Hitachi Solutions' Human Capital Strategy Example of ITSS ...

© Hitachi Solutions, Ltd. 2014. All rights reserved.

Hitachi Solutions' Human Capital Strategy – Example of ITSS Adoption –

© Hitachi Solutions, Ltd. 2014. All rights reserved. 1

Agenda

1 Introduction to Hitachi Solutions

2 Hitachi Solutions' Human Capital Strategy

3 Effects of ITSS adoption


1-1 Corporate Data

Corporate Name Hitachi Solutions, Ltd.

Head Office 4-12-7 Higashishinagawa, Shinagawa-ku, Tokyo

140-0002 Japan

Representative Kaichiro Sakuma, President and Chief Executive

Officer

Founded 1970

Consolidated

revenues

334,474 million Yen (Fiscal year ended March 31,

2013 /Consolidated)

Number of consolidated

employees 15, 561 (as of end of September 2013)

Oversea bases of group companies

America, Canada, United Kingdom, Germany,

France, China, India


1-2 Introduction to Hitachi Solutions: Offering IT solutions in various fields

Public sector

Quickly carries out

disaster rescue and

restoration, achieves safe

and reliable local

government services.

Medicine

Achieves higher-level services through

clinical testing, diagnosis, and other

business support.

Finance Makes banking, insurance, and

securities work more reliable.

Achieves user-centric service.

Transportation

Operation management, cargo

transport management, airport

fueling, etc. for trains, aircraft,

ships, etc.

Retailing / wholesaling

Achieves electronic money,

point management, and other

services that customers request.

Urban development Achieves the infrastructure for smart cities,

including home energy management and EV charging.

Electricity and gas Protects lifelines through preservation of

infrastructure and facilities management.

Schools Provides fun in learning and next-generation

classes through easy-to-use interactive

whiteboards.

Offices Reforms office work through

support for human and intellectual

asset management and

telecommuting.

Agriculture

Offers a more efficient style of

agriculture through information

management for soil and crops.

Manufacturing Realizes products sought by the

market, through production

management and development of

embedded products.

Communications

Supports communications services,

from base station management to

contracts, fees, and other aspects of

customer management.


1. Strengthening of support for growth

2. Creation of a sense of motivation and reward

3. Creating work-friendly, open workplaces

Objective: Position people as "capital" (i.e., human capital) and enhance individuals' value, while connecting this to organizational growth by supporting the activation of human capital

2-1 Basic policy on human capital development

Background: It is necessary for each individual employee in the rapidly- changing IT world to autonomously set career goals and conduct skill development and work


2-2 Establishing a PDCA cycle to support growth

Coordination of Strategy of Organization and Human Capital

Want to become

HC Strategy HC

Defini

tion

Make

Career

Develop

’nt plan

Career

Interview

HCD

Manag-

ement

Assess

HC

Strategy

Modify

HC

Strate-

gy

Set

Target

HC

Assess

ment

Implem-

entation

Evalu

-ation

Modify

Career

Develop’nt

plan

Employees’ Career Development Connects Directly

Business goal achievement （individual PDCA Linked with Management

PDCA）

Management side Improve validity of HC

Strategy and invest

HC efficiently

Employee side Increase motivation by

showing career path directly

linked with business

Manage -ment

Emplo -yee

ITSS

Business

Strategy

Want employees to

become

En

gag

em

en

t

Asse

ssme

nt

Compare

As and

To be

Major HCD

plan


Assessment of human

capital development

mechanism

Individual employees: ● Autonomous career

achievement through

self-inspection of career

Management leaders: Analysis, planning, and execution of human capital strategy

Feed back into management

Plan

Do

Check/Act

2-3 Establishing a PDCA cycle to support growth

●Setting of career goals

●Setting of business goals

linked to business

strategy

● Skill development

● Career development

● Surveys

● Company-wide competitive

power analysis

Link between organization

and individual growth

Career autonomy

Establishment of a PDCA cycle that leverages ITSS to foster the

development of autonomy-oriented human assets who take on new value

creation, plus the organizational climate to support this, based on basic

policy on human capital development

Define company's skill standards

with reference to ITSS career

framework

Plan education with reference

to ITSS education roadmap

Skill diagnosis with reference

to ITSS level indicators


2-4 Plan: Setting of career goals

● Define skill standards for company with reference to ITSS; present employees

with

job categories necessary for business headquarters to promote the company‘s

business, and with recommended career paths ● With reference to that information, employees set mid- and long-term career goals L evel

