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Developing a sense of profit through job titles
Some managers are adopting a training policy of promoting foreign employees to managerial or supervisory positions and entrusting them with managing working hours and overtime. This approach goes beyond simply giving them titles; it allows them to gain experience working while considering "how the company can operate efficiently and profitably," naturally developing business acumen and a sense of responsibility. This is a noteworthy initiative that combines training and promotion, with a view to integrating foreign talent into the long-term workforce.
We identify good practices through the monthly MVP award.
One good example I'd like to highlight is the introduction of an MVP (Most Valuable Person) system where employees vote each month for a colleague's "good behavior." By having employees write down and vote for actions they found helpful or impressive on the job, everyone becomes more attentive to those around them, which has revitalized internal communication and acted as a deterrent against problematic behavior. The fact that it's open to both Japanese and foreign employees is also a key point.
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