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.
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 principles.
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 and related Group companies in Japan to enhance the specializations that employees need for their respective business domains.
The group companies, Fujitsu University Limited, and Fujitsu Learning Media Limited, both specializing in education, carry out the training sessions.
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. For our rank-specific training programs, which represent a major component of our common training framework, we incorporate the Management By Belief* ideology across all ranks to provide consistent training.
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.
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|Executive Employees||Ordinary Employees||Total Average|
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 and experiencing tough situations (being placed in a challenging position) as the pillars of their training. 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.
At the core of the global 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 FY2016 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.
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.
|Global Marketing||Using resources from the FUJITSU Digital Business College, Fujitsu will train marketing specialists with technical expertise.
(Note) The FUJITSU Digital Business College, a long-term program set to launch in July 2017, aims to train to human resource for promoting customers’ digital business.
|Global Services Integration Business||
|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. The first stage of that process centers on sharing the company’s policies and technologies among all Group employees via an e-Learning framework.
Digital Innovation/AI: 99,000 participants scheduled for FY2017 (each course)
MetaArc/K5: 156,000 participants scheduled for FY2017
|Service Platform Business||Fujitsu is making the following efforts to get a head start on developing engineers for the emerging era of digital business.
|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.|
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.
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. This activities are in line with the revisions to the Human Resources Development Promotion Act in effect since April 2016.
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.”
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.
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.
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 in-house promotion program has been implemented twice annually since 1993 and is now firmly established. To date, approximately 3,000 employees (as of the end of FY2016) have changed positions through this program.
In addition to the in-house promotion program, 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 once a year since 2003 and approximately 600 employees (as of the end of FY2016) have transferred positions as a result.
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.
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