Creating a System for Flexible Work
Background
The values of temporary staff regarding work are changing due to the increasing prevalence of remote work caused by the pandemic as well as due to the need to balance work with childcare, nursing care, and study. There is a need to create an environment where temporary staff have the leeway choose the way they work to align with their individual work-life balance needs. It is also necessary to address the new challenges that accompany changes in work styles, such as mental health issues among remote workers.
Initiative Overview and Objectives
We offer a range of options regarding working hours and workplaces to enable staff to work in a way aligns with their individual work-life balance needs, and we aim to realize employment that meets the desires of as many temporary staff as possible. We also support the mental and physical health of temporary workers so that they can continue to work with peace of mind after finding employment.
Specific Measures
A system that allows employees to freely choose when and where they work according to their individual preferences
PERSOL TEMPSTAFF has established Flexible CAREER, a system that enables employees to choose working hours that suit them––such as working 3 to 4 days a week, 5 to 7 hours a day––based on their desired income amount as well as the timing and length of employment. In addition, both PERSOL TEMPSTAFF and PERSOL CROSS TECHNOLOGY have introduced a half-day system in accordance with the 2020 revision to the Worker Dispatching Act.
Details are available here
We also work to promote remote work. We loan out PCs and peripheral equipment, and provide other types of support as needed to enable remote work, even if the temporary staff employer’s infrastructure is not compatible with remote work. In the fiscal year ended March 31, 2023, 24.9% of temporary staff at PERSOL TEMPSTAFF and 60.4% of those at PERSOL CROSS TECHNOLOGY worked remotely at least one day per week. Both companies had high remote work implementation rates in the fiscal years ended March 2022 and March 2023, far exceeding the teleworking rate of temporary staff published in the Seventh Urgent Survey on the Impact of Countermeasures against a New Coronavirus on Telework (conducted in July 2022) by Persol Research and Consulting Co., Ltd.
Details are available here
Outsourcing staff* are also able to reduce their commuting burden by making use of a Job Share Center, where they can work in closer proximity to their home. A total of five such centers have been opened (as of July 2023) in the Kanto and Kansai regions, with an average of 244 workers making use of the facilities per month in the fiscal year ended March 2023. Moving forward, PERSOL CROSS TECHNOLOGY plans to open more such centers throughout Japan to provide community-based employment support.
Details are available here
Taking advantage of the characteristics of engineering work, which is easy to perform remotely, PERSOL CROSS TECHNOLOGY also sponsored group participation ‘workcations’ in 2020 and 2021, and plans to hold more in the fiscal year ending March 31, 2024 and beyond.
*Staff engaged in contract work, regardless of employment type or occupation
Health support to enable work with mentally and physically stability
PERSOL CROSS TECHNOLOGY has introduced KOKOROBO, an online healthcare service that checks the mental health of temporary staff and provides access to care as needed. PERSOL TEMPSTAFF has also included a function in its Temp App for temporary staff, enabling them to freely consult about any problems they experience during their employment.
In addition, both PERSOL TEMPSTAFF and PERSOL CROSS TECHNOLOGY have partnered with Fast DOCTOR, a comprehensive after-hours emergency service, to provide temporary staff and their families with free medical consultation support and enable follow-up services in the event of illness.
Related data
*The telework implementation rate of temporary staff published in the Seventh Urgent Survey on the Impact of Countermeasures against a New Coronavirus on Telework (conducted in July 2022) by Persol Research and Consulting Co., Ltd.
*1 Service launched in the second half of the fiscal year
*2 Significant decrease in the number of users due to advancements in client infrastructure
Creating a System to Make Employees Feel That PERSOL is a Great Place to Work!
Background
There are a variety of places to register and work styles that allow workers to find the employment they desire. However, while registration companies offer a wide range of services, we aim to make temporary staff want to continue working only through PERSOL.
Initiative Overview and Objectives
To entice temporary staff to continue to choose PERSOL, we take measures to ensure that the time they are registered with us is enriching, including the time they spend outside of work, with the aim of making them satisfied with their employment through PERSOL.
