CSR / Environment
- Social Initiatives
- Fair and Impartial Procurement Activities
- Quality / Customer Satisfaction
- Communicating with Shareholders and Investors
- For Local Communities
- Efforts Related to Human Rights
- Human Resource Development / Personnel System
- Diversity Management
- Activities to Support Work-Life Balance
- Promoting Occupational Safety and Health
Human Resource Development / Personnel System
Human Resource Development
|Fiscal 2017 Objectives||Fiscal 2017Achievements||Self-Evaluation*|
|Hold new training in management skills improvement in order to support personal growth||
|Priority Objectives for Fiscal 2018||Hold specialized training (technical) with the aim of improving employees’ level of expertise|
Personnel, Education, and Training System for Fostering Strong Individuals
In fiscal 2017, Sharp enhanced training and education to support personal growth to produce “strong individuals.” Sharp established training opportunities (e-learning, group training, etc.) for all employees who wish to participate and supported employees who are voluntarily working towards personal growth.
In June 2017, we began new training in management skills improvement as the first step in training to support the personal growth of employees. The training is available on e-learning, making it easy for employees to brush up their knowledge and skills anywhere, even at home, on a computer or smartphone. The main themes of the training include strengthening corporate governance, ensuring thorough compliance, and acquiring basic business knowledge and business skills. The training also includes group study sessions that bring together employees at all major Sharp bases in Japan via videoconference, with employees possessing specialized knowledge taking turns being the instructor for these sessions.
By holding such training on an ongoing basis, Sharp is creating a corporate culture in which employees teach and learn from each other and through which the company can grow increasingly stronger by fostering and strengthening its human resources.
Job-Level-Specific Human Resource Development
In its job-level-specific training, Sharp stresses human resource development of young employees. In training courses for young employees, participants undergo training starting from when they are first selected to join Sharp and up until they have been with Sharp anywhere from two to five years, undergoing learning in which they acquire skills and thinking relevant to the various stages of their careers.
Candidates for promotion take manager promotion assessment training and manager candidate training as part of Sharp’s efforts to systematically strengthen its management capabilities.
Besides mandatory job-level-specific training, Sharp has other human resource development programs, such as business unit-specific training, training for selected employees, and open-recruitment training.
Talent Development and Motivation-Boosting Programs
● Employee Evaluations and Compensation
Sharp uses a merit-based system to compensate employees based on their job performance and job assessment. To ensure fair evaluations, employees have an interview with their managers at the beginning, middle, and end of each evaluation term, at which time both sides confirm how well the employee is doing in terms of progress towards targets, contribution to the company, and job results. Evaluation results are given to employees every half year along with explanations of the evaluations with the aim of contributing to employees’ growth.
● Personnel Declaration System
All employees submit a career development plan along with a self-assessment of their job aptitude. Sharp then stores this information—along with records of interviews with supervisors—in a personnel database. This provides an overview of how employees are progressing with respect to their career goals, and it allows Sharp to effectively develop human resources.
● Step-Up Campaign (Qualification Acquisition Encouragement Plan)
To support employee self-development, Sharp offers monetary rewards to employees who have acquired qualifications, with the amount depending on the difficulty of acquiring the qualification. This plan covers about 200 qualifications, including some for field-specific techniques and skills, some directly related to daily duties, and some for language skills.