Enhancing Employee Capabilities and Career Development Developing and Evaluating Global Human Resources : Hitachi Chemical

Page Link

Social Report

Together with Our Employees

Enhancing Employee Capabilities and Career Development

Hitachi Chemical focuses on on-the-job training (OJT) as the core of employee training and provides additional learning programs.

In its training programs, the Company has established an educational framework according to the employee’s level and job category; such as a two-year program for new company entrants who just graduated from university and newly appointed senior staff members and section heads. 530 people in total participated in these programs in fiscal 2017. The Company also offers various self-development programs such as optional programs that employees can freely select and correspondence courses, and 352 employees took training courses at the Hitachi Institute of Management Development in fiscal 2017, specializing in human resource training for the Hitachi Group, in which participants enhance their business skills and expand their networks within the Group. In addition, Hitachi Chemical has introduced an in-house job posting system, a free agent (FA) system, a career guidance meeting between employees and their superiors, and a mentoring program to support employees in shaping their own careers.

Developing Global Human Resources

The Hitachi Chemical Group is actively engaged in the nurturing of “World Class Professionals (WCPs)“, a group of personnel who, based on the corporate principles and culture of the Group, can brush up their techniques and skills at the world-class level, challenge themselves to bring about reform through continued delivery of results and reflection, and commit themselves to self-growth, ultimately contributing to society by improving the Company’ performance.

The Hitachi Chemical Group adopted three official communication tools; the Kepner-Tregoe (KT) Method, coaching and English as its official language throughout the Group. As a systematic problem-solving thought process, the KT Method has been used in actual discussion during meetings and decision-making processes to help participants to understand situations and make decisions and choices. In fiscal 2017, the Company provided training to 271 employees in Japan and overseas.

For English training, in addition to existing correspondence courses, the Company has reviewed new programs and released e-learning, online English courses, and TOEIC-related courses by compiling programs that have a high expectation to improve employees’ English abilities. 717 employees took these courses in fiscal 2017.

Global Coaching Program

In fifty year anniversary of the foundation of corporate, the Hitachi Chemical Group conducted survey to managers, and identified a negative perception with regard to dialogue and communication. In order to create new and innovative values as a frontrunner for society as well as our customers and to continue creating “wonders“ through the development of technologies and products, it is necessary for people to share their own skills and integrate them into products by taking on challenges through dialogue. The Hitachi Chemical Group therefore set about transforming itself into an “organization that interacts“ and an “organization that confronts challenges“ by launching a Global Coaching Program with the aim of encouraging practices toward the creation of new value.

With each Executive Officer assuming the role of program leader, in-house coaches are being selected from management divisions (including Group companies in Japan and overseas). At the first kickoff meeting for the coaching program, Senior Executive Management offer encouragement by speaking in their own words of the aims of the program and of what they expect from these coaches.

In-house coaches coach five stakeholders (those who receive coaching), four or all of whom are from other divisions, and are able to energize interdivisional communications. In addition, the in-house coaches learn coaching skills at a study school that utilizes coaching tuition given by professional coaches and a conference call system. Having lasted around eight months, the program raises the awareness of new challenges of the in-house coaches and stakeholders alike.

Through the responses given to questionnaires conducted both before and after the program by the in-house coaches and stakeholders, positive feedback has been gained in most items, and the program can be seen to have promoted many specific behavioral benefits, such as “encouragement of more active behaviors“ and “opportunity to review one’s communication styles.“

In fiscal 2017, 162 in-house coaches from 12 countries and regions were trained. Including 810 stakeholders, a total of 972 people attended this program. Programs in English, Chinese, and Thai were also held for the in-house coaches selected from overseas Group companies.

In addition to our continued commitment toward training in-house coaches in fiscal 2018, the entire Hitachi Chemical Group will further engage in a transformational process to become a type of organization that “engages in dialogue“ and “confronts challenges.“

Global coaching program

FY 2012 2013 2014 2015 2016 2017
Number of Participants in Global Coaching Program (Persons) 1,752 2,370 2,394 1,506 960 972

Fair and Balanced Personnel Evaluations

Hitachi Chemical believes fair personnel evaluation to be important for employees, who underpin the Company's growth. The Company has therefore introduced three basic policies for evaluating human resources premised on ensuring a linkage between reward, capability, and achievement. The three policies are following three points: clarify any gaps between the required capabilities and skills and those possessed by each employee; provide opportunities to close any gaps and motivate employees to achieve results; and ensure the fair treatment of employee's achievement.

As a part of its policies, the Company works to set up a global personnel evaluation system to conduct fair personnel evaluations throughout the entire Hitachi Chemical Group.

Specifically, the Hitachi Chemical Group promotes the Hitachi Global Grading (HGG) system, the Hitachi Chemical Group's Global Talent Standard (GTS), and Management by Objectives (MBO).

Under the HGG system, all positions are evaluated from perspectives shared across the entire Group and appointments and assignments are made on a global basis. GTS is a systematic and verbalized expression of the competencies required of all employees of the Group based on Hitachi Chemical Group’s Identity, our core principles . As the Group’s original standard, GTS is incorporated into personnel evaluation. MBO aims to develop businesses and foster human resources through a process that helps employees achieve objectives identified based on dialogues between employees and their superiors. In addition to introducing these systems to domestic Group companies, starting from fiscal 2015 we are also successively advancing the expansion of these systems at overseas Group companies. We will also continue to provide ongoing career support for regular employees centered on one-on-one interviews with their supervisors.

  • Page Top