Specific Measures
Awards for temporary staff who embody our vision, ‘Work and Smile’
PERSOL TEMPSTAFF selects temporary staff from all over Japan who embody our vision of ‘Work and Smile,’ and recognizes them by holding Staff Award ceremonies. Specifically, we hold online award ceremonies to introduce the award winners, stream congratulatory message videos, and provide opportunities for the winners to interact with each other. Some of the comments made by award-winning temporary staff include, “I am proud to be registered with PERSOL,” “I was touched by the warmth of the executive office,” and “Interacting with other staff was a great inspiration to me in my future work.”
Details are available here
Initiatives to enrich life and time spent outside of work
In order to mitigate or eliminate the concerns that people have about working as they move through the different stages of their life, we hold online interactive events for mothers to provide a venue for temporary staff with children to share information and discuss their concerns. PERSOL is also involved in a number of unique initiatives, such as hosting cooking and yoga events* where staff can form bonds with each other while enjoying their shared hobbies and interests.
We also arrange chartered performances at the Takarazuka Revue and issue invitations to Pacific League and Women Empowerment League games so that staff can refresh themselves by enjoying leisure time with their families and friends.
In addition, as a way of making the lives of our temporary staff more enjoyable and fulfilling, we have established a Tempstaff branch at Minna Bank and are expanding the scope of our work support to encompass money-related needs, asset building, career support, daily living, and risk preparedness.
*Contents implemented in fiscal year ended March 2023
Related data
Handling risks and compliance during employment
Background
It is necessary for us to provide all of our approximately 150,000 temporary staff working for a diverse array of companies throughout the country with safe and secure working environments, in compliance with laws and regulations.
Initiative Overview and Objectives
In addition to working to mitigate employer-side employment risks such as long working hours and harassment, responding to revisions to the Worker Dispatching Act, and verifying the working conditions set forth in labor-management agreements, which are all prerequisites for ensuring fulfilling employment for all temporary staff, we also provide flawless, trouble-free personnel and labor management in regard to salary payments, social security procedures, and encouragement to take paid leave.
Related data
| Item | PERSOL TEMPSTAFF | PERSOL CROSS TECHNOLOGY | ||||
| FY2020 | FY2021 | FY2022 | FY2020 | FY2021 | FY2022 | |
| Number of paid leave days taken *1 (annual) |
7.4 days |
7.5 days |
7.9 days |
11.7 days |
11.7 days |
11.1 days |
| Rate of taking paid leave *2 (annual) |
88.5% | 90.1% | 94.2% | 87.7% | 91.8% | 90.1% |
| Rate of half-days taken (annual) |
9.3% | 12.3% | 13.1% | 33.8% | 50.8% | 51.8% |
| Rate of taking childcare leave *3 (women/annual) |
86.3% | 86.8% | 86.5% | 91.3% | 92.9% | 100.0% |
| Rate of taking childcare leave *3 (men/annual) |
15.0% | 17.4% | 12.5% | 18.1% | 17.4% | 11.1% |
| Rate of returning to work after childcare leave *4 (annual) |
62.0% | 60.6% | 45.6% | 57.6% | 75.0% | 27.2% |
| Number of workers taking nursing care leave *5 (annual) |
20 | 21 | 28 | 0 | 1 | 2 |
| Rate of returning to work after nursing care leave *6 (annual) |
70.0% | 86.4% | 83.9% | ー | 100.0% | 100.0% |
| Average overtime hours (monthly) |
5.7 hours |
6.1 hours |
5.7 hours |
6.1 hours |
6.5 hours |
6.3 hours |
| Rate of occupational injury claims *7 (annual) |
0.3% | 0.3% | 0.3% | 0.6% | 0.3% | 0.4% |
*1 Average number of paid leave days taken during the fiscal year concerned by temporary staff eligible to be granted paid leave
*2 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
*3 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.
*4 The number of temporary staff, from among those who took childcare leave, who returned to work during the fiscal year concerned
*5 The number of temporary staff who took nursing care leave during the fiscal year concerned
*6 The number of temporary staff, from among those who took nursing care leave, who returned to work during the fiscal year concerned
*7 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)