7

6

5

4

3

2

1

プロダクトマネー

ジャ

プロダクトスペシャ

リスト

エンベデッ

ドスペシャ

リスト

管理部門スタッ

フ

品質保証

カスタマー

サー

ビス

ITサー

ビスマネジメント

エデュ

ケー

ショ

ン

アプリケー

ショ

ンスペシャ

リスト

ソフトウェ

アデベロッ

プメント

セー

ルス

コンサルタント

ITアー

キテクト

アカウントSE

ハイレベル

ミドルレベル

エントリー

レベル

マー

ケティ

ング

プロジェ

クトマネジメント

ITスペシャ

リスト

超上流人財

金融系人財

：ITSS職種：当社で独自に定義した職種

※セールスはITSS職種だが、当社で再定義した

Hig

h le

ve

l M

idd

le

le

vel

En

try le

ve

l

Su

per U

pp

er p

roc

es

s H

C

Ma

rke

ting

Sa

les

Ac

co

un

t SE

Co

ns

ulta

nt

IT A

rch

itec

t

Pro

jec

t Ma

nag

em

en

t

Fin

an

ce

-rela

ted

HC

IT S

pec

ialis

t

Ap

plic

atio

n S

pec

ialis

t

So

ftwa

re D

eve

lop

me

nt

Qu

ality

As

su

ren

ce

Cu

sto

me

r Se

rvic

e

IT S

erv

ice

Ma

nag

em

en

t

Ed

uca

tion

Pro

du

ct M

an

ag

er

Pro

du

ct S

pe

cia

list

Em

be

dd

ed

Sp

ec

ialis

t

Ad

min

istra

tion

sta

ff

ITSS Job Category Own Job Category

*redefine sales


2-5 Plan:Link between organization and individual growth

Management strategy Business strategy

Human asset strategy

Mid-term plan

Setting of mid- and

long-term career goals

Perspective of

superiors Want employees to become

Want to become

Individual-specific mid- and long-term ToBe Plans Consensus formation between superiors and individual

Through discussion, with skill standards as shared indicator

Perspective of

subordinates Divisions' key human capital development plans

Setting of business goals linked to business strategy (1) Company's skill standards

Reference

Reference


2-6 Plan:Link between organization and individual growth

Broken down every term

1H business goals

Inspection of previous term

and setting of goals for

current term

Issues

Issue identification capability, plan drafting

capability

Countermeasures

Work experience, training, internal and

external activities, self-improvement, etc.

Issues

Sense of responsibility and achievement

orientation, speed, performance, etc.

Countermeasures

Work experience, training, internal and external

activities, self-improvement, etc.

▪Capability improvement measures ▪ Behavioral characteristics (processes)

improvement measures

Individual-specific mid- and long-term ToBe Plans (Formed through consensus between superiors

and individual)

2H business goals

Inspection of previous term and

setting of goals for current term

Current term capabilities (skill) development aimed at work achievement

Capability development aimed at goal management and work achievement

Business plan

Skill development plan

Setting of business goals linked to business strategy (2)

ITSS and company's

skill proficiency

Reference


2-7 Do: Career autonomy

For development of skills necessary for career autonomy and work execution, plan education development with reference to ITSS education roadmap

Training system Job Title/ITSS

level

Training for new employees

-3 months, ITEE, Technical / Soft skill / Company Policy

Essential courses for young employees common to

Job categories (-5 year , Technical / Soft skill)

Technical / Soft skill course by job category

-Company Strategic course(PM, IT Architect, Cloud, Global)

-Internal / external certified course

-Examination countermeasure course(ITEE, Oracle, UML)

Essential course for new chief/manager each job title

-Company system, leadership, management

Executive training

Boot camp/ with group companies

Overs

ea T

rain

ing

,

Co

mp

an

y p

olic

y &

Pro

ced

ure

Trainee

/1

Member

/2-3

Leader

/4

Executive,

Director/ More than 6

Manager/5



(Skill Development Technical Skill ）

System

Development

process Area

requiremen

t definition

external

design

Internal

design

analyze

requirement

control

requirement

Network

design

Data Base

design

System

design

Reliability

design

Conceptual

Technique

(UML)

Thin

Client

System

Basic

virtual

technique

object-

orientation

Designation

pattern

Switch

router Firewall encryption TCP/IP

Network

load-balance

Security

Policy

object-

orientation

design

Network

construction

Data Base

construction

Client Sever

construction

Component

(EJB) Web

Service

Pro

ject m

ana

gem

ent


System

Development

process

Area

requirement

definition

Internal

designsign

analyze

requirement

Network

design

Reliability

design

Development Development

Test

Operation/

Maintenance

/Administrati

on

Language

(Java, C++,

C , C#,

VC++,

VB.NET,

JavaScript,

Ruby)

Multi

Thread

SQL

DB combination

XML data

definition

(Schema)

XML data

definition

(Schema)

XML data

manipulation

(DOM/SAX)

XML DB Inquiry

language

(XQuery)

Shell

Programing

Web

Application

(Servlet, JSP,

Ajax)

Framework

(Struts,

Spring

Framework,

Ruby on Rails)

Micro

computer

(control,

circuit

basement,

Real time OS,

firmware)

Coding

standard

Pro

ject m

ana

gem

ent

testing

technique

Quality

Control

DB

Maint/.Admin

Network

Maint/.Admin

OS

Maintenance/

Admin

DB Failure countermeasure

Network countermeasure

OS countermeasure

DB Failure

recovery

Network

recovery

OS

recovery

DB

Tuning

Network

Tuning

OS

Tuning

Information

Control

(Microsoft

Office,

Movable

Type)


