Hitachi Solutions' Human Capital Strategy Example of ITSS ...
Transcript of Hitachi Solutions' Human Capital Strategy Example of ITSS ...
© Hitachi Solutions, Ltd. 2014. All rights reserved.
Hitachi Solutions' Human Capital Strategy – Example of ITSS Adoption –
© Hitachi Solutions, Ltd. 2014. All rights reserved. 1
Agenda
1 Introduction to Hitachi Solutions
2 Hitachi Solutions' Human Capital Strategy
3 Effects of ITSS adoption
© Hitachi Solutions, Ltd. 2014. All rights reserved. 2
1-1 Corporate Data
Corporate Name Hitachi Solutions, Ltd.
Head Office 4-12-7 Higashishinagawa, Shinagawa-ku, Tokyo
140-0002 Japan
Representative Kaichiro Sakuma, President and Chief Executive
Officer
Founded 1970
Consolidated
revenues
334,474 million Yen (Fiscal year ended March 31,
2013 /Consolidated)
Number of consolidated
employees 15, 561 (as of end of September 2013)
Oversea bases of group companies
America, Canada, United Kingdom, Germany,
France, China, India
© Hitachi Solutions, Ltd. 2014. All rights reserved. 3
1-2 Introduction to Hitachi Solutions: Offering IT solutions in various fields
Public sector
Quickly carries out
disaster rescue and
restoration, achieves safe
and reliable local
government services.
Medicine
Achieves higher-level services through
clinical testing, diagnosis, and other
business support.
Finance Makes banking, insurance, and
securities work more reliable.
Achieves user-centric service.
Transportation
Operation management, cargo
transport management, airport
fueling, etc. for trains, aircraft,
ships, etc.
Retailing / wholesaling
Achieves electronic money,
point management, and other
services that customers request.
Urban development Achieves the infrastructure for smart cities,
including home energy management and EV charging.
Electricity and gas Protects lifelines through preservation of
infrastructure and facilities management.
Schools Provides fun in learning and next-generation
classes through easy-to-use interactive
whiteboards.
Offices Reforms office work through
support for human and intellectual
asset management and
telecommuting.
Agriculture
Offers a more efficient style of
agriculture through information
management for soil and crops.
Manufacturing Realizes products sought by the
market, through production
management and development of
embedded products.
Communications
Supports communications services,
from base station management to
contracts, fees, and other aspects of
customer management.
© Hitachi Solutions, Ltd. 2014. All rights reserved. 4
1. Strengthening of support for growth
2. Creation of a sense of motivation and reward
3. Creating work-friendly, open workplaces
Objective: Position people as "capital" (i.e., human capital) and enhance individuals' value, while connecting this to organizational growth by supporting the activation of human capital
2-1 Basic policy on human capital development
Background: It is necessary for each individual employee in the rapidly- changing IT world to autonomously set career goals and conduct skill development and work
© Hitachi Solutions, Ltd. 2014. All rights reserved. 5
2-2 Establishing a PDCA cycle to support growth
Coordination of Strategy of Organization and Human Capital
Want to become
HC Strategy HC
Defini
tion
Make
Career
Develop
’nt plan
Career
Interview
HCD
Manag-
ement
Assess
HC
Strategy
Modify
HC
Strate-
gy
Set
Target
HC
Assess
ment
Implem-
entation
Evalu
-ation
Modify
Career
Develop’nt
plan
Employees’ Career Development Connects Directly
Business goal achievement (individual PDCA Linked with Management
PDCA)
Management side Improve validity of HC
Strategy and invest
HC efficiently
