Evolving Toward Next-Generation Talent Management
First written in FY2016. 6 of 12 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 7 companies on the "Worse" side.
4 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The talent strategy identifies "co-creation (resonance between Resona and external partners)," "professionalism (resonance among diverse areas of expertise)" and "engagement (resonance between employees and the company)" as 3 pillars to strengthen, and establishes 6 drivers for change toward the future (leadership, working across boundaries, expertise, autonomy and support, job satisfaction, and ease of working)」
The former next-generation talent management initiative has been reorganised into a human capital strategy built around 3 pillars, co-creation, professionalism and engagement, and 6 drivers. Human capital investment is expected to exceed the cumulative amount for the previous medium-term plan period by ¥33.0 billion in fiscal 2026 through fiscal 2028. - FY2021RestatedAnnual report
「Transforming the talent portfolio with an emphasis on diversity and expertise (introducing a dual-track personnel system: developing and recruiting specialist talent, and training omni-advisers and providing recurrent education toward a system in which all employees engage in consulting-based sales) and establishing a 1,000-person digital and IT talent organisation」
Talent transformation continues through specialist talent, omni-advisers, recurrent education and a 1,000-person digital and IT talent organisation. - FY2020ReframedAnnual report
「Transforming the talent portfolio with an emphasis on diversity and expertise (introducing a dual-track personnel system: developing and recruiting specialist talent, and training omni-advisers and providing recurrent education toward a system in which all employees engage in consulting-based sales) and establishing a 1,000-person digital and IT talent organisation」
The former policy of increasing solution personnel by 1,000 has been reorganised into a talent portfolio transformation encompassing specialist talent, omni-advisers, recurrent education and a 1,000-person digital and IT talent organisation. - FY2019RestatedAnnual report
「In addition, in anticipation of changes in the business environment, we will transform to a leaner, more robust organisation by simultaneously increasing solution personnel by 1,000 and restraining total headcount.」
The personnel policy of increasing solution personnel by 1,000 while restraining total headcount continues. - FY2018RestatedAnnual report
「By simultaneously increasing the number of solution personnel by 1,000 and restraining total headcount, we will transform to a leaner, more robust organisation.」
The personnel policy of increasing solution personnel by 1,000 while restraining total headcount is reiterated. - FY2017RaisedAnnual report
「By simultaneously increasing the number of solution personnel by 1,000 and restraining total headcount, we will transform to a leaner, more robust organisation.」
In addition to the former talent management transformation, a specific personnel policy has been presented to increase solution personnel by 1,000 while restraining total headcount. - FY2017-Q3RestatedAnnual report
「As new transformation initiatives in anticipation of changes in the business environment, we will advance the four basic strategies ("Service Transformation Next Stage," "Operations Transformation 3rd Stage," "Evolution Toward Next-Generation Talent Management," and "Evolution of Capital Management").」
The evolution toward next-generation talent management continues as one of the four basic strategies. - FY2017-Q2RestatedAnnual report
「As new transformation initiatives in anticipation of changes in the business environment, we will advance the four basic strategies ("Service Transformation Next Stage," "Operations Transformation 3rd Stage," "Evolution Toward Next-Generation Talent Management," and "Evolution of Capital Management").」
The evolution toward next-generation talent management continues as one of the four basic strategies. - FY2017-Q1RestatedAnnual report
「We will advance the four basic strategies ("Service Transformation Next Stage," "Operations Transformation 3rd Stage," "Evolution Toward Next-Generation Talent Management," and "Evolution of Capital Management").」
The policy of continuing the evolution toward next-generation talent management is reiterated as one of the four basic strategies. - FY2016First statedAnnual report
「By transforming our talent management into a "Group-based talent management" model, we will achieve a shift toward "proactive management."」
A policy of reallocating talent across corporate entities and business divisions, providing advanced training support, and rebuilding personnel systems, including diversity measures.