Rapid advances in AI and other digital technologies are not only making work more efficient, but also forging new relationships between employers and employees. Amid these developments, Hitachi is taking active steps to put flexible working practices into place and to boost intellectual productivity. This issue describes what Hitachi is doing to achieve new “work styles” and its solutions.
“Work style reform” is being pursued as a key national strategy, with aims of boosting intellectual productivity and of resolving social problems such as a falling workforce and long overtime hours. Low turnover within Japan’s labor market poses such a dilemma in the current situation. What reforms will be needed?
Boosting intellectual productivity as a way to achieve sustainable growth has become an urgent task for Japanese companies that are confronting changes in the structure of society brought about by a falling population. What sort of staff will be needed, and what are the “work styles” that will boost intellectual productivity?
As Hitachi accelerates the pace of globalization within its businesses, it is putting a lot of effort into utilizing talent resources and into reforming its working practices. If new ways of working are to be developed, what approach should be taken to the challenges and what is the best way to go about reform?
Use of digital technology is accelerating in a variety of fields. Hitachi has been quick to establish its own capabilities for pursuing HR-tech. Two of the key people with leading roles in HR-tech at Hitachi talk about its future deployment and prospects, including examples of how HR data analysis has been used in the past.
Since 2015, Hitachi has been working with its employees to foster a corporate culture that can thrive amid global competition based on the idea of an “I will” mindset. Entitled “Make a Difference!,” the project's activities are based on this mindset. This article follows the progress of the project from its launch to the present day.
Hitachi is promoting its Social Innovation Business worldwide with the aim of growing the organization by harnessing the individual strengths of its diverse workforce. This section presents a wide range of initiatives Hitachi is engaging in to reform its organization and employees. For example, it has created a platform for human capital management to enable Hitachi Group employees to provide solutions to different countries and business departments in line with the One Hitachi concept.
Amid the considerable corporate investment that is going into implementing work style reforms, Hitachi solutions that deliver organizational and management reforms through human resource engagement are attracting attention, including the Hitachi work style reform solutions. This section presents a variety of solutions that combine Hitachi’s experience and technology to resolve the challenges facing customers engaging in work style reforms.