Improvement of workplace environment and workstyle reform
Gunze remains committed to changing employee mentality and promoting business. Then, Gunze remains improving corporate value.
Workstyle reform, looking ahead to after COVID-19
Human Development Department
Mr. Yohei Matsueda (left) Ms. Mariko Iimura (right)
Due to the spread of COVID-19, Gunze stopped face-to-face interviews with applicants at the end of March and all interviews were conducted online at the end of May. At first, recruiters were worried whether or not it would be possible to identify a human element . But on the contrary, they found that they could clearly see the good points of the applicants. Unlike face-to-face interview, it is difficult to feel the applicants’ passion and control interview time with online interviews. The good point is that applicants respond frankly, and they can evaluate the applicants’ personality quantitatively. Due to the spread of COVID-19, the environment for recruiting has changed significantly, but they are handling it efficiently and recruiting good potential employees.
【Making efforts to create a workplace where female employees can be active】The ratio of women in career-track positions at Gunze in 2019 was almost the same as in 2018. The number of female employees who have been working at the company for around 10 years is increasing year by year and they believe that the key point is how women in career-track positions can continue to work. For this reason, Gunze held a training session for female employees who have worked in the company for 4 to 7 years. The purpose of the meeting was to foster their motivation for career advancement and to have a mental image of their career so that they can balance their work and private life and realize personal career advancements. Due to the fact that the number of female employees getting married within five years is increasing these days, they are considering holding the training a little earlier. They are considering that men will take childcare leave positively and support women’s working life. So, it’s important to create work circumstances where employees can take vacations without any hesitation.
2. Employee workstyle
Gunze requested that employees avoid unnecessary overseas business trips at the end of January and that they stagger work hours at the end of February. The company also requested that employees telework. As a result, 70 percent of employees teleworked in urban areas such as Tokyo and Osaka. Regarding the acquisition of paid leave, there was a department that independently encouraged the acquisition of paid leave as a preventive measure against the spread of COVID-19. Taking paid leave and staggering work has become popular in the company with their supervisor’s support.
【Workstyle reform, looking ahead to after COVID-19】Recently, a challenging item is a lack of communication under the circumstance, such as the fact that progress cannot be confirmed due to the decrease in communication as a result of teleworking, which makes it difficult to see the performance. Some departments utilize a video conferencing system every morning to communicate smoothly, that is one effective method. The company believes it is necessary to continue to adopt an optimal method in the near future. On the contrary, the spread of COVID-19 caused a burden which can be regarded as an opportunity to change employees’ mentality, and use it as a turning point to feel that oneself, their family and the company are more important. The company would like to provide a flexible workstyle according to various circumstances (childcare, long-term care, illness, double-income, etc.) to all employees.