Daihatsu has established products typical of Daihatsu, services, work styles, and other unique technologies in order to become a company that is indispensable to society. The company seeks to develop its human resources via personnel systems rooted in the basic principles of equal opportunities and the merit system *.
*The merit system is an approach in which people are evaluated according to their skills and their performance.
At present, the automotive industry is faced with a difficult business environment, due to a number of reasons, including the following: increased international competition on the back of the maturation of advanced markets, including Japan, and the expansion of emerging markets; strengthened environmental regulations; trans-national partnerships and reorganizations.
For this reason, in fiscal 2012 Daihatsu drastically overhauled its personnel systems, introducing new systems founded on the concepts of equal opportunities and the merit system.
Through these new systems, the company seeks to develop human resources capable of thinking and acting for themselves, regardless of gender or job category.
Providing equal opportunities that enable all people with talent and desire to undertake challenges at all times in a fair manner
Implementing a merit-based system that rewards people based on their efforts and results, regardless of job category, academic history, or age
Approach to evaluation systems
Daihatsu evaluates employees based on discussions between superiors and subordinates, and weights its evaluations toward actions and processes that generate results
Daihatsu seeks to encourage human resources development by carrying out fair and highly credible evaluations; to this end, more than on the evaluation systems themselves, the company focuses on the evaluators and on their implementation of these systems.
As far as its personnel evaluation systems are concerned, Daihatsu clearly explains the type of human resources it desires, and attaches importance to two points : evaluations that promote human resource development and evaluations that are fair, convincing, and well - balanced.
The company therefore strives to implement the initiatives outlined below:
Daihatsu wishes its new office-based recruits to become product-oriented human resources; for this reason, in addition to basic training, new recruits are required to undergo hands-on plant and sales training.
After new recruits assignment, we have a trainer system in place so that new recruits can learn their jobs and become familiar with the workplace.
Seniors who are of a similar age to the new recruits are selected as trainers, enabling recruits to confide both work-related and non-work-related issues they may be having, including. This system helps new recruits work with enthusiasm as soon as possible.
Daihatsu has also established a hands-on training system for all office-based recruits in their second years at the company.
The content of this hands-on training is tailored to the recruits’ job roles; as well as learning the basics of how to progress their work, recruits are taught how to create documents summarizing their results, and how to improve their presentation skills.
In order to improve their skills, all Daihatsu employees have the opportunity to choose from various business skills, languages, and other training curricula listed in the Cafeteria Plan welfare benefit program, and take courses while receiving welfare assistance.
Selection-type curricula are also available. For example, Daihatsu has established overseas trainee systems to develop human resources capable of leading overseas businesses in the future, as well as fast-track training that enables trainees to learn foreign languages quickly and effectively.