INTERNAL USE O NLY INTERNAL USE O NLY Copyright 2011 FUJITSU Employability FUJITSU case
Dec 29, 2015
INTERNAL USE ONLYINTERNAL USE ONLY Copyright 2011 FUJITSU
Agenda
Introduction – FUJITSUEmployability: The company’s effortsEmployability: The employee’s viewConclusions
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End-to-end products and services Evolving a portfolio of products and services to meet present and future
needs of customers.
World class credentialsA top tier global IT player working with
world class customers.
The Fujitsu Group
Japanese heritageA long-term, service-led continuous
improvement focus; a spirit of cooperation.
Global reach, local touchIn tune with individual market conditions
and client requirments; a local touch.
Global reach and expertise; benefits of standardisation and economies of scale.
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Third in global IT services
Rank Company
1 IBM
2 HP
3 Fujitsu
4 Accenture
5 CSC
Source: “Market Share Analysis : IT Services Rankings, Worldwide, 2010”, Gartner, March 2011
Based on 2010 revenueBased on 2010 revenue
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Fourth in global IT services & computing systems
Rank Company
1 HP
2 IBM
3 Dell
4 Fujitsu
5 Acer Group
Source: Gartner, Inc. “IT Services, PC, Storage & Server Market Metrics Worldwide Market Share Database, Gartner, 2010
Fujitsu figures include FSC revenues
Based on 2009 revenueBased on 2009 revenue
6 Copyright 2011 Fujitsu Technology Solutions
Corporate roots in Japan
Established: 1935
Headquarters: Tokyo, Japan
R&D spend: US$ 2.4 bill. Fujitsu HeadquartersTokyo, Japan
Net sales FY09* US$ 50,317 million
Operating income* US$ 1.1 billion
172,000 employees
President: Masami Yamamoto
70 country operations
Research facilities: Japan, US, UK, Germany, ChinaManufacturing locations: Japan, Asia, Europe, North America
* Fujitsu Group figures for fiscal year ended March 31, 2010. US$ 1 = ¥93
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Employability – The company’s efforts
The competency and performance of our employees are of great importance to ensure the success of our company in the long run. People Development & Learning develops processes and tools to promote and develop our employees in accordance with our company goals, the FTS strategy and our values. The HR strategy is the basis for a coherent sequence of HR processes and tools.
The task of People Development & Learning is their design, realization, implementation and application within the four areas
Attract Position the company as an attractive employer on the job market.
Develop, promote and challenge skills, knowledge, know-how and competencies of employees
Retain Create a working environment which motivates and commits employees
Evaluate Provide effective and high quality HR processes and services to evaluate the nominal-/ existing conditions
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Develop - Retain
Develop Learning: skills and knowledge ‘Catalogue based’ Knowledge: products trainings – sales trainings etc. Talent Management
• Leadership training track• Individual development plan• Result = List of potentials for Management functions
Performance review• Assesment from your manager• Training needs – Next career step etc.
Retain Motivation gives commited employees
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Employees viewManaging performance (Evaluation) –
WIIFM? Openess and Trust No 1 time exercise Next steps for career Protecting Manager versus Open Minded Manager Conflicting interests Who should follow up?
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Employees view
Career moves It’s driven by the individual itself Based on networks Specialists versus generalists Not everyone wants to make a career
Learning/Development: No learning if there is no motivational factor Development – a self service? Developmen – for everyone?
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Employee’s view
Motivation – How to keep an employee motivated? Manager’s responsibility
• Recognition• Every person is different: character / age / background etc / career expectations • Open dialogue on next development/career steps
Compensation and benefits Mission and Vision – adoption Transparency from the top – internal communication
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