Hitachi Construction Machinery

Global

Key Initiative Theme 3 Developing human resources globally and locally

It is becoming more difficult for companies to secure the human resources they need due to the diversification of work styles and changes in values, among other factors. Under such circumstances, developing human resources is essential for raising productivity. The HCM Group is now promoting various initiatives aimed at developing both global human resources who can play an active role around the world and local human resources who can carefully respond to the needs of local markets.

Targets

  • Develop human resources development system that takes into account local cultures and business practices
  • Expand educational opportunities for developing global human resources
  • Transform the diversity of our workforce into an engine of organizational growth

Key Initiatives

  • Management localization
  • Development and recruitment of local human resources
  • Global personnel management leveraging diversity

Progress of main activities in FY2017

Provide educational opportunities to learn technologies Providing fair and high quality educational opportunities to all is the most valid and effective means for sustainable growth. The HCM Group is working to expand education and training systems for the entire Group both inside and outside of Japan. GOAL4
Empower women in the workplace Even today women around the world continue to face discrimination. This has made ensuring women’s greater participation and opportunities for equal leadership a challenge. The HCM Group is promoting measures for development an employment environment where women can work a great deal of motivation. GOAL5
Promote diversity To realize a sustainable society, it is important to create an environment where all people can contribute their skills and abilities, regardless of age, gender, disability, nationality or ethnicity. The HCM Group is working on initiatives recognizing that achieving diversity is an important task of returning from leave, and health counseling support, including management. GOAL8

Future initiatives

In FY2017, we implemented a Succession Plan as an ongoing initiative. Additionally, we endeavored to develop global and local human resources through various educational and training programs. Human resources development for raising productivity is a common challenge both inside and outside of Japan and across departments. Looking ahead, we will work to expand educational opportunities and enhance educational programs.

Implementation of succession plan

We introduced a succession plan in 2011 and today it applies to the entire HCM Group. The purpose of the succession plan is to share processes for utilizing human resources across every organization of the HCM Group so that the right person is assigned to the right place globally. With a medium- to long-term vision, we plan successors to current managers, identify what these successors are missing in terms of fulfilling their future duties, and how to train and educate these successors, after the heads of each company and department identify the requirements to fulfill the duties of their respective organizations. In turn, the duties and career path of each individual employee of the HCM Group can be visualized across the entire organization. This approach enables us to utilize human resources strategically.

The key to implementing this plan is the development of successors. Toward this end, the HCM Group in Japan has actively hosted human resources from overseas Group companies to train and develop the successors of the tomorrow. We launched this initiative in earnest in 1996 and over the past eleven years around 240 employees from overseas Group companies have come to Japan for training. As of May 2018, 32 such employees (excluding technical interns) were in Japan undergoing training. Since April 2016, we have hosted manager-level employees from overseas Group companies.

By continually implementing this initiative, our goal is to develop human resources who share the same value of the Kenkijin spirit and play an important role at our operations around the world. Eventually, these people serve as executives in charge of the business strategy of our overseas operations, which will also help us pursue management localization.

Overview of our global human resources strategy

Developing female instructors at training centers

Hitachi Construction Machinery Training Center have been established at 15 locations and branches in Japan in order to facilitate construction machinery related technical training, special classes, as well as health and safety learning. We are now working to develop female instructors.

One reason is that in recent years a growing number of women are operating machinery, such as part-time employees driving forklifts at supermarket warehouses, and as a result, the number of female trainees is on the rise. At the same time, many of these female trainees worry about their ability to acquire the certification they are studying for. Male instructors do not always
pay attention to fine details, while female instructors can provide female trainees with a sense of security, and therefore there is growing demand female instructors.

Moreover, each training center strives to promote a female-friendly environment for the trainees, which aims to both foster female instructors as well as cultivate more female technicians.

Female instructor playing an active role at the training center

Female instructor playing an active role at the training center

Education and training programs for developing global human resources

HCM has developed various education and training programs in order to develop global human resources. For example, in terms of linguistic training (English), TOEIC tests are regularly held within the Group to assess employees’ English ability, as well as to provide the opportunity for employees to hone their skills through practical group training and correspondence courses.

The Marketing Sales Support Program (MSSP) is designed for employees of overseas dealers in charge of sales to learn about the behavioral process of machine sales and parts sales from the delivery of new machines and service parts to follow up services; thereby, developing local human resources who can incorporate these frontline needs.

In addition, other education programs categorized by rank and skill type are made available to enhance the cultivation of global human resources. These include Overseas Trainer Education and e-learning on Products for Domestic and Overseas Sales Personnel, which are aimed at further developing global human resources.

Group work during MSSP

Group work during MSSP

Activities to develop global production engineers

The HCM Group regularly hosts training for domestic and overseas roduction sites at Tsuchiura Works (the mother plant for the HCM Group) in order to realize the “Made by Hitachi” vision to create products with the same uniform level of safety and quality at its production sites around the world.

This training program allows young production engineers from HCM Group companies around the world and Japan to undergo practical three-year training including process planning, rationalization, and jig design. The aim of the program is to cultivate global human resources as well as instill the philosophy of manufacturing embodied by the Tsuchiura Works in other production sites worldwide; thereby, spreading the manufacturing culture of the HCM Group.

Launched in 2008, the Global Monozukuri Human Resources Development Program has graduated 80 trainees who are now showing Kenkijin Spirit to applying what they have learned in Japan to their workplaces in order to achieve the “Made by Hitachi” vision. In FY2018, eight new production engineers have joined the program with a total of 24 trainees currently receiving training.

Presentation of results and completion ceremony

Presentation of results and completion ceremony


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