Employee side Increase motivation by
showing career path directly
linked with business
Manage -ment
Emplo -yee
ITSS
Business
Strategy
Want employees to
become
En
gag
em
en
t
Asse
ssme
nt
Compare
As and
To be
Major HCD
plan
© Hitachi Solutions, Ltd. 2014. All rights reserved. 6
Assessment of human
capital development
mechanism
Individual employees: ● Autonomous career
achievement through
self-inspection of career
Management leaders: Analysis, planning, and execution of human capital strategy
Feed back into management
Plan
Do
Check/Act
2-3 Establishing a PDCA cycle to support growth
●Setting of career goals
●Setting of business goals
linked to business
strategy
● Skill development
● Career development
● Surveys
● Company-wide competitive
power analysis
Link between organization
and individual growth
Career autonomy
Establishment of a PDCA cycle that leverages ITSS to foster the
development of autonomy-oriented human assets who take on new value
creation, plus the organizational climate to support this, based on basic
policy on human capital development
Define company's skill standards
with reference to ITSS career
framework
Plan education with reference
to ITSS education roadmap
Skill diagnosis with reference
to ITSS level indicators
© Hitachi Solutions, Ltd. 2014. All rights reserved. 7
2-4 Plan: Setting of career goals
● Define skill standards for company with reference to ITSS; present employees
with
job categories necessary for business headquarters to promote the company‘s
business, and with recommended career paths ● With reference to that information, employees set mid- and long-term career goals L evel
7
6
5
4
3
2
1
プロダクトマネー
ジャ
プロダクトスペシャ
リスト
エンベデッ
ドスペシャ
リスト
管理部門スタッ
フ
品質保証
カスタマー
サー
ビス
ITサー
ビスマネジメント
エデュ
ケー
ショ
ン
アプリケー
ショ
ンスペシャ
リスト
ソフトウェ
アデベロッ
プメント
セー
ルス
コンサルタント
ITアー
キテクト
アカウントSE
ハイレベル
ミドルレベル
エントリー
レベル
マー
ケティ
ング
プロジェ
クトマネジメント
ITスペシャ
リスト
超上流人財
金融系人財
:ITSS職種:当社で独自に定義した職種
※セールスはITSS職種だが、当社で再定義した
Hig
h le
ve
l M
idd
le
le
vel
En
try le
ve
l
Su
per U
pp
er p
roc
es
s H
C
Ma
rke
ting
Sa
les
Ac
co
un
t SE
Co
ns
ulta
nt
IT A
rch
itec
t
Pro
jec
t Ma
nag
em
en
t
Fin
an
ce
-rela
ted
HC
IT S
pec
ialis
t
Ap
plic
atio
n S
pec
ialis
t
So
ftwa
re D
eve
lop
me
nt
Qu
ality
As
su
ren
ce
Cu
sto
me
r Se
rvic
e
IT S
erv
ice
Ma
nag
em
en
t
Ed
uca
tion
Pro
du
ct M
an
ag
er
Pro
du
ct S
pe
cia
list
Em
be
dd
ed
Sp
ec
ialis
t
Ad
min
istra
tion
sta
ff
ITSS Job Category Own Job Category
*redefine sales
© Hitachi Solutions, Ltd. 2014. All rights reserved. 8
2-5 Plan:Link between organization and individual growth
Management strategy Business strategy
Human asset strategy
Mid-term plan
Setting of mid- and
long-term career goals
Perspective of
superiors Want employees to become
Want to become
Individual-specific mid- and long-term ToBe Plans Consensus formation between superiors and individual
Through discussion, with skill standards as shared indicator
Perspective of
subordinates Divisions' key human capital development plans
Setting of business goals linked to business strategy (1) Company's skill standards
Reference
Reference
© Hitachi Solutions, Ltd. 2014. All rights reserved. 9
2-6 Plan:Link between organization and individual growth
Broken down every term
1H business goals
Inspection of previous term
and setting of goals for
current term
Issues
Issue identification capability, plan drafting
capability
Countermeasures
Work experience, training, internal and
external activities, self-improvement, etc.
Issues
Sense of responsibility and achievement
orientation, speed, performance, etc.
Countermeasures
Work experience, training, internal and external
activities, self-improvement, etc.
