Recruitment and Training of Consultants and the 300-Day Development Project
First written in FY2016. 10 of 12 entries say "Advanced", first in FY2017. Latest entry: FY2026.
Nihon M&A Center Holdings moved to the "Worse" side of this theme in 2026, 4 years after the typical company in this theme (2022).
6 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In the fiscal year ending March 2026, based on this foundation, the company is advancing its human capital management from the stage of control and recurrence prevention to the stage of execution and visualization as growth investment, making its linkage with enhancing corporate value clearer.」
The company redefined its previous human resources initiatives centered on consultant recruitment and training, positioning human capital as a growth investment and moving toward a stage of visualizing its linkage with enhanced corporate value. - FY2024AdvancedAnnual report
「Specific recruitment measures include holding company information sessions on holidays led by company officers and conducting fast-track recruitment interviews with officers, based on the recognition that recruitment is a top management priority. The company is also strengthening employee referral hiring and focusing on securing high-quality consultants.」
The company introduced information sessions and fast-track interviews involving company officers, as well as employee referral hiring, to increase the net number of consultants and secure high-quality personnel. It also conducts interviews by employee level to prevent attrition. - FY2023AdvancedAnnual report
「The number of employees increased by 111 from the end of the previous consolidated fiscal year. The main reason was an increase in mid-year hiring associated with business expansion.」
The number of consolidated employees increased by 111 from 972 to 1,083. While continuing to recruit, the company identified tier-based training, OJT and a system of regional office managers as measures for bringing employees up to full productivity from the following fiscal year onward. - FY2022AdvancedAnnual report
「The number of employees increased by 162 from the end of the previous consolidated fiscal year. The main reason was an increase in mid-year hiring associated with business expansion.」
The number of consolidated employees increased by 162 from the previous fiscal year-end to 972 as of 31 March 2022. Hiring continued to expand the workforce in line with business growth. - FY2021AdvancedAnnual report
「The number of employees increased by 228 from the end of the previous consolidated fiscal year. The main reason was an increase in mid-year hiring associated with business expansion.」
The number of consolidated employees increased by 228 from the previous fiscal year-end to 810. Hiring continued to expand the workforce in line with business growth. - FY2020AdvancedAnnual report
「The number of employees increased by 131 from the previous consolidated fiscal year, mainly because the company expanded the staff of its Sales Division in line with business expansion.」
The number of consolidated employees increased by 131 year on year to 582, as the Sales Division expanded its staffing to support business growth. The company also continued developing consultants with less than 3 years of service through knowledge sharing and OJT. - FY2019AdvancedAnnual report
「From the current consolidated fiscal year, the Group has adopted the Third Medium-Term Management Target of achieving consolidated ordinary profit of ¥15 billion by the fiscal year ending March 2022.」
The company increased its number of consultants by 68 during the consolidated fiscal year and began a new training program from the following fiscal year for personnel with less than 3 years of service. - FY2019-Q3AdvancedAnnual report
「During the current consolidated fiscal year, the first year of the period covered by the Third Medium-Term Management Targets, the company steadily implemented various measures required to achieve those targets ahead of schedule, including (1) active recruitment of consultants, (2) expansion of sales locations, and (3) establishment of subsidiaries aimed at becoming a comprehensive M&A company. The number of consultants under (1) reached 330 as of 31 December 2018, an increase of 58 from 272 as of 31 March 2018.」
As a measure toward becoming a comprehensive M&A company, the company actively recruited consultants, increasing their number by 58 from 272 at the end of March 2018 to 330 at the end of December 2018. - FY2019-Q1AdvancedAnnual report
「During the cumulative first quarter of the current consolidated fiscal year, the company focused on actively recruiting consultants and increased their number by 28. As of 30 June 2018, the number of consultants was 300, an increase of 70 from 230 on the same date of the previous year.」
The company increased its number of consultants by 28 during the quarter, bringing the total to 300 as of 30 June 2018. This was an increase of 70 from the same date of the previous year. - FY2018AdvancedAnnual report
「From the current consolidated fiscal year, the company launched an employee education project led by a senior executive officer, aimed at ensuring that employees reach a certain level expected of mid-level employees after 3 years with the company, and is working to resolve current issues and implement new training initiatives.」
In addition to the existing 300 days to proficiency after joining the company, the company launched an employee education project aimed at reaching the expected level of a mid-level employee after 3 years with the company. - FY2017AdvancedAnnual report
「To provide M&A solutions to more business owners and expand operating performance, the Group plans to continue recruiting consultants and steadily increase their number each year. In addition, it established an employee education support office in the previous consolidated fiscal year to bring newly hired personnel up to full productivity quickly. Experienced consultants have been assigned to the office, and under their guidance the Group is enhancing its various training and OJT programs and rigorously managing the progress of each mid-career hire, using 300 days to proficiency as its guiding principle.」
The company will continue increasing the number of consultants annually and, through the employee education support office, provide training, OJT and progress management centered on the 300-Day Proficiency concept. - FY2016First statedAnnual report
「To bring newly hired personnel up to full productivity quickly, we launched the 300-Day Proficiency Project and are working to enhance our various training and OJT programs.」
The company described annual increases in the number of consultants, training and OJT, and the planned establishment of an employee education support office as an integrated set of measures.