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Responsibility to Employees
Employee training
At Yamabiko, we provide training programs for all generations from new hires to veterans and have built an in-house training system to increase the knowledge, skills and capabilities of employees.
【Company-wide education system chart】
After they join the company in April, we carry out group training for new employees at the head office. The training program we have prepared covers basic education they should know as working adults, product training and practical skills using actual products.
We also hold CSR training during new employee training and endeavor to instill the new hires with CSR awareness by having them participate in forest conservation activities in the environmental conservation area in Ohme where the head office is located.
We also hold CSR training during new employee training and endeavor to instill the new hires with CSR awareness by having them participate in forest conservation activities in the environmental conservation area in Ohme where the head office is located.
■Training for newly appointed managers
People promoted to management deepen their knowledge through lectures and various case studies and gain an aptitude for leadership. Based on the results of assessments by the lecturers, students attending lectures also learn about the gap between the kind of leader they are expected to be and their current state, which serves as points for self-improvement.
■Career management training (photo)
We have set "autonomy" as the foundation of our human resource development and we provide opportunities to receive career management training. When employees turn 50, they redesign both their personal and professional lives in light of the ten years left before they retire at 60 and the 15 years they have left before the limit of their reemployment age. Looking ahead to a change in roles re-ignites their motivation and evokes a desire to leave a legacy while they are employed and to pass on their values and skills to the younger generation. In this way, with “autonomy” as the foundation, we endeavor to nurture “human capital” through their daily duties and training opportunities provided by the company.
People promoted to management deepen their knowledge through lectures and various case studies and gain an aptitude for leadership. Based on the results of assessments by the lecturers, students attending lectures also learn about the gap between the kind of leader they are expected to be and their current state, which serves as points for self-improvement.
■Career management training (photo)
We have set "autonomy" as the foundation of our human resource development and we provide opportunities to receive career management training. When employees turn 50, they redesign both their personal and professional lives in light of the ten years left before they retire at 60 and the 15 years they have left before the limit of their reemployment age. Looking ahead to a change in roles re-ignites their motivation and evokes a desire to leave a legacy while they are employed and to pass on their values and skills to the younger generation. In this way, with “autonomy” as the foundation, we endeavor to nurture “human capital” through their daily duties and training opportunities provided by the company.
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