▪Capability improvement measures ▪ Behavioral characteristics (processes)
improvement measures
Individual-specific mid- and long-term ToBe Plans (Formed through consensus between superiors
and individual)
2H business goals
Inspection of previous term and
setting of goals for current term
Current term capabilities (skill) development aimed at work achievement
Capability development aimed at goal management and work achievement
Business plan
Skill development plan
Setting of business goals linked to business strategy (2)
ITSS and company's
skill proficiency
Reference
© Hitachi Solutions, Ltd. 2014. All rights reserved. 10
2-7 Do: Career autonomy
For development of skills necessary for career autonomy and work execution, plan education development with reference to ITSS education roadmap
Training system Job Title/ITSS
level
Training for new employees
-3 months, ITEE, Technical / Soft skill / Company Policy
Essential courses for young employees common to
Job categories (-5 year , Technical / Soft skill)
Technical / Soft skill course by job category
-Company Strategic course(PM, IT Architect, Cloud, Global)
-Internal / external certified course
-Examination countermeasure course(ITEE, Oracle, UML)
Essential course for new chief/manager each job title
-Company system, leadership, management
Executive training
Boot camp/ with group companies
Overs
ea T
rain
ing
,
Co
mp
an
y p
olic
y &
Pro
ced
ure
Trainee
/1
Member
/2-3
Leader
/4
Executive,
Director/ More than 6
Manager/5
© Hitachi Solutions, Ltd. 2014. All rights reserved. 11
2-8 Do: Career autonomy
(Skill Development Technical Skill )
System
Development
process Area
requiremen
t definition
external
design
Internal
design
analyze
requirement
control
requirement
Network
design
Data Base
design
System
design
Reliability
design
Conceptual
Technique
(UML)
Thin
Client
System
Basic
virtual
technique
object-
orientation
Designation
pattern
Switch
router Firewall encryption TCP/IP
Network
load-balance
Security
Policy
object-
orientation
design
Network
construction
Data Base
construction
Client Sever
construction
Component
(EJB) Web
Service
Pro
ject m
ana
gem
ent
© Hitachi Solutions, Ltd. 2014. All rights reserved. 12
System
Development
process
Area
requirement
definition
Internal
designsign
analyze
requirement
Network
design
Reliability
design
Development Development
Test
Operation/
Maintenance
/Administrati
on
Language
(Java, C++,
C , C#,
VC++,
VB.NET,
JavaScript,
Ruby)
Multi
Thread
SQL
DB combination
XML data
definition
(Schema)
XML data
definition
(Schema)
XML data
manipulation
(DOM/SAX)
XML DB Inquiry
language
(XQuery)
Shell
Programing
Web
Application
(Servlet, JSP,
Ajax)
Framework
(Struts,
Spring
Framework,
Ruby on Rails)
Micro
computer
(control,
circuit
basement,
Real time OS,
firmware)
Coding
standard
Pro
ject m
ana
gem
ent
testing
technique
Quality
Control
DB
Maint/.Admin
Network
Maint/.Admin
OS
Maintenance/
Admin
DB Failure countermeasure
Network countermeasure
OS countermeasure
DB Failure
recovery
Network
recovery
OS
recovery
DB
Tuning
Network
Tuning
OS
Tuning
Information
Control
(Microsoft
Office,
Movable
Type)
2-9 Do: Career autonomy
(Skill Development Technical Skill )
© Hitachi Solutions, Ltd. 2014. All rights reserved. 13
ITEE No. of qualification
holders
ITEE No. of qualification
holders
IT Strategist 114 Information Security
Specialist 1,793
System Architect 748 IT Service Manager 253
Project Manager 355 System Monitoring
Engineer 100
Network Specialist 882 Applied Information
Engineer 4,801
Database Specialist 642 Fundamental Information
Technology Engineer 8,507
Embedded Systems
Specialist 121 IT Passport
1,114
Cumulative count of number of persons as of October 1, 2013
Conduct skill development aimed at the job categories and levels sought by employees, and at the same time, promote acquisition of Information-Technology Professionals Examination(ITPE) qualification for purpose of showcasing technical capabilities outside the company
Number of persons holding Information-Technology Professionals Examination qualification
2-10 Do: Career autonomy
© Hitachi Solutions, Ltd. 2014. All rights reserved. 14
In addition to capability and skill development,
need to offer “place" that allow accumulation of
experiences
2-11 Do: Career autonomy
- Support for planned work assignment for superiors
・Thorough optimal work assignment with awareness of individuals' career development
Strengthening of awareness in management positions through Management Strengthening Training
- Support for individual's internal and external activities
・Establishment of professional community of high-level human assets within the company
・Support for active participation in professional communities outside the company
© Hitachi Solutions, Ltd. 2014. All rights reserved. 15
Internal Career Counselor (credentialed) supports individuals' career
autonomy through group training Training
2-12 Do: Career autonomy
Career development (2)
Internal Career Counselor (credentialed) supports individuals through one-on-one discussions
1-on-1 individual support
In response to recruitment by divisions, employees apply voluntarily, and
are transferred if mutual requirements match
Internal
recruitment
・Employees release "Self-PR Information" to General Manager and higher levels
・Personnel division introduces departments that match employee's desired work
FA
system
Support for employees' career autonomy and activation leads to growth of the organization
© Hitachi Solutions, Ltd. 2014. All rights reserved. 16
2-13 Check/Act: Assessment of human capital development initiatives
● Use of monitoring tools Managers of each division use the monitoring tools below to assess the situation of
subordinates and the organization, and use this to draft measures for formulating and
resolving issues. (1) Morale surveys (2) Organizational performance
analysis
● Skill diagnosis Conduct skill diagnosis based on company’s skill standards. Indicate recommended
job categories and career paths for each business headquarters.
