Leveraging Human Resources
Recruitment
Recruiting diverse talent
The TIS INTEC Group aspires to achieve a state in our business management we call “diversity fusion.” This state happens when employees resonate with the company’s purpose and make the most of their uniqueness and strengths to grow and create innovation together.
The world today is undergoing rapid technological innovation and structural disruption of entire industries. Companies must not only be profitable but also address societal challenges. To respond to these changes in the external environment, and to leverage such change for sustainable business growth, the TIS INTEC Group recruits talent across a range of backgrounds, including gender, age, race, ethnicity, and nationality.
In the recruiting and hiring process, we respect the basic human rights of applicants and practice a fair selection process to ensure equal opportunity. We prohibit child labour and forced labour, and comply with minimum wage requirements in accordance with the law.
New graduate recruitment
For employees to make the most of their uniqueness and strengths and realize our mission “to brightly color the future,” we believe it is crucial that all employees resonate with OUR PHILOSOPHY and corporate purpose and become aligned to common goals.
When recruiting university graduates, we strive to hire people who resonate with our philosophy and culture and can realize their full potential with us. To this end, we have increased the number of occasions for dialogue between candidates and the interviewers and hiring staff to focus on reaching a shared understanding between company and students. We have also introduced year-round hiring and internships to better position ourselves for acquiring talent with high-level expertise in cutting-edge technology, data science, and other fields.
To promote success after joining the company, we visualize the status and characteristics of each employee and employ tools for managing them in ways best suited to their needs and circumstances. We monitor their morale, provide timely care in their new role, and support their integration through HR.
Mid-career recruitment
We practice targeted recruiting for two types of talent: cutting-edge human resources to drive business strategies forward and core talent that require continuous development in each business domain. We do this by identifying the requirements of each talent type and organizing recruitment initiatives by talent level. Meanwhile, operating organizations, HR Business Partners, and the HR division work together to align our medium to long-term talent portfolio plans with short-term recruiting demands for each business segment.
In the recruiting process, we focus on hiring talent that bring diversity to our teams and will work well with us over the long run. We assign roles and growth opportunities appropriate for each person, taking care to match their career vision and competencies to their role and responsibilities and the culture of their assigned workplace.
We are also increasing onboarding and integration support by holding career discussions and introducing tools that help managers visualize the status and characteristics of each employee. Business units work with HR and HR Business Partners to support employees in their job success.
Utilizing the Alumni Network
TIS launched an alumni network in March 2021. The goals of the network are to tap the knowledge of alumni who have gained experience at other companies, promote collaboration, and harness these relationships for creating new businesses and services. We are also using the network to proactively rehire staff who left us due to family circumstances, career ambitions, and other reasons, enhancing our pool of experienced professionals.
Personnel Development
Group human resource development policy
The TIS INTEC Group actively invests in its people, recognizing them to be the most valuable resource for the growth of our business over the medium to long-term.
We practice a dual approach for developing autonomous professionals: professional development for building a talent portfolio strategically linked to our business portfolio, and self-directed career support for advancing each employee’s goals.
Group education
We are strengthening Group-wide education to increase the value of our human resources and streamline training operations across the Group.
Training for core skill domains such as DX, consulting, project management, and engineering are conducted at the Group level. For common competencies required across all roles (i.e., business skills), we are working to level-up the entire Group by developing a Group education system and presenting it as universal Group training.
We now have more than 80 courses in our Group-wide training curriculum.
To foster a culture of collective learning, we also hold Waku School online study sessions as a forum for employees to communicate and share their wealth of knowledge and experience with each other as “TIS INTEC Group insights.” We also host technical lectures taught by experienced professionals as well as panel discussions for employees at all levels to share from their own careers and work-styles.
＜Group training＞
TIS training system
The TIS INTEC Group talent development system is a curriculum for building skills relevant to all organizations across the Group.
In addition to conventional learning, where employees acquire requisite work skills, we also encourage employees to collect information, gain new experience, and do research that could contribute to the development of new businesses and services. We invest around 12 days’ worth of these learning and research activities into every employee to support their development.
Head-office entities present their talent development program to employees as a training system that combines competency elements with the methods (training) for acquiring them. Competency elements consist of instruction combined with the setting for applying learnings. This approach allows even entry-level employees to identify the competencies they will need in the future and learn from the strengths of nearby seniors.
We are also investing more to develop basic consulting skills (problem-setting and problem-solving), in addition to focusing more on project management skills development, agile training, and service management training.
