Talent Management / Talent Development

The concept of talent management

At the Mandom Group, we view talent management as “an endeavor to understand the capabilities, qualities, and talents of each employee and strategically utilize them in corporate management.” To put this into practice, we are promoting a variety of initiatives based on the concept of “job + career autonomy.” Based on this concept, we aim to strengthen the individuality and expertise of all employees through their autonomous learning and growth and at the same time, to utilize human assets with diverse cultures and value and realize the “right person for the right job” principle through job-based (role-based) assignments so as to maximize human asset performance throughout the Mandom Group.

Job + career autonomy overview

Job (role)	In order to constantly update our Dedication to Service (Oyakudachi) in this rapidly changing era, we aim to improve expertise and realize the “right person for the right job” principle based on the “jobs (roles)” of employees which suit their individuality and strengths.
Career autonomy	Through autonomous learning and growth, each employee is to aim to develop into a professional human asset with the strengths (expertise) to navigate through an increasingly sophisticated and complex environment.

Initiative example: HR system reform starting with jobs and autonomy (MHRX)

At Mandom, we aim to create an organization and human assets that can innovate and take on new challenges in order to realize Dedication to Service (Oyakudachi) through newly created value. Since 2019, we have been promoting a reform of our HR system
(MHRX = Mandom Human Resource Transformation,pronounced “MARKS”) based on the concept of “job + career autonomy.”

MHRX: The big picture

MHRX consists of three pillars: “Personnel affair system reform,” “Career development,” and “Talent management.”

Personnel affair system reform

Mandom's previous personnel affair system placed emphasis on “years of experience” and functioned as a mechanism supporting Mandom's business operations. However, in order for Mandom to respond appropriately to the rapid changes in the external environment in this VUCA era and continue our Dedication to Service (Oyakudachi), we believe that it is essential for all employees to acquire high levels of expertise in order to respond appropriately to increasingly sophisticated and complex problems and to increase awareness of their specific role and autonomously and continuously improve the skills necessary to fulfill their job responsibilities.

Therefore, in order to adapt to these changes in the external environment and continue our Dedication to Service (Oyakudachi) toward the consumers, Mandom implemented a new job-based HR system in FY2023 which “clarifies the responsibilities and skills required for each role” so as to encourage all employees to improve their expertise and grow through self-improvement and ensures “fair and impartial evaluation and treatment according to the size of the role” so that our employees can feel motivated and achieve results.

Ranking program	Changed from a competency grading system that emphasizes years of　experience and assigns grades based on acquired and possessed job　competency to a ranking program (job-based) according to role.
Remuneration program	A system that appropriately links the scale of the role and the results achieved through challenges to remuneration is developed so that employees can feel rewarded in terms of conditions as well.
Evaluation program	In line with the switch to a role-based ranking system, the switch has been made to a fair and impartial evaluation system that measures the results achieved based on the defined responsibilities expected for each rank.

Career development

In order to realize this MHRX at Mandom, it is essential for all Mandom employees who will carry this out to autonomously develop their career and grow into professional human assets. For this reason, Mandom has positioned “Career development” which supports employees' career autonomy as the core of the three pillars of MHRX, promoting career development that maximizes the strengths and individuality of all employees and enhances their expertise.

For specific examples of our initiatives, please see the “Major Human Asset Development Initiatives” below.

Talent management

At Mandom, we aim to understand the capabilities, qualities, and talents of each employee and strategically utilize them in our company management, and to this end, we practice human asset management based on the following five perspectives so as to bring out the maximum performance in every employee.

Employment	Based on the “right person for the right job” principle, we will hire the best talent, both inside and outside the company, based on our business strategy.
Posting	Based on the premise of “matching” the career aspirations of employees with the company's aspirations, we will transfer/allocate employees based on their expertise to realize the “right person for the right job” principle.
Training	We will develop professional human assets with individuality and strengths (expertise) who can also be an asset outside the company.
Evaluation	We will evaluate all employees fairly and impartially based on the size of their roles (jobs) and the results of the challenges they undertook.
Treatment	Regardless of age or years of experience, we will treat employees fairly and impartially according to the size of their roles (jobs) and the results they produce.

Other talent management systems

Senior full-time employee system	When employees turn 60, if they want to continue working until 65, they can select one of the following working options: 1) Senior full-time employee expert (continue taking part in designing and coordinating projects aimed at achieving their division's goals) 2) Senior full-time employee supporter (conduct clerical and other work related to supporting their division)	Senior full-time employees in FY2023:19 *Employed as of the end of March 2024
Reemployment system (Former employees)	We have set up a reemployment system for former employees so that outstanding individuals who left Mandom midway through their careers for personal reasons can return to the company.	FY2023 system participants: none

Concept

In recent years, we have been living in an era of rapid environmental changes known as the VUCA era, and the skills required of each employee are becoming more advanced and complex. Therefore, as Mandom aims to “create an organization and human assets that can innovate and take on challenges” to continue its Dedication to Service (Oyakudachi), we believe it is important for all employees to learn autonomously and grow into “professional human assets” with high levels of expertise who can respond appropriately to these environmental changes.

