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Human Resource Development
To Allow Individual Employees to Fulfill Their Potential
Work is a way to make a living. At the same time, it makes life worth living and brings joy. In reality, however, there are not a few people who are economically self-insufficient as they cannot find stable employment or who engage in low-wage work. To eliminate poverty and achieve sustainable economic growth, it is necessary to provide decent work (worthwhile, humane work) by improving the quality of employment, which includes securing fair income and developing human resources.
Developing Human Resources Who Fulfill Expected Roles
1.Systematic training
To develop human resources who fulfill expected roles according to their career paths, the Japan Post Group systematically conducts the following training programs
- (1)Training required as an employee (compliance, human rights awareness, etc.)
- (2)Training required for carrying out work (operational training required for carrying out each work, acquisition of qualifications, skill training to enhance sales skills, etc.)
- (3)Training based on career path (position-based, job-level-based training)
2.Particularly important training conducted by the Japan Post Group as a whole
In order to strengthen group synergy, training is being conducted jointly across the Japan Post Group to develop management executive candidates and DX talent to promote DX as outlined in Group Medium-term Management Plan "JP Vision 2025+".
3.Implementation of training methods in line with the new era
In carrying out the above training, we are striving for effective implementation by adopting recent IT technology and replacing group training with online training.
In addition, we provide support for employees' self-development, such as subsidies for certification acquisition.
Training Contetns | Next Generation Leader Development Training DX Training |
---|---|
number of participants (persons) | 4,166 |
Total training hours(hours)*1 | 24,045 |
Total expenses(million yen)*2 | 165 |
- Calculated for each training hour multiplied by the number of participants.
- Includes operating costs and labor costs (number of students multiplied by the total training hours of attendance multiplied by the unit labor cost).
The training hours per employee of the four Japan Post Group companies (approximately 330,000 employees), including other training in FY2023, is 32.1 hours, and the training cost is 8,591 yen (excluding labor cost equivalent).
Personnel Evaluation System
With regard to personnel evaluation, the Group aims to achieve organizational goals as employees make efforts for their individual goals with proper evaluation and feedback, and thereby to achieve its business objectives. Proper evaluation is also crucial to human resource development.
The personnel evaluation system of the Japan Post Group is comprised of three evaluation items, i.e., performance evaluation, job behavior evaluation and additional points for organizational contribution, for each course.
Performance evaluation | What has been achieved |
Job behavior evaluation | Whether the action required by the company has been carried out in the course of duty or not |
Additional points for organizational contribution | Whether contributed to performance of other organization beyond the expected role for the course or not |
Employees are evaluated based on multiple interviews with their supervisors, including interview at the beginning of the term and interim dialog, and receive feedback. The system is designed to put greater weight on performance evaluation for higher positions. Evaluation results are reflected on salary increase, bonus, retirement allowance, promotion and demotion. Evaluation is conducted twice a year for employees in managerial positions and once a year for general employees.
Personnel evaluation is based on a five-point scale from A to E. A and B are relative selection, while D and E are absolute selection based on the personnel evaluation point criteria.(However, for management employees, D is also a relative selection.) C is the standard evaluation. Employees assessed as A or B receive a salary increase while those assessed as D or E receive a salary decrease. In addition, we have introduced multifaceted observation aimed at making the individual aware of his or her own actions. Subordinates, fellow employees, and others selected anonymously answer questions, and feedback on the results encourages managers to change their own awareness and behavior.
Promoting Personnel Exchange to Make Group Organizations Open

As a corporate group characterized by the integrated provision of three businesses of postal service and logistics, savings service and insurance through post offices, nurturing a sense of unity among Group employees is of extreme importance. For best personnel allocation across the Group, we actively conduct Group-wide personnel exchange.
Developing Human Resources Who Can Contribute to Improving Group Corporate Value and Employing External Professionals
As the Japan Post Group is a corporate group of a highly public nature with social infrastructure centering around post offices, the Group companies commonly seek persons with "sincerity" and "high aspirations and passion." Each Group company sets expected roles for the respective courses tailored to employees' work styles, and accordingly provides rank-based training.
Additionally, as nurturing a sense of unity among group employees is extremely important due to the characteristic of integrated provision of three businesses of postal service and logistics, savings service and insurance through post offices, Postal College under Japan Post Holdings provides group companies' officers, next-generation leaders, new hires on the main career track, etc. with Group-wide joint training.
Meanwhile, our efforts for securing human resources, particularly at the Head Office, to acquire highly specialized capabilities according to the business characteristics include mid-career employment in the areas of real estate, legal affairs, IT, investment and market operation, market risk management, actuary, among others.
Furthermore, to further enhance human resources for new value creation with DX promotion, etc. in the future, the Group will more actively hire professionals from outside the Group and develop internal human resources.