In fiscal 2024, we launched the NEXT training program that equips employees with new skills on top of learning about the duties for which they are responsible. By allowing employees to choose from and participate in Next Category courses (data analysis, consulting, business development, and user experience design) that impart new basic skills, the program helps them build a multifaceted career for the future and supports their autonomous growth and value creation. In addition, as our business diversifies, we are also emphasizing operating division-based training and education, in which each organization develops the human resources required for its own organization. In our medium-term management plan (2024-2026), we aim to further strengthen each of these two approaches by differentiating between training conducted by headquarters and training led by operating divisions.
＜TIS training system＞
Development of Executive Talent
To produce a continuous pipeline of executive and managerial talent, we have established a framework for generating executive management personnel on an ongoing basis, and operate this framework on an annual basis. In addition to executive talent, we also evaluate key personnel that will drive the business to determine whether they have potential to be future leaders based on the future leadership competencies we have defined, and select candidates for development from each organization. The selected candidates are provided with growth opportunities such as strategic rotation across different departments to increase their experience, role model development, and coaching and strategy mentoring by external mentors, with their development monitored by the Corporate Human Resource Development Committee.
Enhancing Consulting Skills (Problem-Setting and Problem-Solving)
In order to provide added value to our customers and society, we believe that in addition to technological and developmental capabilities, all employees should be equipped with consulting skills that enable them to identify the underlying issues and provide appropriate solutions. To this end, TIS provides training programs to enhance our employees' basic consulting skills (problem-setting and problem-solving), and will work to further strengthen these skills going forward.
1) Development programs of DX Talent
We are focused on promoting co-creation with stakeholders and strengthening our consulting function. We are working to strengthen DX-related expertise by providing opportunities to learn the thinking and skills necessary for enhancing DX service value in both the DX business and digital domains.
＜DX education system＞
2) Business leader and consultant development program
We conduct training programs to develop business leaders (account managers and service owners) and consultants with the ability to drive new businesses.. To increase the number of candidates for these roles, we work with relevant operating organizations to add new education programs based on Group-wide needs.
Development of Global Talent
To implement the Group's global strategy, which is spearheaded by TIS, we are working to attract a diversity of foreign personnel. To this end, we have formed alliances with top-class IT companies in Southeast Asia, and we also promote the hiring and advancement of local personnel at our overseas subsidiaries. TIS personnel and local Group employees work in unison to manage our businesses, and people of diverse nationalities play active roles.
In Japan, TIS hires talented people regardless of nationality. In order to expand our global business, we are considering the provision of training programs that leverage the Group's global network.
Self-directed career building
To empower employees to work autonomously and maximize their value as professionals, we have created a system in which employees think deeply about their careers and we support their career plans as a company.
●Career Frame
As we work to develop innovative human resources with high-level skills, our Career Frame is a flexible definition of the talent profile we communicate to our employees as an image we would like them to aspire toward, with the aim of promoting medium- to long-term autonomous career development. We define the image we want our employees to achieve as professionals using the framework of field (area of expertise) and stage (role). Based thereon, employees declare the field and stage corresponding to their current role, or declare multiple fields if currently undertaking multiple roles. They can also select multiple future roles they would like to pursue as future goals. Linking employees with fields and stages on a one-to-many basis makes it easier to consider how to utilize and deploy human resources (advancement of talent portfolio), and encourages employees to sharpen their skills by experiencing multiple specialized fields, with the aim of developing human resources capable of a maintaining a broad perspective and flexibly adapting to changes in the environment. By enabling employees to define their current and desired future fields and stages, this system increases employees' autonomy in developing their careers and skills, as well as enhancing their ability to adapt to change.
●Career planning worksheet and career discussions
All TIS INTEC Group employees fill out a career planning worksheet and meet with their supervisor once a year to take stock of their career and think deeply about their career plans. Employees declare their current and desired future fields and stages on their career planning worksheet, which is based on the Career Frame. This is then shared and agreed upon with their supervisor during career interviews. By sharing employees' current status and future goals with their supervisors, we aim to help them realize their future career aspirations. In addition, employees communicate with their supervisors regarding their careers on a regular basis via one-on-one meetings.
The HR division analyzes these career planning worksheets and sends feedback to each organization to inform job transfers and support career success.
●Career design training
This training is offered to employees at milestone age ranges (early 20s/late 20s, 30s, 40s, 50s, 55) to support them in setting long-term career goals and exploring ways to achieve them.
●Supporting career success
In our Career Counseling Service , certified career consultants in the HR division provide individualized guidance to employees who are unable to resolve their career concerns through training and 1-on-1 meetings. We also support operating organizations in their organizational capacity to provide career support, such as by offering a career discussion seminar for supervisors.
＜TIS career building support system＞
Performance Development Focused on Each Person
We recommend that managers at every organization have a weekly one-on-one meeting with each of their teammates as a foundation for communicating within the organization.
