What is the career-autonomy-focused job-based HR system practiced by Sompo Holdings,Inc.? How to promote career autonomy and talent mobility starting from “MY Purpose”

Sompo Holdings,Inc. introduced its job-based HR system in fiscal 2020. To address aspects that were incompatible with the previous seniority-based system and lifetime employment, it has been aligning each employee’s MY Purpose with Sompo’s Purpose and strengthening career autonomy. In the first year, implementation focused mainly on mid-career hires, followed by a gradual expansion in the acceptance of successful internal applicants. In April 2025, it increased the bonus weighting, mainly for G1 and G2, to create greater differentiation in compensation based on performance.

To increase talent mobility within the group, it standardized bands, ranks and compensation levels with 損害保険ジャパン in April 2025, creating a common system. Standardization is progressing in the corporate functions, while some specialized roles and specific areas continue to be managed separately. The company sets a job description for each position and uses a process of assigning suitable candidates through open recruitment.

As part of its use of market data, the company introduced a total rewards survey and conducts annual market comparisons and assessments of executive compensation. It aims to make compensation levels and employee acceptance more transparent by maintaining a common data platform across the group, rather than relying solely on external data, and by continuing to conduct engagement surveys.

In discussions on making job-based HR an effective system, the company emphasized the goal of fostering a group-wide culture that supports autonomous career development, centered on the overlap between MY Purpose and the organization’s Purpose. The article presents, in an interview format, specific operational measures including the introduction of internal group recruitment, the use of external data and the placement of the right people in the right positions.