Human resources system
Group–wide HR management
With regard to our employees, we are supporting the implementation of our customer segmentation strategy and the construction of our new "financial services consulting group" business model from a personnel perspective, through strategic, global, group–wide personnel rotation and a transition to a group–wide shared platform for basic remuneration.
Job track system based on employees' careers and work locations
In Japan, Mizuho Financial Group, Mizuho Bank, Mizuho Trust & Banking, and Mizuho Information & Research Institute share a common HR platform that unifies certain aspects of base compensation and HR systems across the companies. At companies using this common HR platform, employees whose job duties are administrative or business–related ("jimu–shokuin") rather than facilities–related ("shomu–shokuin"), are divided into three "tracks" based on their career path/experience, role/duties, and work location. The tracks are management track (generalist), management track (specialist), and operations specialist track.
- Management track (generalist)
Employees in this track will experience a broad range of business fields, and utilize a high level of specialized knowledge/skill, creativity, strategic planning, and other abilities to identify new directions for our business and create new value within the field of finance. Employees in this track will be transferred between different roles at branches and departments throughout Japan and around the world.
- Management track (specialist)
Employees in this track typically concentrate in a specific business field or scope of related business fields. They utilize a high level of specialized knowledge/skill, creativity, strategic planning, and other abilities to identify new directions for our business and create new value within the field of finance by achieving excellence in their specific field. In most cases, employees in this track will be transferred between different roles at branches and departments throughout Japan and around the world, but they may request to spend a significant portion of their career in a specific work location. Employees in this track often work as relationship managers or in other such positions in the retail field. There are multiple sub–tracks for each area of specialty.
- Operations specialist track
Employees in this track cultivate specialist knowledge while gaining experience in a specific field, advancing on a specialized career path focused on a certain scope of business operations. With their extensive experience and knowledge, employees in this track utilize their technical skills and proficiency to identify ways to improve operations and ensure that our business runs smoothly. Although employees in this track may be assigned to different roles and/or branches/departments throughout their career, in most cases new assignments will not require relocation.
Additionally, in order to enable and encourage employee mobility between the above mentioned four companies and other group companies such as Mizuho Securities, Asset Management One, and Mizuho Research Institute, as well as put in place HR systems that are a good fit for the securities, asset management, and research & consulting companies in the Mizuho group, job tracks based on career path/experience, role/duties, and work location have also been established at these other group companies.
Fair evaluations reflecting job duties and performance
To fully compensate employees for their contribution, a performance–based evaluation system has been adopted. Employees are evaluated fairly based on the degree to which they have achieved goals/targets set at the beginning of the evaluation period. This includes, for example, evaluating employees' efforts to improve their productivity. Overall evaluation results, including the degree to which employees were able to demonstrate their capabilities, are reflected in bonuses, salary adjustments, and retirement benefits. As part of this process, supervisors meet with the team member they are evaluating and directly discuss the individual's unique qualities/strengths, career aspirations, and work–related challenges or issues. This encourages employees' professional growth and further contribution, and also enhances engagement. In addition, we have implemented a "360–degree feedback" system in which managers are evaluated by their co–workers and direct reports, increasing the understanding and transparency of evaluations.