Basic policy for human resources development
METAWATER sees employees as the most valuable management resource and the best source of enhancing of corporate value. We position talent development as one of the top management priorities.
Based on the HR philosophy of , supporting personnel who desire to develop themselves, and provideing them with opportunities to develop competency, we emphasize respect for the individual, create an environment and framework for employees to maximize their skills and potential autonomously, and foster a culture where employees actively learn on their own.
To enable employees to attain self-actualization through work, the company proactively supports each employee's competence development. Employees view their career autonomously and proactively, and independently establish their professional strengths.
Competence development diagram
Competence development diagram
Conducted for about 20 days.
Starting with a health checkup and measurement of physical fitness organized by the health management center, new employee training offers a wide range of programs, including lectures by internal/external lecturers, business manner training, and forest volunteering (tree planting) in Okutama.
One of the key features of the Group's new employee training is to provide opportunities to learn the importance of water through field work. New employees build a sense of responsibility working for a company handling water. They do this by participating with their colleagues in tree planting activities and tracing water flows from forests to water treatment plants.
Six-month follow-up training
During the six-month follow-up training, new employees review their half a year growth for the three purposes listed below while sharing concerns and issues with colleagues.
- Mastering and increasing the level of skills learned during new employee training.
- Resolving current concerns and increasing awareness as working adults.
- Setting future tasks considering that they will be in a position to welcome new employees after half a year.
On the last day of training, all participants announce their future goals.
Second year follow-up training
Training is provided in the second year whenparticipants review their past 1.5 years since joining the company.
Through the training, participants are expected to check and master basic actions and improve communication skills to achieve further growth as a step to become mid-career employees.
Through group exercises, participants re-acknowledge the importance of the PDCA cycle, attentive hearing, and reporting, communication and consulting. Everyone develops the Declaration of Professional Behavior, which contains his/her future vision and specific action plan, and expresses his/her determination in front of other participants. Many participants commented that they were able to understand how difficult it is to communicate their thoughts in words and to learn the importance of how things are can be perceived or understood over what's being said.
A system is in place to develop employees in a systematic manner by introducing a trainer/mentor program to eliminate concerns about employees' daily work and life after joining the company.
Playing a role to provide guidance and support on the basics of work
Trainers develop guidance methods suited to each new employee and conduct OJT in a systematic manner.
Playing a role to be a good supporter outside of work
New employees may consult about their concerns and issues after joining the company.
Trainer / mentor development training
Trainers/mentors are selected from junior and mid-career employees in each workplace.
Prior training is conducted to provide effective guidance to new employees. Trainers/mentors start providing support to new employees in and after July.
Proactively supporting each employee's willingness to achieve self-growth.
Employees may choose training from a diverse range of programs, including group training and distance learning based on their job and lifestyle.
There is a wide range of training programs, including one-day basic courses and intensive multi-day training.
These include practical business training, such as business skills, logical thinking, problem solving, communications, and planning. Other programs are also in place, including management seminars that employees in a position to provide guidance to subordinates. Junior employees can take them as needed.
"Offered approximately 180 courses in FY2017
Under the program, employees select training courses from a wide range of programs that contribute to obtaining skills useful for their work."
Comments by group training participants
- I will demonstrate leadership in coordinating projects by focusing on connecting people, which is one of the roles and skills necessary for leaders.
(Leadership development training participant)
- I was able to learn how people would respond when I express certain things and the importance of accurately describing what's really needed, because people react differently even for the same presentation.
(Presentation training participant)
- The concept that time is an asset. Assets are limited. I learned that if we use assets effectively, scheduling and work arrangements will.
(Work arrangement training participant)
Specialized job type-based training
To promote competence development to all employees, we have Ability Development Committee to develop key policies and to provide follow-up on education progress. Nine working groups are placed under the Ability Development Committee, in order to plan and implement specialized education by job type.