Example of report Example of report
Surveys
© Hitachi Solutions, Ltd. 2014. All rights reserved. 17
2-14 Check/Act: Assessment of company-wide human capital competitive power
* Employee ration indicated in color (deeper color = more human assets)
Total the results of employee assessments, and use these in company-wide and per-division human
asset maps. FY2013 Company-wide Human capital Map
超上流人財
マー
ケティ
ング
セー
ルス
アカウントSE
コンサルタント
ITアー
キテクト
プロジェ
クト
マネー
ジメント
ITスペシャ
リスト
アプリケー
ショ
ン
スペシャ
リスト
ソフトウェ
ア
デベロッ
プメント
品質保証
カスタマー
サー
ビス
ITサー
ビス
マネー
ジメント
企画・セー
ルス
プロダクト
マネー
ジャ
プロダクト
スペシャ
リスト
エンべデッ
ド
スペシャ
リスト
品質保証・
運用保守
L evel
7
6
5
4
3
2
1
ハイレベル
ミドル
レベル
エントリー
レベル
Activity
Area strategy formulation
Consultant System development Product planing
To high level
specialty
Service type HC
To super upper Process HC
Architecture
Formulation maintenace Product development BA
【System development】 【Product & Package】
To super upper Process HC, high
level specialty
Hig
h le
vel
Mid
dle
le
vel
En
try
lev
el
Su
pe
r Up
pe
r p
roc
es
s H
C
Ma
rke
ting
Sa
les
Ac
co
un
t SE
Co
ns
ulta
nt
IT A
rch
itec
t
Pro
jec
t M
an
ag
em
en
t
IT S
pe
cia
list
Ap
plic
atio
n S
p
SW
De
ve
lop
Qu
ality
As
su
re
Cu
sto
me
r Se
r’
IT s
erv
ice
m
an
a’
Pla
nn
ing
/S
ale
s
Pro
du
ct
Ma
na
ge
r
Pro
du
ct
Sp
ec
ialis
t
Em
be
dd
ed
S
pe
cia
list
Ad
min
istra
- tio
n s
taff
© Hitachi Solutions, Ltd. 2014. All rights reserved.
3-1 Effects of ITSS adoption
18
・By assessing company-wide human capital competitive power
distribution and issues, drafting of effective human
asset strategy became possible (Management)
・Making subordinates‘ skills visible allowed leveraging these in OJT
and rotation for purpose of growth (Workplace Managers)
・Setting of mid- and long-term career goals and career path
construction became possible (Employees)
・Assessing company-wide human capital strengths and
weaknesses, and drafting human capital development
policy measures in accordance, became possible (Managers in
charge of human capital development)
© Hitachi Solutions, Ltd. 2014. All rights reserved.
3-2 Issues and countermeasures in ITSS adoption
19
・Gist of new human capital development system is not thoroughly
conveyed to employees
・Some employees do not know how to achieve careers
・Company's proprietary job categories are undefined in ITSS
→ Conduct management strengthening training aimed at department
managers who play a major role in penetration of the system
→ Put career counselors in place to support individual employees,
and respond to individual consultations
→ Classify and organize tasks together with workplaces, and define
proprietary job categories matched to the company‘s business