Business Strategy and Human Resources Portfolio

“Business Strategy and Human Resources Portfolio”
to Improve and Utilize Abilities and Skills

Dynamic linkage between business strategy and human resources strategy

A medium-term human resources portfolio plan, which is dynamically linked to business strategies, is formulated at the organizational unit that manages each business. Based on this plan, human resources development and re-skilling combining on-the-job training and off-the-job training are implemented,and employees with skills and a high level of specialization that match business strategies are developed. In addition, we aim to maximize the value of human resources by simultaneously promoting business structural reforms, the allocation of human resources to the right person in the right place, and the development of a workplace environment, so that a diverse range of employees can fully demonstrate their capabilities and motivation.

As a result of our efforts to date, we have recognized the gap between the human resources portfolio, which shows the skills and personnel composition necessary to achieve our business plans, and our current status. The process for planning and executing of developing human resources, securing stable human resources, and the optimal allocation of personnel to eliminate that gap is gaining ground. While flexibly responding to changes in the market environment, we will further accelerate this effort and advance initiatives aimed at maximizing the value of human resources and improving the corporate value of the SCSK Group.

Career development platform to realize maximization of human resource value

In order to maximize the value of human resources through business growth and the growth of each and every employee, it is necessary to link business strategy and human resources strategy, as well as the demonstration of abilities of each and every employee and the motivation to grow. To this end, we have established the Integrated Career Development Plan (iCDP) as an autonomous, strategic, and integrated career development platform, and operate it as a basic cycle to maximize human resource value with a focus on links to human resources systems and measures.

Integrated human resources development program (SCSK i-University)

SCSK i-University is a framework for providing opportunities for continuous learning and grow. It is an educational system and also a human resources development system in the broad sense of the term, which includes schemes and infrastructure.

Company-wide education aims to strengthen both mind (people skills) and skills (job skills) according to the grade of the personnel system and the specialization level in the IT skill level assessment. It provides more than 200 training courses in five categories: career development, leadership development, global business skills development, specialized skills development, and re-skilling. In FY2023, 26,900 persons participated in the i-University company-wide education (in total).

i-University also includes cross-border learning through external dispatch, which leads to the acquisition of new perspectives through learning from people from different industries and the fostering of a mindset for co-creation with society.

Development of advanced digital talent who leads business strategy

In the Medium-Term Management Plan, in addition to the development of cutting-edge engineer, we have set specific targets to strengthen recruitment and training of talent for consulting and business design who will be responsible for improving consulting functions and strengthening new business development, and advanced project manager talent who will be capable of executing and managing high quality projects, in an effort to strengthen the development of advanced digital talent.

Talent for consulting and business design

Aiming to promote business that can lead the market and create next-generation digital business, we conduct practical workshop-style training programs in line with the process based on the ideas of design-oriented and lean startup. By increasing training opportunities to acquire the knowledge and skills necessary to develop new businesses and create new technologies, we will strengthen and expand the development of 500 persons or more of talent for consulting and business design by FY2025. (FY2023 result: 319 persons)

Cutting-edge digital engineers

It is important to develop advanced engineers who can respond to the rapid development of digital technology and the digital transformation of clients. By expanding training programs that correspond to the roles and skill items of the Digital Skill Standards and enhance practical skills, we will enhance their professional competence related to cloud and digital technologies and strengthen the development of 3,000 or more of cutting-edge digital engineers by FY2025. (FY2023 result: 1,745 persons)

Advanced project manager talent

In response to the recent trend where the size and complexity of projects are significantly increasing, we are strengthening our decision-making and action capabilities through case studies and case method, and conducting training on the essentials of management to lead large-scale projects, so that we can maintain high quality even in highly difficult projects. In the community activities of the PM working group, we aim to improve our organizational project management capabilities by sharing internal case studies and forming personal networks, and will strengthen recruitment and development of the talent, so that we have 250 persons or more of advanced project manager by FY2025. (FY2023 result: 183 persons)

Talent with digital skills

To promote the creation of new business models and services, we are implementing Digital Skill Standard Training for all employees, including those of Group companies. In addition to acquiring the concept of DX and the technology to realize it, we will instill the significance and importance of learning about the latest technology trends and market trends, and aim to develop 10,000 persons of talent with digital skills by FY2025. (FY2023 result: 3,772 persons)

Support for autonomous career development

As people are expected to work longer with diversified choices in occupation, and the business environment is changing extremely rapidly, employees are expected to actively and continuously develop their own careers. We aim to foster “career ownership,” which raises the awareness and motivation to act of each and every employee to proactively engage in his or her own career, and “learning culture,” a culture in which employees continue to learn autonomously.

Career Development Plan (CDP) system

In addition to each and every employee engaging in autonomous career development, it is important for the organization to be aware of the human resource portfolio in line with the business strategy and to aim for the achievement of the business strategy. Under the CDP system, which is positioned at the center of “iCDP,” a platform for autonomous career development, each and every employee reflects on his or her strengths and issues, considers his or her future career, and expresses his or her views to his or her superior. In addition to considering the assignment of duties one or two years in the future based on the expectations of the organization, the training plan for improving specialized abilities is coordinated between the employee and his or her superior, providing an important opportunity for dialogue to enhance the employee's ability to demonstrate his or her capabilities and motivation to grow.

IT Skill Level Assessment

Employees' IT skill levels are assessed and certified on a sevenlevel scale based on the SCSK Career Framework, thereby visualizing the specialization of employees in engineering/sales positions and their career steps, and promoting employee growth. Through the process of IT Skill Level Assessment screening, we identify the gaps from the targeted levels, and employees and their supervisors formulate and implement specific training plans, in an effort to effectively improve the IT skill level of employees. We have created a specialized working group composed of experts in each job type. The working group discusses assessment screenings and undertakes training activities, such as creating communities for each job type and sharing case studies.
In addition, we are utilizing the “Digital Skill Standards”released by the Ministry of Economy, Trade and Industry (IPA) in December 2022 to promote the visualization of digital talent. We will move forward with efforts to strengthen specialization in line with the needs of the time by securing human resources for business innovation, engineers with multiple skills, and human resources for security, AI, and data science.

Personnel recruitment program (Job Challenge Program)

Under this program, the departments of Group companies that are looking for human resources conduct recruitment within the Group companies, and employees who wish to be transferred to each department can apply for the job. If they pass the screening by the recruitment department, the transfer is realized. This system supports the growth of employees and the placement of the right people in the right jobs. (FY2023 result: 56 persons have transferred)

Internal free agent (FA) program (Career Challenge Program)

With this program, employees can appeal their backgrounds,skills and desired duties to the desired department. Under this system, employees who have received an offer from a desired department can be transferred if an agreement is reached with the department after negotiations. This system supports autonomous career development of employees. (FY2023 result: 10 persons have transfered)

Promoting and supporting self-development (Kotsukatsu)

Guided by the notion that steady effort is key to success, we implement Kotsukatsu as a way of supporting our employees'efforts to engage in self-development. Through the provision of “stipend for learning,” “rewards for acquiring certification,” “learning incentives,” etc., we encourage self-development, and promote the acquisition of various skills and knowledge, as well as the acquisition of experience. In addition, by providing place to share Kotsukatsu experience internally and supporting continuous learning that leads to growth, we aim to foster a learning culture in which employees raise their awareness of continuing to learn together.