Trends in Human Resources Development

Section 6

Employers and workers are conscious of the importance of human resources development. Companies' support for human resources development can increase the motivation for human resources development and motivation for working among regular and non-regular employees.
Implementing education and training by employers and self-development by employees is not sufficient. Human resources development can be neglected under performance-based systems, and so it should be implemented systematically.
The number of the unemployed resulting from redundancies is increasing, thus the importance of human resources development functions outside the company (public vocational training agencies and schools) is increasing. As there are increasing numbers of unemployed school graduates and "freeters" among young workers, it is important to enhance human resources development associated with schools, companies, etc.
There are few human resources development opportunities for non-regular employees. In order to enhance the motivation for working among non-regular employees and to make better use of their abilities, it is important to implement training needed for the job, as well as career development and treatment corresponding to the employee's attitude and types of employment.

Trends and Problems of Corporate Human Resources Development for Employees
Employers and workers are conscious of the importance of human resources development. The primary measure of company-based training is on-the-job training (OJT), but the importance of self- development is increasing. Workers feel uneasy about their career development and human resources development. Company support for human resources development appears to increase the motivation for human resources development and desire to work among employees (Table 58). Despite this, the percentage of establishments that implemented systematic OJT or off-the-job training (Off-JT) declined in the late 1990s (Figure 59).
Since OJT is likely to be affected by the superiors' leadership abilities and enthusiasm, it is important for companies to develop plans and systems for human resources development and implement them systematically.
In terms of Off-JT, the level of investment in human resources development may be insufficient, as the percentage of education and training costs in total labour cost for companies is on the decline (Figure 60).
It is important for companies to continue to support employee self-education in terms of time and cost. The percentage of employees implementing self-education is higher among employees of companies that implement supportive measures for self-education or companies that regard education and training as the responsibility of the employer (Figure 61).
Under performance-based systems, workplaces tend to focus on short-term results and neglect employee training. In order to prevent this, a performance-based wage and treatment system should be used as a means of promoting human resources development, by setting performance goals in terms of training of subordinates or one's own human resources development.
It is also important to increase involvement with employees' career development, through the introduction of an in-house recruitment system or self-application system, dialogue between evaluators and employees on goal-setting and the status of achievement, as well as human resources development, etc.

Trend and Challenges of Public Vocational Training and School Education
As the number of unemployed, jobless school graduates and "freeters" increases, it becomes important to develop human resources outside the company (e.g. at public vocational training agencies and schools).
For jobseekers, including the unemployed quitted a job, it is important to strengthen support such as providing information on job offers and human resources development, in addition to setting and revising training courses that meet labour demands.
The number of unemployed school graduates, those who leave job at an early stage and "freeters" are increasing among the young. Factors behind this problem include the following.

(1)	Significant decrease in job openings
(2)	Increase in young workers who are unable to set goals for the future
(3)	Education, employee training and employment systems that have not adapted to economic and social structural changes

In order to facilitate employee training for young workers, it is important for schools, companies, and employment service agencies to cooperate each other for development of job consciousness among young workers and enhancement of opportunities for practical human resources development, including apprenticeships.

Problems in Human Resources Management in the Diversification of Working styles
The number of employers who felt that making greater use of non-regular employees "makes it more difficult to implement vocational training" was slightly higher than employers who felt it "makes it easier to implement vocational training".
Non-regular employees' motivation for their own human resources development was high, with over 80% stating that they "want to enhance their knowledge and skills". However, employers' human resources development efforts for non-regular employees appear to be insufficient, as only 20% of non-regular employees received company-provided education and training in the past year. This was partly because less than half of the companies included non-regular employees in their human resources development programs.
The level of satisfaction was low among non-regular employees in terms of human resources development in their current jobs or workplaces. However, the level of satisfaction was high among those who were able to receive support for human resources development in the workplace, such as self- development or training at the workplace. Among these workers, the level of satisfaction was also high with respect to "work contents and involvement in work" (Table 58).
The percentage of part-time workers who expressed the willingness to "be engaged in important work, rather than simple, supplementary work" or "receive education and training, to be engaged in the type of work which would utilize their technical ability, skills and qualifications" was higher among those who were receiving systematic OJT or Off-JT (Table 62).
These facts indicate that company support for human resources development can also increase the motivation for working among non-regular employees. In order for companies to make greater use of non-regular employees in the future, key challenges in employee training will be the implementation of training needed for the job, and career development and treatment corresponding to the employee's motivation for working and types of employment.

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