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The Company will respect human dignity and strive to provide an environment that encourages employees to realize their full potential. The Company will respect each employee's personality and motivation and, in appropriate circumstances, try to offer matching opportunities in other regions. By building such mutually benefiting relations between the Company and its employees, we will carry out the Basic Business Philosophy.
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.
To develop people to have a good understanding of Panasonic's Management Philosophy (BBP) so that they will strive to carry out their responsibilities based on the Philosophy; specifically to develop people to practice ‘Requirements for All Panasonic Group Employees' as listed below.
The points below are requirements that all Panasonic Group employees should fulfill.
All employees are expected to use this as a guideline and strive for further development.
Human resource development should be carried out through daily management and it is one of the most fundamental responsibilities of managers.
Below are basic guidelines for managers which must be fulfilled so as to "develop people before making products."
Director in charge: Yoshiaki Nakagawa, Managing Director (as of July 2013)
Centers on the division; Human Resources Development Company and Headquarters provides support for occupational skill development
HRDC is dedicated to providing employees at every level of the organization with training and education.
Management Training is dedicated to training Panasonic's leadership with the principles required to implement our company's management philosophy. The training also offers Basic Business Philosophy seminars to employees at every level of the organization to learn about innovation practices and ways to implement the Basic Business Philosophy.
The HRDC manages the following three training schemes and carries out specialist training.
In fiscal 2013, the total number of people who attended the Human Resources Development Company was approx. 73,000 people days. By job category, the approximate number of people days of attendance were as follows:
We believe that encouraging each individual to act on initiative, be creative, and develop his or her unique talents is of paramount importance for business growth and development. 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 careers.
As part of our efforts to realize this, we created e-Challenge (Skill-Based Recruiting) for business divisions in need of new personnel to recruit people with the necessary skills from within the company. We also set up the e-Appeal Challenge (Direct Appeal System) for employees to directly apply to the business divisions in which they would like to work. These programs serve as a career creation scheme to support motivated individuals regardless of age, gender, or nationality.
HRDC tries to gauge course effectiveness by skill testing before employees attend training courses and after each course unit; to gauge effectiveness in terms of employee satisfaction and business utilization level by questionnaire; and to gauge educational effectiveness by combining skills visualization by in-house and national certification.
For medium- to long-term training, HRDC tries to link promotion and performance indices by feeding back to the workplace information on the number of days lectures were attended, training achievements, and reports.
Although our employees are generally satisfied with their roles within Panasonic, our most recent employee survey revealed that, there are underlying concerns about levels of preparedness and abilities to carry out tasks. Providing sound training and development is one of the best ways to ensure that our employees continue to flourish and meet their professional and personal goals at Panasonic.
At Panasonic Europe Ltd. in Europe, the operational effectiveness of executive development systems is gauged over the previous 12 years and during the course of the year. Specifically, as a result of motivating executive candidates after an unofficial announcement and of their efforts in executive development training courses, these are linked to the effective utilization of and improvements to the system by gauging appointment performance and retention as well as by the ratio of executives on the courses who were appointed via in-company training.
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