employees.
The OKI Group has established a comprehensive training system that allows employees to receive training regardless of their job position and occupation. The system consists of "common training for business skills" to learn about marketing, innovation, accounting, and foreign languages, "training based on job position" to learn about the roles of each job position, and "specialized and departmental training" to hone professional expertise such as sales, technical, and production skills. In fiscal year 2021, the total number of training hours per OKI employee was 17.0 hours.
FY2022 OKI Training Structure
|Total number of training sessions||326 times||277 times||251 times||266 courses||210 courses||221 courses|
|Total number of participants||7,949 people||9,340 people||7,761 people||31,338 people||37,043 people||42,598 people|
|Total study time||61,851 times||41,662 times||40,736 times||25,281 times||26,863 times||40,147 times|
|Hours per student||14.7 time||9.5 time||8.6 time||6.0 time||6.1 time||8.4 time|
Through their work, we develop executive talent and business leaders who will be responsible for the OKI Group in the future. In this gradual process that starts from a young age, we give tough assignments that require on-site practice, assign careers suitable for the next generation of management executives, offer selective internal training programs, and dispatch employees to external business schools.
We believe that amid a drastically changing and increasingly complex world, as a foundation for building a vibrant workplace culture in which employees can take on challenges without fear of failure, it is necessary to cultivate a psychologically safe and secure "say, can say, and listen" culture, where employees can talk openly with each other and constructive criticism beyond personal interests and positions is accepted. To that end, since fiscal year 2018, we have been conducting "So-Komi," which is two-way communication training to start a cycle of success from the quality of our relationships, that is, relationships of trust, within the organization. So-Komi is a program consisting of workshops within divisions and a fivemonth practical workplace program; by end of fiscal year 2021, we had implemented and completed the program in all of the more than 560 divisions of the OKI Group in Japan.
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