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Human Resource Development and Career Design

Human Resource Development

The employees of Fujitsu Group are our biggest assets, and we believe that each individual is full of potential. Fujitsu is committed to planned and continuous human resource development using various approaches, so that its employees can enhance their abilities and specialties through work to grow as individuals, and learn to take on the challenges of transformation, and adapt to the intense changes and competition in society.

Guidelines for Human Resource Development

To develop high-level human resource, the Human Resources Development Unit of the Fujitsu Group collaborates with each business group and Human Resources Unit, and the Group has implemented systematic education programs emphasizing the following four themes.

Image: 4 Major Themes of Human Resource Development

Promotion System

The Fujitsu has established a Group-Wide Talent Strategy Committee, comprising executives at the management level and above. The committee regularly discusses Fujitsu's human resource approach for implementing its vision and business strategies. Under the policies of the Group-Wide Talent Strategy Committee, the human resource development explores priority measures, works on frameworks for implementing measures, handles other related tasks, and designs common human resource development programs for the entire company. Each unit has a human resource development division which conducts training for the unit, position-specific training, and specialized training. The division conducts human resource training across the entire division for each position, including for domestic group companies.

The group companies, Fujitsu University Limited, and Fujitsu Learning Media Limited, both specializing in education, carry out the training sessions.

Human Resource Development System

Measures and Achievements

Educational System

For all employees at Fujitsu Group companies in Japan, we provide common education focused on foundation training for individual positions and roles, as well as specialized training to improve the specialization of various departments and occupations. We also provide self-development support for employees who wish to carry out self-learning. Our rank-specific training programs are positioned as an important part of shared education. In addition to inputting necessary items across all ranks, the training includes integrated items which require enhancement across all ranks; specifically, financial accounting, facilitation, and Management By Belief (MBB)*.

Our unit for implementing human resource development, meanwhile, uses questionnaires from various training programs, the latest educational methods, and other resource to improve our training offerings on a continuing basis.

*Management By Belief:
A new management method concept advocated by Honorary Professor Ikujiro Nonaka of Hitotsubashi University, where all employees engage in their work with a sense of emotional involvement.

Human Resource Development Structure
View large image (278 KB)

Average Hours Dedicated to Training Per Employee (Fujitsu Limited) (FY2016)
Executive Employees Ordinary Employees Total Average
39.8 Hours 59.9 Hours 55.7 Hours

Global Business Leader Training

With the aim of long-term development, Fujitsu selects personnel with high potential among the young to mid-range employees, and provides opportunities for growth through action learning through practice. Additionally, to expand its business in the field of innovation, Fujitsu is strengthening its organizational framework and human resource development so as to promote collaboration with various personnel to generate business opportunities.

Development System for Global Business Leaders

GKI-A President's SessionGKI-A President's Session

At the core of the global business leader development are the “Global Knowledge Institute-A course” and “Global Knowledge Institute-D course,” both started in 2000, with a total of over 1,000 graduates as of FY2017 in Japan and abroad.

Course graduates are driving innovation in a wide variety of fields, with executives leading management initiatives for the Fujitsu Group and business leaders continuing to create new business with customers.

From FY 2017, in addition to the above, we established two new courses: Business Fundamentals and Leadership Essentials. These courses enable trainees to acquire basic skills required by global business leaders. Approximately 250 people graduated from the courses. This has further accelerated global business leader development from the perspective of number of personnel.

Efforts to Develop Human Resource in Accordance with the Management Strategy

In addition to group-wide efforts, Fujitsu is carrying out human resource development at each department with an emphasis on specialization closer to their respective fields.