The objective of these meetings is to accelerate employee growth and improve performance. Managers guide and encourage their team members to make observations and take initiative so they can learn, think, and operate on their own. The meetings provide precious time for managers and team members to have a forward-looking discussion about professional development, career goals, and work motivation. They also help fill in communication gaps in a remote work environment.
To continually improve the quality of one-on-one communication, we provide active learning for all managers, publish a newsletter on effective methods, and take advantage of new support tools.
360-Degree Feedback
We have introduced 360-degree feedback whereby officers, managers, and specialists receive feedback from everyone they interact with in their role to help them reflect on themselves, grow, and improve their management skills.
Dynamic talent allocation
To realize our medium to long-term business portfolio, we conduct talent analysis and allocation planning, and also reallocate talent and promote reskilling in preparation for our future business portfolio. For high-priority managerial positions in particular, we strategically rotate executive candidates to provide opportunities for growing through experience. We have also created a system in which all employees talk with supervisors about their career vision and take steps to achieve it through rotations and varied work experiences.
Company-Wide Rotation Policy for Developing cutting-edge human resources to drive business strategies forward
To prepare for expansion into new business domains, TIS is strengthening its company-wide rotation policy to systematically develop innovative human resources capable of driving business strategies, such as consultants and IT architects.
(1) Consultant development
We select employees who have consulting ambitions and competencies from our operating divisions and transfer them to an organization or Group company specializing in consulting to acquire practical upstream capabilities over a three-year period of training. After the training period, employees further enhance their expertise as consulting specialists by returning to their original operating divisions to take on roles leading upstream functions, or remain in the specialist consulting organization and work closely with operating divisions to support business expansion.
(2) IT architect development
The Technology & Innovation SBU (T&I), which oversees technology for the entire Group, and operating divisions collaborate on company-wide joint development projects, with strategic job rotations implemented to support the growth of our technological professionals. During these company-wide joint development projects, members of the operating divisions hone their technological skills by gaining experience working on the same team as T&I specialists. After these joint development projects are finished, participants either return to their original operating divisions to apply the skills they have developed, or transfer to T&I to acquire further experience. In addition, we are working to promote further rotation of personnel between operating divisions, fixed-term transfers to acquire technological experience, and transfers in accordance with individual career aspirations. By increasing the mobility of our technological professionals, and sharing limited human resources on a quasi company-wide basis to maximize their effectiveness, we aim to meet organizational needs while providing employees with diverse experiences and opportunities to excel.
Talent exchange within the Group
We practice seconding across business domains and head-office entities to enhance the social value creation potential of the entire TIS INTEC Group. This promotes awareness of the Group as a unified operation and helps to broaden human networks and perspectives.
Job posting system
Our job posting system supports employees in their voluntary career development and encourages them to take on new challenges outside their domain of expertise.
Nearly all organizational units at TIS post jobs semi-annually, and all employees except for managers (general manager and above) and those in their first year can take advantage of these opportunities to broaden to field of activity.
Providing varied work experience opportunities at TIS
By increasing the company-driven flow of talent deployment, we accelerate employee growth through varied work experiences and achieve more effective talent allocation.
●Work*1 rotation policy
1.Provide opportunities to experience at least three job roles within the first 10 years of work
2.When employees up to mid-management level have been doing the same work*1 for five years or more, consider a role change within one year
In order to increase the effectiveness of the aforementioned policy, we recommend that each organization implement a Talent Review. In this Talent Review, the whole organization shares details such as the current strengths, experiences, and career aspirations of its members, and considers the development strategies, specific development methods, and work assignments necessary to achieve the organization's goals and meet its human resource requirements.
*1 Work: Organization, customer, work domain, project, role, etc.
●Job posting system
Starting in fiscal 2024, we began a trial job posting system with the aim of developing human resources capable of excelling in diverse settings and new fields by acquiring experience in a business environment completely different from their current role. Employees who wish to apply for a certain job posting may do so with the agreement of the head of their current division, and are expected to return to their current position after a certain development period. This system allows employees to take on challenges in assignments that match their personal "Will," with the understanding of their current organization and the assurance that they will return to their original position. By proactively increasing the options available to our employees, we will work to foster their Will and better match employees' Will with the "Must" duties across the company.
Encouraging varied experience outside TIS
We recommend that employees step outside the walls of the TIS INTEC Group and gain varied experiences that promote career autonomy and personal growth. We created a Personal Development Support Program in which we help employees gain professional knowledge through varied experiences not found within the TIS INTEC Group and broaden mindsets and enhance perceptiveness to social change through interacting with the values of people from other backgrounds.
●Overview of Personal Development Support Program
1.Allows all employees to participate in eligible external activities
2.After submitting an application, employees can choose from hourly leave, daily leave, or sabbatical.
*2 Eligible external activities: Side business, education (higher education, vocational training, research and industry associations, etc.), and community service
