KONICA MINOLTA

About Konica Minolta

Giving Shape to Ideas

Human Capital

Developing Human Capital

Konica Minolta's Approach

Background and Issues

The transformation of human resources is the key to Konica Minolta becoming a digital company with insight into implicit challenges.
The company recognizes that it must first accurately ascertain the needs of customers and society. Then based on those needs, it must systematically and continuously develop human resources that can create and provide innovative value that is uniquely Konica Minolta.

Vision

At Konica Minolta, the aim is for human resources to be "business athletes" who can compete globally. In other words, the vision is to develop human resources who drive reform, feel a strong sense of ownership and complete projects to the full. They also must demonstrate ingenuity, involving partners, and creating customer value. Konica Minolta believes that the transformation of human resources can be realized by having each employee work towards these goals.

Key Measures

  • Accelerating the development of high-potential human resources, and fostering global human resources development for executives
  • Promoting an overseas training program for young employees in Japan
  • Developing entrepreneurs who can create new businesses based on customer needs
  • Developing human resources who can establish IoT business models

Human Resource Development

Developing human resources globally and locally

Konica Minolta is training next-generation leaders who can perform globally to win in severe competition. The Group has also set up training programs in Japan to support the growth of each individual employee and actively train the human resources who will lead in the future.

Executive Development Program

At Konica Minolta, the aim is to foster "true management executives" who can promote creative destruction and succeed globally. This is why, based on partnership with business schools, a Global e-Juku business leader education program is implemented for executive candidates, including those from Group companies globally. Through conversations with leading executives within and outside of the company, the participants gained an appreciation for the knowledge required to become a true management executive. They also expanded their outlook through discussions with management executives, tried forecasting the highly unpredictable future business environment, and worked on project proposals for Konica Minolta's transformation to become a digital company with insight into implicit challenges.


Executive Development Program

Developing a Human Capital System

As the foundation of its OJD,* Konica Minolta, Inc. enhances its impact by providing rank-based training tailored to changes in roles and positions, as well as a range of training programs to raise knowledge and skills. In addition, the company offers a wide range of education programs to complement these. The company focuses resources on its selective training programs, which train the business leaders and engineers that will lead Konica Minolta in the future. A total of approximately 10,200 people took the training programs provided in fiscal 2017 (including rank-based training and the Konica Minolta College), and the total time spent in training was approximately 105,800 hours. In addition, the average training time per employee per year was about 20 hours (about 2.5 days).

*
OJD:A variation of on-the-job training (OJT), OJD refers to the development of abilities while facing real-life work challenges, under the guidance of a superior.

Developing a Human Capital System

Business Leader Program

This program is designed to cultivate the future business leaders of Konica Minolta. Each time, the program is conducted for about 20 employees, particularly management candidates who have been recommended by upper-level management to the program. Over the course of one year, participants learn to develop the basic skills, business creativity, and entrepreneurial mindset needed in business management through experiential learning exercises and lectures. At the end of the course, the participants have a chance to present proposals for new businesses and solutions to management issues in a meeting attended by corporate executives.


Business Leader Program

Challenge Gijutsusha Forum (CGF)

This forum offers program to young employees who are motivated to create new value with significance for the world; some apply independently and others are recommended by their department. Approximately 20 young employees are selected each time for this one-year program. The participants tackle a training menu devised by a governing board made up of members chosen from various fields and study together by creating new businesses. The aim is to become business producers who can drive strong growth for Konica Minolta. This program also plays a major role as a forum for interaction and guidance beyond the workplace and areas of expertise.


Challenge Gijutsusha Forum

Selective Management Program for Engineers

This program is intended to train leaders (core personnel in technical fields) who will promote innovative changes from a technology management perspective. This realizes Konica Minolta to transform a digital company with insight into implicit challenges and grow sustainably.
Every year, about 20 employees are selected from each general employees and managers for the five-month program. The participants acquire the mindset and skills needed to implement KM-Way, Konica Minolta's own technology management framework, through case studies, proposal of new businesses and the resolution of management of technology challenges in their own departments. Participants who complete the program are expected to not only implement this on their own, but also play active roles as leaders who promote innovative changes in their own departments while spreading what they have learned within their department.


Selective Management Program for Engineers (for managers)

Konica Minolta College

This educational program is open to all Konica Minolta employees, with class enrollment available through the Group's intranet system. The college currently offers over 150 courses, covering areas from business skills to expert skills, e-learning topics and distance education. These courses can help employees acquire knowledge of Konica Minolta's technologies and other cutting-edge technologies as well as the business skills that are critical in business.


Konica Minolta College

Overseas Training Program for Young Japanese Employees

Konica Minolta, Inc. has a short-term overseas training program that allows young Japanese employees to go abroad to learn on the business frontlines and at world-class business schools. By practicing leadership and engaging in cross-cultural exchanges for exposure to diverse values, this program aims to improve and expand employee outlooks, to help them to succeed on the global stage. In fiscal 2017, 24 employees participated in the program.
Konica Minolta, Inc. is planning to dispatch 180 employees from FY 2017 to FY 2019. (Half year program) Group companies outside of Japan also have programs that allow their employees to experience operations in Japan for several months up to two or three years. This helps to develop employees who can serve as bridges between Japan and the countries.


Overseas training program participant (center) and host-country employees

Age-Based Career Design Training

This is a program to support career development at turning-point ages (30, 40, 50, and 55), in order to provide employees with opportunities to think about their careers in light of contributions to the company and their own job satisfaction and to support their own development. Participants think about their future vision through awareness of the environment and self-analysis. After the training, they have an interview with a superior, full-time advisor and work towards independent self-fulfillment.


Age-Based Career Design Training

A Personnel System Designed to Promote Human Resource Development

Assessment and Treatment System

Konica Minolta, Inc. will continue to develop human resources who can beat the global competition, aiming to create an organization that continues to provide customers with new value. In order to accelerate these results, in 2016 the company revised its personnel assessment and treatment system for general employees and devised a new system that will highly evaluate human resources who act in accordance with the Konica Minolta Philosophy and take on the challenge of pursuing ambitious goals without fear of failure.
Moreover, seniority is no longer considered in determining employee treatment. Instead, skills and results are evaluated fairly and reflected in promotions and salary increases.

Open Job Posting and Free Agent Systems

As a complement to the Group's company-led system of personnel assignments, Konica Minolta, Inc. has introduced the Internal Open Job Posting System and the Free Agent (FA) System, which encourage employees to request transfers to new positions on their own. These systems will help produce employees willing to undertake new positions in building their own careers and create a corporate culture that respects the desire to challenge oneself in new ways.
Konica Minolta, Inc. has introduced the Internal Open Job Posting System, which allows employees to apply for open positions posted by departments looking for personnel.
The Free Agent (FA) System allows employees wishing to take on the challenge of a new type of job or department to post their application on the intranet. Departments with open positions review the employees' posts, call promising candidates in for interviews, and if both the department and the employee agree, the employee is transferred to the new job.
With these two systems in place, Konica Minolta continues to facilitate the fluid movement of human resources across the Group and to support employees' self-determination in shaping their own careers.

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