Social Cultivating Human Resources
The Group adopts “Encourage individual personalities to flourish within a teamwork environment, leading to the creation of new values” as part of its Group philosophy. With the aim of developing the ability to promptly recognize social changes, leverage creativity, and create and spur change independently, each of our employees takes on challenges in new domains, guided by a strong desire for realizing personal growth.
Our Perspective on Human Resource Development
Creative human resources are our most important asset and the source of our competitiveness. We cultivate human resources from the three perspectives of: (1) eliciting the power of individuals with eclectic talents; (2) bringing out the strength of mutually enhancing teams; and (3) generating a high degree of creativity.
Examples of Important Indicators
Item | Results |
---|---|
Amount of investment in education to cultivate human resources | ¥21.6 billion *¹ |
Total interview hours for managing employee targets and developing capabilities | 16,045 hours *¹ |
Percentage of employees who felt they have grown from the previous year | 72.0% *² |
*¹ Hakuhodo, Daiko Advertising, YOMIKO ADVERTISING, Hakuhodo DY Media Partners, D.A.Consortium, IREP, SoldOut (Fiscal 2022)
*² Hakuhodo, Hakuhodo DY Media Partners (Fiscal 2022)
Initiatives and Performance
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A Variety of Training Programs
All of the Group’s training includes elements that hone creativity. Since creativity is something refined through the daily cycle of learning, thinking, and implementation through work, training serves as the launching pad for that cycle. Moreover, a majority of the training is original content in which Group employees serve as instructors, and one of the features of this system is that it allows trainees to come into contact with the various forms of creativity possessed by those employees.
Total number of employees
who served as in-house lecturers1,787Coverage: Hakuhodo, Daiko
Advertising, YOMIKO ADVERTISING,
Hakuhodo DY Media Partners,
D.A.Consortium, IREP, SoldOut
(Fiscal 2022) -
Group-wide Human Resource Development Programs
The Emergent Management Program
The Emergent Management Program was started in 2007 with the aim of developing the coming generation of management human resources required by times of rapid change. The program will help participants become managers that actively work toward change and bring about innovation in the organization. This particular program focuses on the value profit chain and innovation theory, and consists of a two-year curriculum that includes training camps.
It is aimed at executives and division heads of Group companies (or employees in corresponding positions).The Growth Action Program
The Growth Action Program is a form of training for developing human resources who can break through existing conditions with their own skills, that have the ability to bring about innovation, and that can generate change. Planning for the Growth Action Program began in fiscal 2019. In March 2020, we provided guidance on the program, and then launched it in May of the same year. Employees in their late 20s to 30s learn thinking frameworks for creating change in themselves, their work, and their team over the program’s half-year curriculum.
Total number of Emergent Management Program participants618people
(Total as of fiscal 2022)Total number of
Growth Action Program participants110people(Total as of fiscal 2022) -
Opportunities for Growth That Transcend Daily Work
To ensure our growth is sustainable rather than temporary, individual employee growth plans are shared by each of our employees and the Company, and it is crucial that we establish a means for employees to achieve their medium- to long-term career plans. We have also introduced programs that provide employees with various opportunities to maximize their growth and become familiar with the DNA and way of the Group, in addition to improving their skills.