To that end, Mandom has compiled a Career Development Support System of initiatives aimed at encouraging employees to grow into “professional human assets” through autonomous learning. By promoting initiatives from the three perspectives of “career development assistance,” “creating workplace opportunities,” and “development of a foundation that supports career autonomy” to support these, Mandom is making continuous investments in its human assets.

Career development support system chart

Main initiatives

Career development assistance initiatives

Career autonomy axis

Age- and rank-specific career training	Key operational roles will undergo training to take stock of their own careers, think about the future of their careers, and be encouraged to change their behavior. Key management roles will learn how to support the career development of their subordinates.	FY 2023 participants Key operational roles: 65 people Key management roles: 48 people
Career consulting interview	We provide opportunities for employees to meet with external career consultants to discuss their career-related worries and concerns to give them a chance to take an objective look at their own careers.	FY 2023 participants: 55
Assessment & feedback	When employees' roles change, they undergo an external assessment, which allows them to understand and reflect on their own strengths and weaknesses, leading to future training and growth. After the assessment, a feedback interview will be held between the employees and their supervisor.	FY 2023 participants: 176
”Oshiete Kacho-san” (“Tell me about your department” project)	This system allows employees to have a one-on-one interview with the head of the department they are interested in, or an employee designated by that head, and ask questions and gather information about the work content, required skills, knowledge, etc. of that department.	Number held in FY 2023: 73
Self-reporting system	This system allows employees to reflect on their careers once a year, think about their future careers within the company, and express their intentions to the company.	FY 2023 participants: 703

Ability development axis

Department head training	This training provides an understanding of the expected roles of department heads and encourages building relationships of trust across all levels.	FY 2023 eligible personnel:31 Training duration: 13 hours for the year
New manager training	This training is aimed at employees who have recently been promoted to key management positions to help them understand their role as managers by switching their mindset from that of a player to that of a manager and to acquire the knowledge necessary to complete the responsibilities of their assigned organization (by section).	FY 2023 eligible personnel:19 Training duration: 15 hours for the year
New employee training	We conduct group training every year for newly graduated employees and newer employees who have been with the company for up to three years. The training aims to develop autonomous employees through a wide range of curriculum, including not only the acquisition of knowledge necessary to work at Mandom but also training to improve business skills and career development.	First-year employee 157.5 hours for the year/12 participants Second-year employee 19 hours for the year/15 participants Third-year employee 19 hours for the year/19 participants
Voluntary training	This is a training system available to all employees, allowing them to choose the learning they need and sign up voluntarily and proactively in order to realize the career they envision.	36 hours for the year FY 2023 training program participants: a total of 183
Forum 8 (cross-industry exchange)	This internally organized cross-industry exchange workshop brings together attendees and secretariats from eight companies with offices in the Tokyo and Kansai regions. Top- and mid-level managers working at the vanguard of business give lectures, present case studies or their own company's research or the research of other companies to expand knowledge and elevate business skills.	Once a year, internal recruitment FY 2023 participants: 6 (Tokyo metropolitan area: 3 participants, Kansai area: 3 participants)

Creating workplace opportunities

Internal recruitment system	Employees can apply for and take on positions advertised by departments in need of human assets. This is a system that aims to improve organizational performance by matching jobs with autonomy.	FY 2023 transferees through internal recruitment: 5
Side Job System	If the side job contributes to one's career development and ability development, the company will permit it not only as a sole proprietor but also under an employment contract, provided that the Ministry of Health, Labour and Welfare's management model is adopted.	FY 2023 system beneficiary: 10

Development of a foundation that supports career autonomy

Self-investment Support	The company pays part of the cost of participation in a course/seminar for experience, learning, and certification of individual career development.	FY 2023 system beneficiary: 25 Examples of certifications: Labor and social security attorney, industrial counselor, certified administrative procedures legal specialist, etc. Examples of courses: Programming, graduate school for a PhD, web design, bookkeeping, etc.
Language study support system	Under this system, applicants can receive financial support to take language proficiency tests (e.g., TOEIC, CASEC) and learn languages.	FY 2023 language study support system beneficiary: 47 FY 2023 language proficiency test support system beneficiary: 80
Next-generation digital talent development	(Company-wide) We provide all employees with learning opportunities regarding DX in order to improve their digital literacy. (Selective type) We provide learning opportunities through e-learning and training by external instructors with the aim of developing human assets who can lead business transformation that will lead to competitive advantages.	Company-wide Provision of e-learning content: 5 titles (As of the end of March 2023) Training for key management roles (voluntary training): 1 session (40 participants) Voluntary training by domain: 1 session (20 participants) Selective type Transformation leadership training for DX promotion: 1 session (15 eligible personnel)
Provision of e-learning content	We have launched our own video platform to help employees improve their knowledge and skills and to complement the knowledge and skills necessary for the work they are interested in.	Provision of e-learning content: 103 titles (as of the end of March 2023)