Respecting Personality and Ability in Human Resource Recruitment and Development

　We support the basic principle that all employees have the right to equal opportunities, and we recruit regardless of nationality, gender, age, or disability based on the idea of respecting each individual's inherent personality and abilities. Our vision for human resources is people who can empathize with CDC's mindset (performance-based systems and organizational culture) and who will work together with us as long as possible. We want people who meet these requirements to work for CDC regardless of nationality, gender, age, or disability.

  We recruit new graduates and mid-career employees regardless of gender, and the ratio of men to women is 4:6. New graduates join CDC not only in April, but also in October in some cases. We also proactively hire mid-career employees, not just new graduates. We recruit employees for each job type according to their experience, their competencies, and the roles required for each position, regardless of nationality, gender, age, or disability. In so doing, we have institutionalized professional job types for which employees can join CDC without experience, such as advertisement production.

  We do not have any special personnel systems for hiring people with disabilities, and we apply a common personnel system to all employees regardless of disability. We assume that people with disabilities will work inside the company in an environment where other employees are always able to support them, and we are working to improve the working environment so that all employees can work comfortably. To increase the effective employment rate of employees with disabilities, we will continue to focus on our own recruitment activities to ensure employment opportunities for people with disabilities.

Based on the idea that we want employees to have good jobs, achieve success, and lead prosperous lives at CDC, since our foundation, we have always respected the personality and abilities inherent to each individual, and promoted the creation of an environment where employees can make the most of their individuality. 

　We believe that the basic foundation of human resource development is utilizing experience and knowledge suitable to the work of each business and appropriate guidance by colleagues, seniors, and supervisors in the course of work. Meanwhile, given the rapid changes in the workstyle environment in recent years, we also provide rank-based career development training starting from hiring so that employees can develop their careers more autonomously. 

　We will continue to aim for consistent human resource development from a long-term perspective. To this end, instead of simply finishing training without follow-up, we will establish a mechanism that allows employees to perceive their own growth by checking changes and accumulating data after training is complete. Even if the number of employees increases, we will continue to support autonomous career development so that all employees have good jobs and lead prosperous lives, without relying on their Business Unit’s on-the-job training.

  We provide introduction training for around one week in April, when new employees join CDC. After the training, they are divided into the different departments to which they are assigned, where they receive training for two or three months. In addition to gaining a deeper understanding of business etiquette and CDC, they build a foundation to work together with their colleagues by clarifying what kind of people they want to be at CDC as members of society and sharing it with other new employees of their cohort. When new employees are hired, the personnel and administration divisions provide introduction training before training at the Business Unit. They learn about the weight of their responsibilities and what mindset is required of employees of a listed company, such as the important philosophies of CDC as the basis of the personnel system, the importance of information management, and compliance.

In October of their second year at CDC, we provide employees with 360-degree evaluation training to clarify their strengths, challenges, and goals by integrating their own self-evaluations with evaluations by other parties, including supervisors, subordinates, and colleagues. At this point, they have spent two and a half years as members of society and accumulated a variety of experiences. They review their own past behavior and consider how to modify or change their behavior based on advice from their supervisors and colleagues.

  This training is generally held semi-annually, and it is intended for all employees who have been promoted to section chief. It teaches them systematically about what it’s like to be a manager and encourages them to change their daily behavior and thinking.

  This training is generally held semi-annually, and it is intended for all employees who have been promoted to general manager of a department. Because of the great expectations that executives are required to meet, they review their own past behavior through a 360-degree evaluation, and consider how to modify or change their behavior based on advice from their supervisors and colleagues.

  This external training program for executive development is intended for all employees who have been promoted to general manager of a bureau. Over the course of the year, they have repeated interactions with many businesspeople in which they acquire thinking and conceptual capabilities as an executive in the aim of cultivating the perspective, strategic thinking, and conceptual abilities of a business manager.

　Once a month, we invite external professionals with career counselor qualifications to provide employees who so desire with guidance about their problems. They also provide managers with advice on how they could address consultations from their subordinates about their careers.