Sales Fujitsu is making the following efforts to enhance sales coordination on a global scale.
  1. Fujitsu conducts training programs at its domestic and overseas sales sites to help employees experience and gain a firsthand understanding of each other’s real business situation and nurture a Fujitsu sales mindset,
    [Overseas training program for sales persons in Japan: 27 participants in FY2017; 40 participants scheduled for FY2018]
    [Training program in Japan for overseas site sales persons: 35 participants in FY2017; 40 participants scheduled for FY2018]
  2. Fujitsu is working with the Asia Region’s Human Resources Unit and Human Resources Development Unit to hold training for enhancing sales abilities for sales staff in the Asia Region. [137 participants from 6 countries in FY2017]
  3. In the Domestic Sales Unit, Fujitsu organized business performance ability in the digital business era and held a program for studying the concepts of design thinking and digital business for approximately 800 employees in the manager class. The program will be deployed across all of sales as a base line for sales activities.
Global Services Integration Business
  • Fujitsu is making the following efforts to develop Global SEs capable of applying global business skills.
    1. Fujitsu is offering various training programs for improving communication skills and developing a global mindset. [1,493 participants in FY2017]
    2. Fujitsu is implementing overseas workshops (Global Workshop Training [GWT] programs) at overseas business facilities for selected trainees. [36 participants in FY2017; 50 participants scheduled for FY2018]
  • From FY2017, Fujitsu has held the Digital Innovator Training Program to get an early start on developing digital business leaders. In FY2018, we will continue to improve and enhance program contents.
    [174 participants in FY2017; 420 participants scheduled for FY2018]
  • Based on career formation concepts and how to face work duties, we enhanced support measures with a focus on career education for young employees (1st year, 3rd year, and age 30) and organizational communication.
  • In order to raise security awareness, we held mandatory training in which employees experience simulated security attacks/countermeasures on actual equipment and learn to incorporate security at the time of system design. We are working to broadly disseminate training for all employees through e-Learning, etc.
Digital Service Business In an effort to create new markets, Fujitsu will continue to accelerate the development of value-added services and bolster its existing infrastructure business services. Continuing from FUJITSU Cloud Service K5 and AI implemented in FY2017, we are using e-Learning to share our policies and technologies for the IoT in FY2018.
Service Platform Business Fujitsu is making the following efforts to get a head start on developing engineers for the emerging era of digital business.
  1. Training for young business leaders
    - G3 business ideas proposal worksheets: [30 in FY2017 (including 12 women)
    - Fujitsu held fast-track selection training for young engineers [27 in FY2017]
  2. Early development of solid engineers
    Fujitsu established a course system for developing engineers capable of adapting to new times.
    [Established 6 AI courses in FY2017]
  3. Overseas workshop programs for developing a global mindset
    - Fujitsu sent employees on short-term study-abroad trips [16 participants in FY2017]
    - Fujitsu offered overseas business trip programs [21 participants in FY2017]
Global Corporate Functions Fujitsu is dispatching employees to sites, graduate schools, and other locations overseas to help employees develop stronger expertise in their respective functions.
Fujitsu Laboratories Since 1970, Fujitsu Laboratories has offered one-year overseas dispatch programs for young researchers, sending participants to prestigious graduate schools and research institutions in hopes of helping the researchers deepen their expertise and forge a global network of colleagues. Over the last five years, the programs have sent 19 participants to various locations, mostly in North America.

Promoting Professionalism

1. Professional Certification System

At the Fujitsu Group, we have established a certification system for professionals to develop in various specialized fields. Every year, a screening process takes place via an essay-writing exercise and interviews. In addition to new certifications, we hold regular screenings for certificate renewals to help employees retain their skills.

Furthermore, certified employees engage in community activities in various categories to further enhance their own skills, distribute information, and mentor their successors.

2. Professional Certification Categories (FY2017, including group companies)

  • Sales: 567 certified employees
    Strategy/Account Management/Solutions
  • System Engineers: 2,068 certified employees
    Consulting/Project Management/Business Architecture/IT Architecture/Service Management/Quality Management/Product Architecture/IP Management
  • Engineers: 587 certified employees
    Product Planning/Architecture Development/Hardware and Firmware Development/Software Development/Manufacturing and Production Skills/Quality Assurance Skills

Career Design Support

The Fujitsu Group works to energize its organizations and workforce by cultivating a rewarding workplace culture that values career development and providing various forms of support that encourage each employee to pursue self-initiated career growth. To do so, we have created organizations that focus exclusively on career design support. These activities are in line with the revisions to the Human Resources Development Promotion Act in effect since April 2016.

Career Seminar

In collaboration with organizations specializing in education, Fujitsu hosts training programs for all employees, including managers, to encourage future career planning. The training programs welcome roughly 2,000 employees every year.

Participants have given glowing reviews of the content of the training sessions. “The session helped me take inventory of my own values and strengths,” one employee said, while another commented that, “The program showed me how important it is to start working on my future career path now.” The program acts as a catalyst for development: “Through the session, I started to figure out what I’d need to do to live my life and do my job the way I want to—I’m more motivated than ever to enhance my skills and use my strengths.”

Career Seminar System (Mandatory courses)

Career Counseling

Fujitsu provides counseling services to its employees upon request, offering an opportunity to focus on their future career plans and find ways to further their career development on their own.

Internal Recruiting Program/Internal Posting Program and Free Agent (FA) Program

To help employees design their careers, Fujitsu has established the following measures and aims to create a stimulating corporate culture, self-initiated career promotion, and optimal placement of employees by providing employees additional career-advancing opportunities.

Internal Recruiting Program

The Fujitsu Group's internal recruiting program posts job openings and target employee qualifications on our intranet, with the openings categorized by projects in fields in need of stronger personnel, focused reinforcement, etc. Widely soliciting employees across the Group for job posts leads to more active utilization of our human resource and greater discovery of employee skills and talents that are not as readily accessed through our primary employee placement system. The internal recruiting program has been implemented since 1993 and is now firmly established. To date, approximately over 3,000 employees (as of the end of FY2017) have changed positions through this program.

Free Agent (FA) Program

In addition to the program discussed above, the Group also has a program that puts more emphasis on an employee's own goals and volition, allowing employees to choose on their own to apply for a different position. The program gives the opportunity to move into a desired position or department, provided that the employee has a specified level of experience. This program has been implemented since FY2003 and approximately over 600 employees (as of the end of FY2017) have transferred positions as a result.

Active Support of Senior Employees

In addition to the above, employees who wish to seek opportunity outside of Fujitsu are changing careers and succeeding in the new companies/organizations, with the support from our specialized career counselors.

Furthermore, with the post-retirement re-employment system, Fujitsu caters flexibly to the varied needs of seniors, such as providing work-life balance and nursing care.