Recruiting and Training Inexperienced and Part-Time Barbers and Hairstylists
First written in FY2018-Q3. 20 of 29 entries say "Advanced", first in FY2018. Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We aim to build a structure capable of achieving net growth of more than 140 stylists annually by strengthening graduate recruitment, expanding the recruitment of female stylists, and accepting people of various age groups through reskilling and other initiatives. In addition, with the Logiscut Professional Stylist School human-resources development facility at its core, we will train inexperienced personnel to become professional stylists in an average of 3 years. In addition to 8 domestic schools, the school operates in Hong Kong and Taiwan and serves as the largest source of human-resources acquisition, particularly in Asian regions without national qualification systems.」
The recruitment and training initiatives have been defined in concrete terms, including expanded recruitment of graduates and women and through reskilling, a structure for net annual growth of more than 140 people, and a system for training inexperienced personnel over an average of 3 years. In addition to 8 domestic schools, the school has expanded to Hong Kong and Taiwan. - FY2026-H1Recruitment Solid, but Deployment of Trained Personnel to Stores DelayedAnnual report
「In the domestic business, recruitment remained solid and store openings proceeded as planned. Although the timing of store assignments for trained personnel following their training period was delayed, the number of customers visiting stores exceeded the same period of the previous year, partly because the discount programme “Tsukiichi Campaign” was expanded to all age groups in conjunction with the price revision implemented in February 2025.」
Although recruitment and store openings were reported to be proceeding as planned, the timing of store assignments for personnel who had completed training was delayed, indicating a delay in the transition from human-resources development to store deployment. - FY2025AdvancedAnnual report
「We will seek to secure personnel by further improving compensation, funded by price revisions, improving the working environment, establishing a management structure, creating growth opportunities through the operation of a new evaluation system, and enhancing education and training. Metric Actual for the fiscal year ended June 2024 Actual for the fiscal year ended June 2025 Target Turnover rate (Japan) 7.3% 6.8% 5% or less in the fiscal year ending June 2029 Turnover rate (overseas) 18.0% 15.7% 10% or less in the fiscal year ending June 2029」
The company advanced improvements in compensation and the working environment, its management structure, the new evaluation system and training. Turnover rates declined from 7.3% to 6.8% in Japan and from 18.0% to 15.7% overseas. The targets for the fiscal year ending June 2029 have also been maintained and specified in concrete terms. - FY2024AdvancedAnnual report
「In Japan, 7 Logiscut Professional Stylist School human-resources development facilities had been opened in all major store-opening areas as of the end of the consolidated fiscal year under review. At Logiscut School, employees receive approximately 6 months of basic technical training after joining the company, with the aim of debuting as stylists. After completing their training and being assigned to stores, they continue to receive opportunities for skills-upgrading training. The company supports their development toward a level at which they can take on store manager duties in approximately 3 years, while helping them become self-sufficient.」
The number of domestic training facilities reached 7 in major store-opening areas, and the development process was defined in concrete terms, consisting of approximately 6 months of basic training after joining the company and development to a level capable of handling store manager duties in approximately 3 years. Targets were also set for employee turnover rates in Japan and overseas of no more than 5% in Japan and 10% overseas in the fiscal year ending June 2029. - FY2024-Q3AdvancedAnnual report
「The number of hires increased from the same period of the previous year as the competitiveness of salary offers at hiring improved. In addition to improving compensation, the company improved the working environment by establishing regular closing days and shortening business hours, resulting in a decrease in departures from the same period of the previous year. As a result, net headcount growth exceeded that of the same period of the previous year, and the total number of operating seats at stores began to trend upward.」
The company reported that improving compensation and implementing measures such as establishing regular closing days and shortening business hours increased the number of hires and reduced departures, resulting in net headcount growth exceeding that of the same period of the previous year. - FY2024-Q2AdvancedAnnual report
「During the cumulative second quarter under review (1 July 2023 to 31 December 2023), we mainly implemented improvements in compensation, including base-pay increases for domestic stylists. As the competitiveness of salary offers at hiring improved, the number of hires exceeded both the same period of the previous year and plan. The number of employees leaving the company decreased from the same period of the previous year, as we improved the working environment by establishing regular closing days and shortening business hours, in addition to improving compensation.」
