Human Capital

The Career Challenge program of open recruitment for job transfers within the Group is used widely as an opportunity for employees to try jobs in which they are interested.
The Job Trial program permits employees to spend part of their working hours experiencing different jobs at different divisions within the Group, with an upper limit of eight hours per month for a period of up to three months.

The @Training stands for Adventure Training (AT) program and also means training that astonishes (atto iwaseru in Japanese) the world.
With two courses to choose from -- a workshop course and the cross-boundary learning course -- @Training offers unique advanced programs, including a half-day workshop, in which trainees review what/how they want to be through extraordinary experiences, as well as activities to solve local issues, collaborations with social ventures, and industry-academia collaborations.
Based on the experience of solving social issues, we develop employees' career ownership by having them reflect on themselves and dialogue with them, through experience and perspectives that are unlike anything they experience in everyday life.

Smyle is a training program aimed at having employees think about their own career design.
Employees look back on their life (career) in the workshop and verbalize what they will do, what they can do, and what they must do. Support is provided to them so that they can work actively with future prospects.
A cumulative total of more than 1,000 employees have participated in this program, which was launched in 2018. It has become one of the leading measures at the PERSOL Group.
For managers, in order to support career ownership by their subordinates, we incorporate content based on this program into training for new managers, providing them with opportunities to learn the stance and methods of dealing with their subordinates' career design.

PALMS is an e-learning system that is available for PERSOL Group employees.
We have consolidated e-learning content on our internal platform under the theme, "anytime, anywhere, and anyone" and devised creative measures to permit self-paced learning by employees.

*For data on human resource development and training, see the Human Resource Data section.

At the PERSOL Group, we regard all working individuals as sources of our corporate value.
We also offer a wide variety of learning programs, which are appropriate for the roles, capabilities, and other aspects of each employee, so that all employees can continue to grow independently and play active roles even in a highly uncertain business environment.

The development of next-generation business leaders is essential for the PERSOL Group to continue contributing to society sustainably.
For this purpose, at the PERSOL Group, we have formulated PERSOL Leadership Competency, which clearly states what is required of Group Senior Executives.
Based on this, we will implement a succession plan for the current management members and drive talent management measures aimed at enabling all managerial employees to play active roles as the Best Leaders.

To produce business leaders over the medium to long term, we provide training for selected managerial employees.
Mirai Shijuku provides learning support under a wide range of themes, with a focus on liberal arts, targeting candidates for the next-generation Group Senior Executives.
It provides training on thinking beyond one's viewpoint, view, or perspective to develop trainees into human resources who can manage the Group.

Mirai Gijuku operates training programs for managerial employees, from section managers to department heads. They include a program for learning key points in management for improving organizational engagement and one for learning leadership for solving social issues.

We operate a one-year joint training program for newly appointed managers at each company, crossing the boundaries between companies.
Immediately after the appointment, we provide new managers with startup training, in which they acquire the knowledge, skills, and ways of thinking needed for daily management operations. Six months later, we provide follow-up training to review the current status and verbalize what sort of managers they aim to be. And one year after the appointment, we provide training needed for subordinates' career design and step-up training for reviewing one's behaviors through a 360-degree survey, thus helping them to play active roles as the Group's managers.

We provide action learning training aimed at reinforcing relationships in a team and thus bringing out the autonomy that is intrinsic to the team.
Employees participate in this training in teams and start by determining an action plan for creating the future of each team.
This is followed by a three-month period for practical training, when an internal organizational development facilitator supports managers' practices.
Specifically, support is given in participants' self-reflection and development of their questioning ability through four manager sessions and assessments.
Participants gave such comments as "(The training) led to the reinforcement of relationships in the team" and "I have acquired the ability to approach management based on the members' characteristics."
We aim to have all managers to complete this training by 2030, thus supporting them in creating organizations in which learning can be done in teams.

Each PERSOL Group company complies with all laws and regulations concerning minimum wages and equal pay for equal work to ensure that employees are fairly compensated.
In our personnel evaluations, the evaluation criteria, procedures, and points to note are clearly specified in order to ensure fair evaluations. We have also introduced a competitive compensation system that is linked to the business performance of each company and the performance of each individual employee.

The PERSOL Group has introduced the trust-type share-based compensation scheme (BIP/ESOP) and the restricted stock compensation scheme.
The number of eligible employees has grown with the introduction of the restricted stock compensation scheme in fiscal 2021, bringing the total number of eligible officers and employees* under the overall stock compensation scheme to 2,238 in fiscal year ended March 2022 (of which 2,182 are eligible employees).

*Officers and all managerial level employees of the Group

The PERSOL Group has introduced an employee shareholding plan to encourage employee participation in the management of the Company and elevate motivation to contribute to growth in corporate value over the mid- to long-term.
Employees who join the Employee Shareholders' Association are able to purchase the Company's shares by contributing a voluntary amount from their salary or bonus, starting from as little as 1,000 yen per month.
In addition, employees enrolled in the Employee Shareholders Association receive an incentive payment (15%) against their contribution from the company they belong to.
The participation rate in the Employee Shareholders’ Association in fiscal year ended March 2022 was 12%.

The PERSOL Group has established the “PERSOL Group Code of Conduct”, which outlines the values, mindset, and actions to be taken by all officers and employees, both in and outside Japan, during their work. The PERSOL Group Code of Conduct has been published in both Japanese and English.
Based on this Code of Conduct, we have established a range of systems to ensure that appropriate labor practices are promoted. In addition to publishing information on labor standards, such as wages and working hours, on the intranet of each of our group companies, we also ensure that employees accurately understand company policy related to labor standards, such as work rules, personnel systems, and employee benefits, by thoroughly explaining these areas when they join the company.

There were no violations of the Labor Standards Act by the PERSOL Group in Japan in fiscal 2021.

Labor unions have been formed at certain consolidated subsidiaries in the PERSOL Group. Regardless of whether or not respective sites have labor unions, we respect the freedom of association and the right to collective bargaining as employee rights, and allow employees to exercise these rights effectively.

There have been no strikes or lockouts at any of our sites in the past three years.