Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
TRAINING AND PERFORMANCE APPRAISAL
Through fiscal 2019, Hitachi Rail launched several programs to support the growth of a new work mind-set that can make everyone aware and active protagonist in the innovation and digitalization challenge, working in a global/matrix environment:
▪ Proactivity and accountability in decisions and actions;
▪ Orientation to results achievement and continuous improvement;
▪ Active international collaboration with all the company’s stakeholders, internal and external;
▪ Competencies updating, reinforcement, and transfer of knowledge on key competencies.
This includes specific training initiatives on technical and soft skills for our Blue Collar workforce, as well as enlarging access to our E-Learning course catalogue with contents related to digitalization and innovation (Agile, Big data), and project and risk management initiatives.
TRAINING PER CONTENT
total hours of training FY 2019
AVERAGE HOURS OF TRAINING BY GENDER AND REGION
average hours per employee
men - average hours
women - average hours
LOCALISATION OF KEY COMPETENCES PROGRAM
From April 2019 to March 2020 the Localisation of Key Competences (LKC) Program was carried out. LKC makes strategic, hard-to-find, competences available to the business, increasing the global internal skills and effectiveness and expanding a knowledge sharing culture. The Program is based on competences structured mapping, cross-analysis and has a «learning by doing on project» approach; a combination of learning by doing, traditional learning formats, direct observation, practical experiences, as well as conducting testing and providing active support to project teams. LKC 4 participants have been selected through a global internal job posting and a structured selection process.
PERFORMANCE APPRAISAL PROCESS
The Performance Appraisal process has the role in supporting the ongoing integration and is owned by each employee and line manager and facilitated by the HR department. The aim of the Performance Management process is to:
▪ Give a clear vision of the company strategy;
▪ Empower people through plainly defined goals, clear and shared performance expectations, continuous feedback and coaching;
▪ Assure performance planning and, at the same time, a flexible approach to the changing context;
▪ Support a culture of continuous improvement, with regard both to results and productivity, on the basis of current and future business needs;
▪ Consistently support other areas including professional growth, career development, succession plans and compensation.
The final phase of the FY2019 performance appraisal process has been characterized by the alignment of the Performance & Development plan (PDP) of Hitachi Rail with the Global Performance Management (GPM) of Hitachi. The process covered over 97% of the Hitachi Rail entire population.
In FY2020, Hitachi Rail is implementing new common rules and guidelines in alignment with the wider Hitachi Group’s Global Performance Management system.
A common and integrated Hitachi Rail Performance Appraisal process, represents one of the main pillars of the new Talent Management system, aimed at aligning business’ goals with the characteristics and aspirations of each individual.