Skip the Navigation to read the main contents

Home > About Us > CSR > CSR Report 2010 > Respecting Our Employees > Human Resources Development and Evaluation

CSR Report 2010

Human Resources Development and Evaluation

Human Resources Development and Evaluation

Human Resources Development Policy

We launched our Human Resource Management (HRM) policy in April 2006 to draw on employee experience and encourage teamwork. This policy encourages continuous improvement, by defining ideal employees and desired skills, assessing individuals' skills to identify areas needing improvement, and creating an effective job assignment and training plan to close the skill gap.
In fiscal 2009, we extended our training framework to seconded employees from other Group companies. Through this initiative, training guidelines at Group companies are gradually being set, and training was newly provided to 1,070 seconded employees at 32 Group companies.
We plan to promote human resource development based on our HRM policy, and aim to reinforce business competitiveness brought on by accelerating company's globalization.

HRM Policy
The ideal employee An on-site professional who draws on technical skills and experience to proudly serve customers, proactively makes and executes decisions as a team player, and optimizes added value through the team.
Recruiting policy Recruit diverse people who will strengthen the competitiveness of the NTT Communications Group by supporting its globalization and managing changes in its business structure.
Assignments and training Ensure professional advancement through experience by instituting a program to cultivate professionals who are proactive from a company-wide standpoint and fully utilize their skills in their area of expertise while broadening knowledge, and transfer employees across sections so they can amass experience throughout the value chain.
Goal-setting and personnel evaluation Use a simple framework to strengthen daily communication between managers and subordinates, set goals from the bottom up, and optimize teamwork.

Global HRM Initiative

Diversity management is attracting attention as a means to utilize various concepts of values from a diverse workforce. NTT Communications and its entire Group believe that by engaging in HRM from a global perspective, it will lead to resolving management issues.
In fiscal 2009, we encouraged global HRM through the following measures and are continuing to implement them throughout our operations.
1. Promote the global use of human resources (by increasing opportunities for international exchanges and transfers between overseas subsidiaries.)
2. Offer individual opportunities for personal growth (by expanding our training programs.)
3. Aim for the integration and support of teamwork throughout the entire Group (by promoting a collective philosophy and vision.)

Training Systems

We improve employee skills and encourage career development through an array of training programs.
We provide rotational training for new employees, mainly in business units that deal directly with customers. The goal here is to cultivate customer-oriented mindsets and encourage these employees to gain objective perspectives on individual operations. After the junior training period, employees move to the professional human resources development program, where they discuss their career development plans with supervisors and choose courses accordingly.
After an employee has been with us for three years, we encourage their development as a professional human resource and their growth through real onsite experience based on employee Career Development Plans. In fiscal 2009, we established the “Mid-Career Training” program for employees in their fifth year with the company who has reached the point where the promotion of hands-on mid-management experience is needed.
We develop practical and systematic training menus, partly based on employee survey results.

Number of Employees Trained
  January through December 2007 January through December 2008 January through December 2009
Employees undertaking group training 6,173 4,052 2,817
Employees trained at external facilities 3,194 2,827 2,762

*Scope: NTT Communications (non-consolidated)

Page Top

Top Management Involvement in Training Programs

We also hold training classes for second-year employees, new section chiefs, new managers, and second-year managers' opportunities to reflect upon what they have learned so far. We offer opportunities for our senior executives to participate in the trainings and discuss management issues directly with employees.
Participants greatly value the discussions about management specifics. We will arrange more such gatherings in the years ahead.

Meetings for Dialog Between Senior Management and Employees
  Fiscal 2007 Fiscal 2008 Fiscal 2009
Meetings for dialog 11 12 12
Number of participants 990 817 833

*Scope: NTT Communications (non-consolidated)

Internal Job Posting System

We established this system to provide employees challenging opportunities to maximize their potential in a wide range of fields. An internal job posting system has been introduced for jobs within the NTT Communications Group and NTT Group, and is widely used particularly by younger employees who are in the earlier stages of their career.
We will continue to use this system to help employees build their careers and energize the entire organization.

Employee Transfers
  Fiscal 2007 Fiscal 2008 Fiscal 2009
Number
of applications
Number of transfers Number
of applications
Number of transfers Number
of applications
Number of transfers
Within NTT Coms Group 140 71 40 19 9 3
To other NTT Group companies 152 108 163 69 132 54

*Scope: entire NTT Group

Personnel Evaluation

To further motivate our employees, we introduced a performance evaluation and compensation system that values results. This system places importance on fairness and transparency, and does not tolerate discrimination of any kind, including, for example, gender-based discrimination.
Accurately assessing employees' performance against their goals is a crucial aspect of this system. Therefore, after voluntarily setting their own goals and assessing their results, employees participate in semiannual performance review meetings with their supervisors to ensure agreement on the results of their job performance evaluation.
In April 2010, we revised our training program to develop truly capable workers by establishing a set training period for younger employees, and to better evaluate the duration and enthusiasm of their challenges.

Number of Total Employees and New Employees
  Fiscal 2007 Fiscal 2008 Fiscal 2009
Number of employees 8,550 8,360 8,350
Male 7,650 7,455 7,410
Female 900 905 940
New employees 212 201 196
Male 148 146 144
Female 64 55 52

*Scope: NTT Communications (non-consolidated), excluding seconded employees

Page Top