The company improved compensation, including base-pay increases for domestic stylists, and improved the working environment by establishing regular closing days and shortening business hours. The number of hires exceeded both the same period of the previous year and plan, while the number of departures decreased year on year. - FY2024-Q1AdvancedAnnual report
「During the cumulative first quarter under review (1 July 2023 to 30 September 2023), we mainly implemented improvements in compensation, including base-pay increases for domestic stylists. As the competitiveness of salary offers at the time of hiring improved, the numbers of applications and hires exceeded plan.」
The company improved compensation, including base-pay increases for domestic stylists, and the number of applications and hires exceeded plan as the competitiveness of salary offers at hiring improved. - FY2023AdvancedAnnual report
「The number of employees increased by 75 from the end of the previous consolidated fiscal year. The main reason was transfers from domestic outsourced stores.」
The number of employees increased by 75 due to transfers from domestic outsourced stores. The transition of outsourced stores to directly managed operations and progress in securing personnel are reflected in the headcount. - FY2023-Q3AdvancedAnnual report
「The company achieved more hires than in the same period of the previous year by strengthening recruitment activities, including diversifying recruitment channels such as graduate recruitment, employee referrals and alumni recruitment (rehiring former employees), and introducing incentives. ・In April 2023, opened a training facility in Hiroshima, the company's seventh domestic location, including satellite campuses.」
The company achieved more hires than in the same period of the previous year by strengthening recruitment, including diversifying recruitment channels and introducing incentives. It also opened its seventh domestic training facility in Hiroshima in April 2023. - FY2023-Q2AdvancedAnnual report
「The company achieved more hires than in the same period of the previous year by strengthening recruitment activities, including diversifying recruitment channels such as graduate recruitment, employee referrals and alumni recruitment (rehiring former employees), and introducing incentives. ・In December 2022, opened a training facility in Taiwan, the company's second overseas location (the first being Hong Kong).」
The company achieved more hires than in the same period of the previous year by strengthening recruitment, including diversifying recruitment channels and introducing incentives. It also opened its second overseas training facility in Taiwan in December 2022. - FY2023-Q1AdvancedAnnual report
「Personnel expenses 18 (10) Increase in trainees at the in-house haircut school and area managers Recruitment expenses 29 (0) Increase in stylist recruitment expenses due to strengthened domestic recruitment」
The number of trainees at the in-house haircut school and area managers increased, while stylist recruitment expenses rose by ¥29 million due to strengthened domestic recruitment. - FY2022ReframedAnnual report
「Under this medium-term management plan, our most important management policy is to become a company chosen by the people who drive business growth: our working people, or stylists. In addition to increasing investment in human resources to improve stylists' compensation and working conditions, we aim to become a company chosen by more stylists by expanding human-resources development facilities in Japan and overseas, thereby improving employee satisfaction.」
The human-resources strategy has broadened from the existing recruitment and training of inexperienced and part-time hairstylists and barbers to include improving stylists' compensation and working conditions, increasing retention, developing new recruitment channels, and expanding human-resources development facilities in Japan and overseas. The Hiroshima campus was also opened in August 2022. - FY2022-Q3Continued Decline Due to Workforce OptimizationAnnual report
「Personnel expenses △59 Decrease in store stylists due to workforce optimisation Personnel expenses △73 Decrease in trainees at the in-house haircut school and head-office staff」
In addition to the decrease in store stylists due to workforce optimisation, the decrease in trainees at the in-house haircut school and head-office staff is cited as a factor behind the decline in expenses. - FY2022-Q2Decline in Store Staff and Trainees Due to Workforce OptimizationAnnual report
「Personnel expenses △72 Decrease in store stylists due to workforce optimisation Personnel expenses △50 Decrease in trainees at the in-house haircut school and head-office staff」
The decrease in store stylists, trainees at the in-house haircut school and head-office staff is cited as a reason for the decline in expenses. - FY2021AdvancedAnnual report
「August 2020: Opened the Satellite Yokohama campus of the Logiscut Professional Stylist School.」
Following Sendai, the Satellite Yokohama campus was opened in August 2020. The company indicated a policy of further strengthening its ability to recruit and train inexperienced personnel by adding education and training facilities and reinforcing its operating structure. - FY2021-Q1RestatedAnnual report