(Skill Development Technical Skill ）


ITEE No. of qualification

holders

ITEE No. of qualification

holders

IT Strategist 114 Information Security

Specialist 1,793

System Architect 748 IT Service Manager 253

Project Manager 355 System Monitoring

Engineer 100

Network Specialist 882 Applied Information

Engineer 4,801

Database Specialist 642 Fundamental Information

Technology Engineer 8,507

Embedded Systems

Specialist 121 IT Passport

1,114

Cumulative count of number of persons as of October 1, 2013

Conduct skill development aimed at the job categories and levels sought by employees, and at the same time, promote acquisition of Information-Technology Professionals Examination(ITPE) qualification for purpose of showcasing technical capabilities outside the company

Number of persons holding Information-Technology Professionals Examination qualification



In addition to capability and skill development,

need to offer “place" that allow accumulation of

experiences


- Support for planned work assignment for superiors

・Thorough optimal work assignment with awareness of individuals' career development

Strengthening of awareness in management positions through Management Strengthening Training

- Support for individual's internal and external activities

・Establishment of professional community of high-level human assets within the company

・Support for active participation in professional communities outside the company


Internal Career Counselor (credentialed) supports individuals' career

autonomy through group training Training


Career development (2)

Internal Career Counselor (credentialed) supports individuals through one-on-one discussions

1-on-1 individual support

In response to recruitment by divisions, employees apply voluntarily, and

are transferred if mutual requirements match

Internal

recruitment

・Employees release "Self-PR Information" to General Manager and higher levels

・Personnel division introduces departments that match employee's desired work

FA

system

Support for employees' career autonomy and activation leads to growth of the organization


2-13 Check/Act: Assessment of human capital development initiatives

● Use of monitoring tools Managers of each division use the monitoring tools below to assess the situation of

subordinates and the organization, and use this to draft measures for formulating and

resolving issues. (1) Morale surveys (2) Organizational performance

analysis

● Skill diagnosis Conduct skill diagnosis based on company’s skill standards. Indicate recommended

job categories and career paths for each business headquarters.

Example of report Example of report

Surveys


2-14 Check/Act: Assessment of company-wide human capital competitive power

* Employee ration indicated in color (deeper color = more human assets)

Total the results of employee assessments, and use these in company-wide and per-division human

asset maps. FY2013 Company-wide Human capital Map

超上流人財

マー

ケティ

ング

セー

ルス

アカウントSE

コンサルタント

ITアー

キテクト

プロジェ

クト

マネー

ジメント

ITスペシャ

リスト

アプリケー

ショ

ン

スペシャ

リスト

ソフトウェ

ア

デベロッ

プメント

品質保証

カスタマー

サー

ビス

ＩＴサー

ビス

マネー

ジメント

企画・セー

ルス

プロダクト

マネー

ジャ

プロダクト

スペシャ

リスト

エンべデッ

ド

スペシャ

リスト

品質保証・

運用保守

L evel

7

6

5

4

3

2

1

ハイレベル

ミドル

レベル

エントリー

レベル

Activity

Area strategy formulation

Consultant System development Product planing

To high level

specialty

Service type HC

To super upper Process HC

Architecture

Formulation maintenace Product development ＢＡ

【System development】【Product & Package】

To super upper Process HC, high

level specialty

Hig

h le

vel

Mid

dle

le

vel

En

try

lev

el

Su

pe

r Up

pe

r p

roc

es

s H

C

Ma

rke

ting

Sa

les

Ac

co

un

t SE

Co

ns

ulta

nt

IT A

rch

itec

t

Pro

jec

t M

an

ag

em

en

t

IT S

pe

cia

list

Ap

plic

atio

n S

p

SW

De

ve

lop

Qu

ality

As

su

re

Cu

sto

me

r Se

r’

IT s

erv

ice

m

an

a’

Pla

nn

ing

/S

ale

s

Pro

du

ct

Ma

na

ge

r

Pro

du

ct

Sp

ec

ialis

t

Em

be

dd

ed

S

pe

cia

list

Ad

min

istra

- tio

n s

taff


3-1 Effects of ITSS adoption

18

・By assessing company-wide human capital competitive power

distribution and issues, drafting of effective human

asset strategy became possible (Management)

・Making subordinates‘ skills visible allowed leveraging these in OJT

and rotation for purpose of growth (Workplace Managers)

・Setting of mid- and long-term career goals and career path

construction became possible (Employees)

・Assessing company-wide human capital strengths and

weaknesses, and drafting human capital development

policy measures in accordance, became possible (Managers in

charge of human capital development)


3-2 Issues and countermeasures in ITSS adoption

19

・Gist of new human capital development system is not thoroughly

conveyed to employees

・Some employees do not know how to achieve careers

・Company's proprietary job categories are undefined in ITSS

→ Conduct management strengthening training aimed at department

managers who play a major role in penetration of the system

→ Put career counselors in place to support individual employees,

and respond to individual consultations

→ Classify and organize tasks together with workplaces, and define

proprietary job categories matched to the company‘s business


Thank you so much!

IPA (Information-Technology Promotion Agency, Japan

IT Human Resource Development Headquarters

Center for Human Resources Development Initiative

Hitachi Solutions' Human Capital Strategy Example of ITSS ...

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