Corporate Culture Reform / Career Development Support
Based on "1. Establish a corporate culture in which employees act independently" of our "Three Basic Principles of Human Capital Management", we will enact measures to stimulate communication between management and employees, deepening mutual understanding and strengthening management skills to encourage employees to take the initiative. Furthermore, we will supportthe career development of employees, thereby promoting their autonomous growth and increasing employee engagement.
<Three Basic Principles of Human Capital Management>
- Establish a corporate culture in which employees act independently
- Secure human resources in a strategic manner
- Promote the active participation of diverse human resources and flexible work styles
Efforts to Improve Communication
To strengthen coordination between the head office and the front lines, as well as information communicated from management, we implement communication measures, such as the introduction of "Direct Suggestions to the President of Japan Post Insurance" for employees to directly present opinions and proposals to the President, periodic distribution of messages from the President to all employees, and opinion exchange meetings between officers and employees. We will continue these communication programs, strengthen collaboration not only between the head office and front-line personnel but also with organizations and departments, and aim to become a company that strives to respond to customers' expectations with company-wide togetherness.
Direct Suggestions to the President of Japan Post Insurance
As with feedback from customers, management and related departments focus on the effectiveness and feasibility of implementing opinions and proposals received from employees through "Direct Suggestions to the President of Japan Post Insurance" to improve operations. In addition, they function to detect risks.
<Concrete Examples of Improvements>
- Improve coverage in the "Notice of Policy Details" sent to policyholders once a year
- Prepare leaflets with concrete examples related to deductions for life insurance premiums
Front-line Meetings
To revitalize communication between management and employees, we conduct discussions between management and employees (front-line meetings).
President's Message
We issue the President's Message through which the President communicates the Company's direction to all employees. Employees have responded positively, saying they understand and empathize with the Company's vision and management's thinking. This shows that the President's Message is working as a tool for communication between management and employees.
Small Meetings
With the aim of stimulating communication among employees, we decide on a theme every time and set up opportunities at each workplace for employees to exchange opinions. This is done by splitting into small groups, which makes it easier for each employee to express their own ideas.
ES Surveys
We conduct the engagement score (ES) survey annually to clarify "images of the ideal company and workplace for employees," to identify the issues and problems of each base and make continual improvements.
Initiatives to Strengthen Management Capabilities
For our reconstruction and sustainable growth, all employees must fulfill their roles to the maximum extent. In particular, managers, who are the core of each organization, must perform operations and fulfill their duties from the viewpoint of management beyond the boundaries of the benefits of their own organizations, as well as construct an environment where their subordinates can exercise their capabilities to the maximum level. For that purpose, we will aim to transform the behavior of managers by more clearly showing the image of managers we desire and then evaluating not only their performance but also their everyday behavior in the conduct of duties.
<Key initiatives>
・Clarification of the image of human resources to be sought when appointing managers
・Implementation of management training for managers
・Improving management methods through the introduction of coaching training
Support for Diverse Career Formation
Career Challenge System
Our career challenge system enables employees to take on new work challenges, such as gaining experience in different roles or environments, in order to promote mutual understanding between organizations through autonomous growth, the development of diverse work styles, and the stimulation of personnel exchanges.
Employees can select the position they would like to challenge themselves with from a list of available positions.
Course Change System
In addition to offering the opportunity to try different work areas, we also offer employees the possibility of changing courses to one with shorter working hours to provide a comfortable work environment that meets the diverse needs of each and every employee.
Employees may request a change of course to meet their diverse needs.
Career Design Guidebook
To support the autonomous growth of employees and support diverse work styles, we publish the "Career Design Guidebook," which provides information on the company's approach to human resources and careers, as well as the available career development schemes.
Role Models
We produce and distribute in-house newsletters and videos that describe the working styles of a broad selection of our employees and their thoughts on their future careers.
In addition, we publish the stories of model employees on Japan Post Insurance Junction.
