Saiyama: When I was working at the Shikoku Branch Office, training sessions were held for young staff there too. What struck me about this initiative was that it brought people in the branch together with others in the branch with whom they had little work interaction. Afterward, the group started to keep in touch daily, creating a deep bond. Tokimizu: Listening to your stories reaffirms my feeling that the very act of employees of the same generation gathering together for training has an impact. If that is the case, I would think we have to try harder to turn these gatherings into opportunities for growth. Since participants still have to perform their duties while attending training, it is unlikely that the number of meetings will increase, but I am sure content can be enriched. Naturally, we will continue to prioritize efforts to improve the skills required for everyday work, but we are also planning to implement a management training program that will enable all employees to evaluate their career goals and gain a deeper understanding of corporate management. This approach is sure to increase engagement and motivate employees to remain with the Company over the long term.expectation is that people tasked with office duties should be able to execute those duties properly. It is easy to see the results of a large-scale system installation or a business improvement project. But it is hard to differentiate individual daily tasks and hard to quantify the performance of clerical workers, so evaluating the performance might vary depending on who is evaluating.Yaegashi: Even if you are working at job sites, you could probably handle a lot of work if you happen to be assigned to projects that are not particularly difficult. On the other hand, you might be in charge of a difficult project, and since you are focusing all your energy on that project, your performance results might seem low. You yourself do not have a say in which site you work at or which project you are assigned to, so evaluation is complicated for that reason as well.Saiyama: It seems equally difficult to compare a young employee in one branch to one in another. How can you determine which employee performs better?yourself who were assigned to different locations across the country. For me, this in-person time is energizing and also motivating, as I see someone already doing a certain kind of work. That encourages me to work toward such a goal as well. Shimosato: I joined the Company at the same time as Ms. Yaegashi, and we were in the same group for new employee training. Even after we moved into our assignments, we ran into each other at training sessions and on other occasions. With branch offices and job sites all over the country, the only chance for us recruits of the same hiring year to get together is during training sessions. When we meet, we catch up on what kind of work each of us is doing and ask for advice. I find this quite motivating. I think one appealing feature of the Company is that people of the same generation and colleagues of the same hiring year get along well with each other regardless of job type. Meanwhile, the Osaka Main Office ran its own training program for mid-level staff. With all participants from the same branch, there was a strong sense of unity. I believe the training program has had an extremely positive impact in fostering the kind of teamwork attitude that drives efforts to reach targets across the whole branch. Saiyama: Since I foresee a long career at the Company, I would certainly welcome more objective opportunities for evaluation. It would be good to have an evaluation structure in place that looks beyond results alone and considers actions taken by employees that have a positive impact on the Company. When your efforts in day-to-day operations are recognized, you are more inclined to work harder. That inevitably helps the Company achieve greater success, right?Yaegashi: I think the people around you notice if you work hard. If you receive feedback from your superior at annual review time, that makes you feel that your efforts and any difficulties you faced have been recognized, and you will probably be more inclined to work just as hard or harder. Maybe we should have a structure that enables subordinates to evaluate their superiors.Shimosato: It is easy to gauge success at job sites and by sales positions with numbers, such as profits and orders received, but evaluating clerical work is a challenge because the TOYO CONSTRUCTION I INTEGRATED REPORT 2024 Concept of treating employees in a way that ensures fairness and provides motivationHuman Resources Roundtable Discussion32
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