Human Resource ManagementSUSTAINABILITY FOR THE MEDIA DO GROUP
MEDIA DO’s corporate creed states that “all people have limitless potential and can grow with time” and that “MEDIA DO will continue to grow so long as its people grow.” As indicated by these statements, we view human resources as indispensable to the ongoing growth of the Company.
Moreover, we seek to fulfill our mission of “unleashing a virtuous cycle of literary creation” and thereby realize our vision of “More Content for More People!” Moving forward with this mission requires all employees to acquire expertise and experience through their work and for us to utilize our corporate culture as a foundation for fully capitalizing on the growth and potential of our employees. Acting in accordance with this basic policy, we will seek to create environments that allow all employees to achieve independence and demonstrate their growth and potential as they take the initiative in tackling new challenges.
Human Resource Recruitment and Development Strategies
We leave the door open for engineers, business development staff, sales and planning personnel, and a wide range of other personnel year-round, actively welcoming individuals with specialized skills from a variety of backgrounds. We have continued to recruit new university graduates each year for more than 11 years, and such individuals are nurtured so that they can become core members of the Company after joining.
In addition, we have reinvented our human resource evaluation and compensation systems to better invigorate the growth of both our business and our people. The new systems define action expectations for specific positions and ranks and clearly identify the experience, specialized knowledge, and other qualities required for each position and level. This degree of clarity makes readily apparent the direction that each individual should pursue in their desired career path and the next step to take. Supervisors use action expectations to guide the growth of subordinates in a wide range of situations, such as when assigning work and requesting training program participation. In the future, the Company will look to diversify employment patterns through means such as introducing job-type evaluation and compensation systems for certain positions. At the same time, we are cultivating human resource development frameworks that will contribute to the reinforcement of MEDIA DO’s operational foundation by enhancing talent management practices and systematic human resource development programs.
Three-Year Human Resource Strategy Framework
New Values and Human Resource Evaluation and Compensation Systems
Following the March 2019 merger of the former MEDIA DO Co., Ltd., and Digital Publishing Initiatives Japan Co., Ltd., the Company established a set of values to be shared throughout the organization, to clarify the stance and principles we will embrace in our efforts to fulfill our mission and realize our vision. In conjunction with the introduction of these values, new human resource evaluation and compensation systems were introduced withour mission, vision, and values (MVV) at the core of evaluations. These systems were put into effect in the fiscal year ending February 28, 2021.
One of the characteristics subject to evaluation under the new systems is the degree to which an employee acts in accordance with MEDIA DO’s 18 Stances, which indicate our stances toward business and were defined together with our values. This approach was taken to create frameworks that enable the growth of both our business and individuals and encourage employee independence, and that otherwise help us to develop a human resource base that is suited to our business portfolio.
Development of New Systems and Workplace Environment Matched to New Workstyles
Job-Type Human Resource Systems
In the fiscal year ended February 28, 2022, job-type human resource systems were introduced for engineers and certain other career paths to promote individual ambition and clarify work duties and responsibilities. By creating multiple paths for evaluation and compensation systems, we aim to stimulate the individual growth of employees while also driving improvements in corporate performance.
Training programs have been developed for various career paths, including management, engineers, and non-engineer specialists. These programs are designed to promote understanding with regard to the expectations of each job type and to offer hands-on opportunities to acquire the necessary knowledge and skills. At the same time, the skills of individual employees are assessed to assign each individual to their ideal position and to the processes that best match their aptitudes.
Workstyle Reforms and Health Management
In addition to promoting flexible workstyles, including flextime and teleworking systems, MEDIA DO proposes new workstyle concepts that combine teleworking and in-office work. We are also currently undertaking a massive overhaul of our offices with the goal of augmenting the value creation functions of communication and inter-personal connections, which have been weakened by the COVID-19 pandemic. Furthermore, a dedicated health management division has been established as a standalone organization for the purpose of accelerating health promotion support matched to the circumstances of individual employees. This move was taken in conjunction with the introduction of systems that allow employees to track their health condition.
Promotion of Diversity
Although women account for roughly half of MEDIA DO’s employee base, only around 23% of management positions were filled by women as of February 28, 2022. MEDIA DO recognizes that the empowerment of female employees is an important responsibility, and the Company has therefore set a target of raising the ratio of female managers to 30% by the fiscal year ending February 29, 2024. Various initiatives for accomplishing this target are underway. In addition, the Company was certified under the Ministry of Health, Labour and Welfare’s Eruboshi certification system in 2022. We are also utilizing advanced workstyles, satellite offices, and teleworking as a means of accommodating employees with disabilities through coordination with job coaches and retention support staff.