Our People

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Approach

Epson develops and trains its human resources in line with a Human Resources Development Policy established in 1996. The policy states that Epson will "..support employees who have aspirations for self-actualization, to connect all the companies in the Epson Group with people, and to nurture employees so that both corporate and individual objectives are met." We provide training so that our people understand their roles and what is expected of them as members of the Epson team. Training enables them to work and communicate effectively, solve problems and achieve goals, and experience personal and professional growth.

In fiscal 2012, Epson introduced a new personnel system for middle management. This new system establishes clear roles and requirements on both the business and conduct axes. Middle management training is also being emphasized to ensure the new system is implemented effectively.

The training is intended to ensure that managers correctly understand the strategic business objectives and are able to rapidly and nimbly respond to internal and external changes in the business environment, and that managers are able to support the growth and development of the people who report to them by putting organizations and individuals in a position to succeed.

General Concept of New Personnel System for Middle Management


Supporting HR Development with Off-JT

Epson uses human development to support the achievement of the SE15 vision in line with its Human Resources Development Policy. This allows each and every employee to understand their role and what is expected of them as a member of the Epson team, and to grow as they tackle the issues they face in their job. We run training programs designed to improve the quality of team communication and to boost problem-solving skills so that every employee can fulfill their expected role.

Basic Policy on Off-JT

  • All employees: Fulfill your required role in the team, and use self-study to make up for any shortcomings in your competencies and skills.
  • Managers: Convey team expectations to all members and strive to create an environment conducive to leaning in all situations.

Click hare about "Human Resources Development Policy"

Initiatives of Training

Middle Management Training

Epson offers a course in management practices to its middle managers worldwide. The course is designed to teach aspiring managers the roles and responsibilities of managers, and to provide them with the knowledge,management skills, and conduct they will need to effectively serve in a management capacity. The course is also structured so as to give participants an opportunity to practice in the workplace what they learned in the course.

Middle management training (U.S.)

In fiscal 2012, a course was held for employees from Japan who are posted in the United States, Indonesia, China, the Philippines, and Singapore.

In addition, we held a Global Incubation Seminar in February 2013 for 26 members of middle management at our overseas affiliates. We have been holding this seminar every year since 1999 to develop future business leaders and to spread and ingrain Epson's Management Philosophy.


Training for New Employees in Japan

Epson considers the first year of employment to be a training period during which new employees learn about the Epson approach to work.

For the first two weeks, employees learn about the basics of business, including the company's systems, how to read financial statements, personnel systems, the Epson Code of Conduct, Epson's core values, and other knowledge needed to work at the company.

Cutting with hacksaws

They then move on to two weeks of hands-on training inmanufacturing. Here new employees study the Epson approach to work by disassembling and reassembling printers and watches and by learning about quality control, production control, and other related topics. We mentally prepare them for society by teaching them discipline, manners, and greetings. We also teach new employees practical business manners such as how to exchange business cards, how to answer the phone, and how to greet customers so they can be productive immediately after joining their workplace.


OJT as the Basis of HR Development

Group training is only one part of the training program. Epson's human resource development is grounded in on-the-job training (OJT). After placement in a workplace, every new employee is assigned a development leader who works with the manager to create a one-year development plan. When necessary, OJT is augmented with a combination of special training, on-hands manufacturing practice, sales training, and other kinds of training. Development leaders are selected from second and third year employees so they can improve themselves in the course of guiding the younger employees. Epson considers human resource development to be one of the key duties of workplace managers and development leaders, and places emphasis on practical training in the workplace that lets employees accomplish their jobs quickly, correctly, and with ease.

Hands-on Training at the Monozukuri Juku

Over decades of business growth, untold numbers of Epson employees developed technologies and skills in ultra-precision machining and mechatronics. They also developed a variety of components that make up our finished products. These invisible assets are embedded in the company's DNA and form the foundation of our manufacturing. Epson's Monozukuri Juku, an in-house manufacturing school, ensures that Epson's invisible assets are transferred to the next generation of employees so they can continue to create customer value.

Training by solving problems on the manufacturing floor

It is a hands-on environment in which our young technicians and engineers can learn practical skills in manufacturing and production control. It is a place to develop people. A broad range of courses are provided. Employees learn about how to solve problems on the manufacturing floor and receive training in the art and science of manufacturing, including the basics of machining, electrical equipment, and mechatronics. Some employees train to become key skilled technicians by using training techniques developed for the Skills Olympics.


Training Courses and Workforce Composition