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As indicated by the phrase "Business lies in people," growth and development of business cannot be realized without the development of people. Human resource development should be carried out through daily management and it is one of the most fundamental responsibilities of managers.
Managers should keep in mind that in order to bring innovation to others, the manager must take the initiative to bring innovation to oneself. It is important to carry out human resource development appropriately to enhance the quality of staff members and to stimulate their personal growth.
Therefore Panasonic created its "Human Resources Policy" in 1957, which includes "Basic Purpose of Human Resources Development," "Requirements for All Panasonic Group Employees," and "Basic Guideline for Managers." In order to apply these policies globally, we created "Human Resources Development Policy" which contains the basic philosophy in more understandable phrases and has been made more concise. The Human Resources Policy is informed to all employees in the Panasonic Group to promote the growth of each individual and create a climate conducive to personal growth.
We believe that encouraging the initiative and creativity of each individual and developing their unique talents is most important for the growth and development of business. To develop a stimulating work environment, we believe that it is important for individuals to be thinking about how to raise their own value and create their own career.
Panasonic implemented the "New Communication Program" so that employees could use their initiative and apply themselves to their work to achieve their goals and aspirations through constant communication between themselves and their supervisors.
In addition we created the "Skill e-Challenge (Skill-Based Recruiting)" for business domains in need of new personnel to recruit people with the necessary skills from within the company, and we created the "Skill e-Appeal Challenge (Direct Appeal System)" for employees to directly apply to the business domains that they would like to work in. This program supports motivated individuals regardless of age, gender, or nationality, and promotes human resources development through personnel placement within the company.
Introduced in 2006, the Skills Evaluation program first gives an objective and quantitative evaluation of existing skills and then actively supports employees in finding new and exciting challenges in their work through effective communication with their supervisors. This evaluation can be used as a reference when using "Skill e-Challenge (Skill-Based Recruiting)," "Skill e-Appeal (Direct Appeal System)" and other systems. It is one of the ways we are actively promoting hiring within the company based on individual skill and initiative.
Our most recent employee survey revealed that, while our employees are generally satisfied with their roles within Panasonic, there is an undercurrent of concern about their level of preparedness and ability to do their jobs, as well as understandable uncertainty about the ongoing global economic downturn. Providing sound training and development is one of the best ways to ensure our employees continue to flourish and meet their professional and personal goals at Panasonic.
The Panasonic Human Resource Development Company (HRDC) is dedicated to providing employees at every level of the organization with training and education. HRDC's Global Leadership Development Center is dedicated to training Panasonic's leadership in our founder's management philosophy. The Center also offers Basic Business Philosophy seminars to employees at every level of the organization, with special tracks for managers and executives to learn about innovation practices and ways to implement the Basic Business Philosophy.
The HRDC also operates three training centers, each of which offers specialized training to Panasonic's workforce:
To achieve our locally-oriented manufacturing objective in Asia, it is vitally important to train our local key personnel with new leadership and manufacturing skills. We established the Institute of Manufacturing (Vietnam) to provide leadership, operational management, and manufacturing training for our key local manufacturing personnel throughoutAsia. As a certified vocational training facility, the Institute is also attended by local college students and graduates participating in the Asia-Pacific Economic Cooperation (APEC)'s Technical Personnel Education Project, demonstrating our desire to develop the next generation of local manufacturing talent.
In fiscal 2012, over 250 of our key personnel graduated from the Institute. We will strive to maintain the high number of students going through this program in the months and years ahead.
Our Skills Challenge University provides opportunities for concentrated study and acquisition of new skills, either by employees who have taken up new positions or by those hoping to move into new positions but who currently lack confidence in their existing skills.
This program enables employees to leave their current positions for a set period of time and focus on obtaining new skills through knowledge-building and practical experience.
Skills Challenge University offers employees the ability to enroll in courses across a broad curriculum. Whether seeking more skills in quality assurance, factory innovation, procurement, intellectual property, or environmental and energy technologies, Skills Challenge University gives them the opportunity to further their skills and their understanding of new positions. We believe this program benefits both our employees and our business, providing new and challenging roles while developing a workforce that is empowered to further Panasonic's success.
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