Human Resources Development and Evaluation

We are developing a personnel system where each individual can exhibit his/her personality and capabilities to the fullest, and are supporting the development of capabilities that enable employees to achieve self-fulfillment.

Human Resources Development Policy

We are implementing various measures based on our Human Resource Management (HRM) policy, which was unveiled in April 2006. With an emphasis on execution and teamwork (overall optimization), the policy aims to make NTT Communications a company where employees themselves demonstrate on-site capabilities while playing an active role in business operations.
We aim for continuous improvement through a human resource development cycle. The cycle begins by defining ideal employees and desired skills. We then assess individual skills, and identify gaps between an individual’s current skill level and that of ideal employees. Finally, we consider how to effectively assign job duties and develop a training plan to close the skill gap.
The implementation rate for our Professional Human Resources Development Program, a main pillar of our group’s human resources development policy, reached virtually 100% in fiscal 2010, and has taken root as a system in the group, including overseas. We believe that a certain level of results has also been gained in raising employee skills and pushing them up into higher ranks.
Going forward, we will continue to promote human resource development efforts based on the HRM policy, aiming to bolster corporate competitiveness through accelerated globalization. While continuing with our thinking that practical on-site experience is most effective, we will work on human resources development that leads to enhanced technical skills, in particular, towards realization of Vision 2015.

Global HRM Initiative

Diversity management is attracting attention as a means to utilize various concepts of values from a diverse workforce. We will have all Group companies work on HRM as a unit with a key message of “Global One Team” to promote global activity by human resources.
In the management training program started from fiscal 2009, 13 locally hired overseas employees were seconded to the head office and are involved in business in Japan. In fiscal 2010, human resource exchanges (training programs, etc.) were expanded between NTT Communications and overseas subsidiaries, and global communications training, pre-assignment training, and joint management training for NTT Communications and overseas subsidiaries were held as new training initiatives. An overseas assignment program for young employees was also started from July 2011. This is a program for developing employees who can succeed globally as soon as possible by dispatching new employees (in their first and second year) to on-site locations overseas.
Going forward, we will continue to aim for further expansion of global HRM initiatives through the development and assignment of managers at overseas subsidiaries, who will lead global business for the entire group, as well as promotion of global human resource exchanges.

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 (CDPs) 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 CDPs. 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 strive to develop more practical and appropriate training content, while creating systematic training menus, partly based on employee survey results.
In fiscal 2010, a new training center (Chofu) was opened in December. Tools that can be used in diverse situations have been implemented in various locations, and being equipped with an environment for paperless, interactive training and video-conferences, the center will be used not only for training but also for lectures, conferences, and corporate events. Classrooms where training with actual equipment can be conducted for technical human resource training were also set up within the new training center. This has enabled training that was heretofore impossible, such as drills for building servers and routers, and operations manipulating actual equipment. Menus including practice on actual equipment have been added to skills enhancement training, expanding opportunities to learn practical skills that are closer to on-site situations.
Looking ahead, we will continue upgrading to a more practical training lineup that will lead to professional human resources development, and bolster in-house training where employees themselves will act as instructors to pass on knowledge and experience directly to the younger generation.

Overview of Training Programs

Click here for an enlarged view of our diagram of training system.

(Scope: NTT Communications (non-consolidated))

Top Management Involvement in Training Programs

We also hold training classes for second-year employees, new section chiefs, new managers, and second-year managers'　to provide 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.
We widened coverage of rank-based training to the entire NTT Communications Group from fiscal 2010, and new manager training saw 120 new managers, including 24 belonging to group companies, participate. In addition to learning the knowledge and attitude required of managers, the final program of the training involved meetings with the president, with conversation themes ranging from the president’s memories of when he became a section chief to the Group’s current business strategy.
Going forward, we will promote active participation by senior management in training sessions, strive for mutual personnel exchanges for the entire 　Group, and conduct the horizontal rollout of various training and development initiatives.

(Scope: NTT Communications (non-consolidated) in fiscal 2008 and fiscal 2009; 19 NTT Communications Group companies in fiscal 2010.)

Internal Job Posting System

We have an internal job posting system that provides motivated employees with challenging opportunities to maximize their potential in a wide range of fields.
This is being widely used by employees of all ages, with job postings conducted within the NTT Communications Group and the NTT Group.
Job postings focused on the following points were conducted in fiscal 2010.

• Bolstering of Group companies towards maximization of total group power
• Postings aimed at bolstering global business
• Postings aimed at bolstering cloud-related services
• Postings aimed at bolstering upper layer-type services

We will continue to actively use this system to help employees advance their careers and to energize the organization, and also set up job postings in areas to be strengthened towards attainment of the business vision.

(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 of and enthusiasm for their challenges.

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

Human Resources Development and Evaluation | A Workplace for Everyone
Maintaining and Improving Employee Health | Relationships with Employees
Respecting Human Rights