「Cost of sales decreased by ¥124 million from the same period of the previous year. Although personnel expenses increased as the number of domestic and overseas store staff grew, outsourcing expenses declined due to the decrease in the number of outsourced stores and lower sales.」
Although the number of domestic and overseas store staff is reported to have increased, no new details regarding the recruitment and training initiatives themselves or any expansion of facilities are indicated. - FY2020-Q2RaisedAnnual report
「Specifically, we plan to invest more than ¥1.4 billion in human-resources development over 5 years, train 650 hair and beauty professionals, and expand revenue from new store openings by securing the store staff required for those openings.」
In addition to the existing initiatives to recruit and train inexperienced and returning hairstylists and barbers, the company has set specific human-resources development targets: investing more than ¥1.4 billion over 5 years and training 650 people. The five-location network, including the education and training facility in Sendai, is also being maintained. - FY2020-Q1AdvancedAnnual report
「As a specific measure, following Tokyo, Osaka, Nagoya and Fukuoka, we established a training facility in Sendai in July 2019 to train people with no haircutting experience and others and place them in stores. This enabled us to secure store staff and advance store expansion by actively recruiting and training people with no haircutting experience and others.」
Following Tokyo, Osaka, Nagoya and Fukuoka, a training facility was established in Sendai in July 2019. The measures to secure store staff and advance store expansion through the recruitment and training of inexperienced workers and others expanded to a fifth site. - FY2019AdvancedAnnual report
「The number of employees increased by 203 from the end of the previous consolidated fiscal year. The main reasons were increased mid-year hiring accompanying the expansion of the business and a decline in the domestic turnover rate.」
The number of employees increased by 203 from the end of the previous period, with increased mid-year hiring and a lower domestic turnover rate cited as factors. The training facilities continued to operate at 4 sites: Tokyo, Osaka, Nagoya and Fukuoka. - FY2019-Q3RestatedAnnual report
「As a specific measure, following Tokyo, Osaka and Nagoya, we established a training facility in Fukuoka in July 2018 to train people with no haircutting experience and others and develop them into productive employees. This enabled us to secure store staff and advance store expansion by actively recruiting and training people with no haircutting experience and others.」
The company continues to describe measures to secure store staff and advance store expansion by using training facilities, including the one in Fukuoka, to recruit and train inexperienced workers and others. - FY2019-Q2AdvancedAnnual report
「Cost of sales increased by ¥458 million from the same period of the previous year, due mainly to higher store expenses such as rent associated with the increase in the number of stores, and higher personnel expenses for store staff as a front-loaded investment by the Group. Following the listing, the turnover rate of domestic store staff declined, recruitment remained strong and the number of employees increased, among other factors.」
The company states that the turnover rate of domestic store staff declined after the listing and that headcount increased as a result of strong recruitment, indicating progress in securing store staff through recruitment and training. - FY2019-Q1AdvancedAnnual report
「As a specific measure, following Tokyo, Osaka and Nagoya, we established a training facility in Fukuoka in July 2018 to train people with no haircutting experience and develop them into productive employees. By actively recruiting and training people with no haircutting experience and part-time hair and beauty professionals, among others, we have advanced store expansion.」
Following Tokyo, Osaka and Nagoya, a training facility was established in Fukuoka in July 2018, advancing store expansion through the recruitment and training of inexperienced workers and others. - FY2018AdvancedAnnual report
「Training facilities……The Group operates an in-house haircut school, LogiThcut PROFESSIONAL STYLIST SCHOOL, where people with no haircutting experience and those with a gap in their haircutting experience can acquire haircutting, customer service and other skills. The facilities are located at 4 sites: Tokyo, Osaka, Nagoya and Fukuoka.」
The company specifically describes 4 operating sites for its in-house school serving inexperienced and career-break hair and beauty professionals, as well as a policy of enhancing the quality and capacity of its training facilities. - FY2018-Q3First statedAnnual report
「As a specific measure, amid continued tight supply and demand in Japan's labor market and persistently high barriers to recruiting hair and beauty professionals, we have been building a system to recruit and train people with no haircutting experience and part-time hair and beauty professionals, develop them into productive employees and secure a larger pool of such professionals.」
The company describes the recruitment and training of people with no haircutting experience and part-time hair and beauty professionals, their development into productive employees, and efforts to secure and retain them as measures.