Basic Approach
Thoughts and Ideas
Our thoughts on temporary staff
We aim to enable each one of our temporary staff members to choose their work style and live in their own way. We respect the values and future visions of our individual temporary staff members, such as their work-life balance and their career path. We believe the availability of a range of work options enabling people to work in their own ways leads to the improvement of well-being.
Our thoughts on temporary work as a work style
We aim to have temporary work recognized as a flexible, sustainable work style in that it permits staff to choose ways of working and work content that suits them. We would like to promote the appeal of temporary work as a work style in society, including that it enables people to balance work and their family and to try working in a new field, and let people know that temporary work is an option for them in the achievement of their career visions.
Our thoughts on the labor market
We will contribute to society by creating employment for temporary staff members and enabling these staff members to help solve the issues faced by the companies to which they are dispatched. We also aim to remain the industry-leading company in human capital management, which is attracting attention these days, by maximizing the value of human resources and by valuing individual human resources.
Staff Well-being
Committee
The Staff Well-being Committee takes the lead in considering and implementing initiatives for temporary staff.
The Staff Well-being Committee was established under the Headquarters Management Committee (HMC), an organization which assists the CEO and discusses the PERSOL Group’s basic management policy and important operations. The Staff Well-being Committee is in charge of strengthening and supplementing businesses related to temporary staff. It reports on and proposes important matters to the HMC.
The Staff Well-being Committee is composed of 13 members, including the CHRO of PERSOL HOLDINGS, presidents and representative directors, officers, and general managers from PERSOL TEMPSTAFF and PERSOL CROSS TECHNOLOGY, and the general manager of the Human Resources Planning Division of PERSOL HOLDINGS.
The committee visualizes the current realities of the PERSOL Group's human capital management for temporary staff and deliberates important matters related to human capital disclosures (the disclosure of stories consistent with the Group's HR strategy, policies regarding the provision of information to and dialogue with each stakeholder, and important measures and action plans related to the Group's policies and issues), thus ensuring that each initiative is appropriate.
Members of the Staff Well-being Committee
Priority Themes and Initiatives
The committee implements a variety of initiatives for temporary staff in line with two priority themes: “creating work opportunities” and “creating fans.”
Two Priority Themes
Creating work opportunities
To cater to the diverse needs of temporary staff, we attach importance to three points, the creation of diverse jobs, the introduction of an idea called fitting, which combines job placement and continuous support for work, and HR development. Through these initiatives, we enable temporary staff to continue working with good relationships with customers.
Creating fans
We will enable temporary staff to increase their trust in and attachment to PERSOL through support that improves their psychological safety at work, aiming to make more temporary staff want to continue working because they are from PERSOL. It is this relationship of trust between the company and staff that supports the creation of work opportunities.
Value We Aim to Create
A larger number of contracts and higher value provided to clients, achieved through fitting, will contribute to the growth of net sales and EBITDA and lead to the medium- to long-term growth of the business and then to an increase in TSR.
Further, we will improve temporary staff's capabilities and solve a range of HR issues, thereby building relationships of trust with our clients. At the same time, we will create new employment by leveraging our expertise in connecting companies with people and support the labor market.
Visualizing the path, on which human capital initiatives corresponding to the priority themes lead to value creation, as an impact path
(Click to enlarge)
*1 The percentage of temporary staff who were reemployed (who worked for three months or longer under temporary staff placement contracts or outsourcing contracts signed within 31 days from the date of completion of temporary employment) among those who have completed long-term (three-month or longer) temporary employment
*2 Average billing amount among long-term, short-term (below-three-month), and one-off (one-day) temporary staffing contracts in each month
*3 Average length of period for which temporary staff from PERSOL have continued to work under long-term temporary staffing contracts as of the end of each month
*4 Changed to adjusted EBITDA in the fiscal year ending March 2024
*5 The content of Q1 to Q3 are as follows:
Q1: Do you derive pleasure or fun from your daily work?
Q2: Do you think that your work leads to better lives for people?
Q3: Do you have many options to choose from with respect to your work and workstyle?
*6 Because the values are results for the fiscal year ended March 2023, the SBU structure that was current in the fiscal year is indicated.
Specific Initiatives Corresponding
to the Two Priority Themes
Support for job hunting
We provide opportunities to choose work styles that are appropriate for the environment and the values of individuals. We also provide a broad range of job postings to enable individuals to find their desired jobs any time on their own.
Support for personal development and career building
We will proactively invest in human resource development to support knowledge enhancement and skill development, which are necessary for individuals to achieve their desired career, and work to implement educational measures and visualize skills.
Support enabling staff to work steadily with a peace of mind
We will create a better work environment for temporary staff by providing diverse options regarding work hours and places of work, hosting a range of events to enable the time outside their working hours to be fulfilling, handling risks and compliance matters, and taking other measures.
Data
The following lists data related to initiatives for temporary staff.
*––: Dashes indicate undisclosed items
*1 The percentage of temporary staff who were reemployed (who worked for three months or longer under temporary staff placement contracts or outsourcing contracts signed within 31 days from the date of completion of temporary employment) among those who have completed long-term (three-month or longer) temporary employment
*2 Average billing amount among long-term, short-term (below-three-month), and one-off (one-day) temporary staffing contracts in each month
*3 Average length of period for which temporary staff from PERSOL have continued to work under long-term temporary staffing contracts as of the end of each month
*4 The content of Q1 to Q3 are as follows:
Q1: Do you derive pleasure or fun from your daily work?
Q2: Do you think that your work leads to better lives for people?
Q3: Do you have many options to choose from with respect to your work and workstyle?
*5 Estimated number of workers per month
*6 The percentage of temporary staff who work remotely at least one day per week
*7 Service launched in the second half of FY2020. Significant decrease in the number of users due to advancements in client infrastructure
*8 Annual average of the average number of workers each month
*9 Including the number of times video streaming events are replayed
*10 Average number of paid leave days taken during the fiscal year concerned by temporary staff eligible to be granted paid leave
*11 The percentage of the number of days taken during the fiscal year concerned out of the number of paid leave days granted during the fiscal year
*12 The number of temporary staff, from among those who fall under any of the following categories, who took childcare leave at the time of birth and childcare leave during the fiscal year concerned:
・A child with a birth date in the previous fiscal year has been registered in a dependent exemption application or under social support information.
・An application for congratulatory and/or condolence money for a child with a birth date in the previous fiscal year was filed and approved.
・The temporary staff took childcare leave without the above information, and the child’s date of birth is in the previous fiscal year.
*13 The number of temporary staff, from among those who took childcare leave, who returned to work during the fiscal year concerned
*14 The number of temporary staff who took nursing care leave during the fiscal year concerned
*15 The number of temporary staff, from among those who took nursing care leave, who returned to work during the fiscal year concerned
*16 The percentage of occupational injury claims filed during the fiscal year concerned from among temporary staff enrolled in unemployment insurance (the average number of enrollees each month of the fiscal year concerned)