2018
(Posted Dec. 2018)
- Introduction
- Connections between the Chitose Business Division and the Region
- Work Style Reforms throughout the Region
- Creating Cooperative Structure to Respond to Disasters
- Creating New Value through Collaboration between Industry and Academia
- Using Local Human Resources
- Making Chitose into an Environment-friendly Community
- In Closing
Using Local Human Resources
Mr. Kawase: A dozen or so of the Institute's graduates have gained employment at MinebeaMitsumi, but almost no graduates have been hired in about the last five years. I would like to take this opportunity to reestablish our relationship with regard to hiring. We conduct various programs such as internships and informational briefings, and I would like to extend an invitation to MinebeaMitsumi participate in these activities.
Mr. Matsuda: The Group as a whole hired 120 recent graduates who started work in April 2018, and we hired 150 mid-career employees during the first half of this fiscal term. Because of the rapid pace of change in business today, we need employees who can immediately contribute, and for this reason the percentage of mid-career hiring has increased, but we would also like to increase hiring of recent graduates and develop their capabilities. The labor shortage has become prominent at the Chitose Business Division, and we plan to hire a large group of some 190 recent graduates in April 2019. I request your cooperation at that time. We would also like to accept interns to the greatest extent possible.
Mr. Nobuyuki Watanabe
Managing Director of
Chitose Institute of
Science and Technology
Mr. Watanabe: How long after hiring does it take for a recent graduate to become an effective employee?
Mr. Matsuda: It depends in part on the division, but we would like employees to continue working in sales or technology for five years. I think that it is necessary to view things from a long-term perspective to a certain degree.
Mr. Watanabe: I see. According to the results of a survey we conducted, a significant number of graduates change jobs within three years. What are the actual conditions? Also, what measures can be taken to reduce job turnover?
Mr. Matsuda: Our turnover rate is extremely low at 3.4%. I have confidence that for all levels from young workers to senior employees, the key is to create positive and rewarding work environments.
Mr. Kume: The Chitose Business Division has a particularly low turnover rate within the Group.
Mr. Sakai: I believe that one of the reasons why the turnover rate is low is that when an employee says, "I am not suited to this job," we're able to keep the employee in a different division.
Mr. Matsuda: I think that's right. We have a structure where employees can request to be transferred to a different division. If an employee is going to come to work for MinebeaMitsumi, I think it's better that we try to raise motivation by having the employee perform work that they want to do.
- Introduction
- Connections between the Chitose Business Division and the Region
- Work Style Reforms throughout the Region
- Creating Cooperative Structure to Respond to Disasters
- Creating New Value through Collaboration between Industry and Academia
- Using Local Human Resources
- Making Chitose into an Environment-friendly Community
- In Closing
