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Cross-training is becoming trendy; more and more businesses find themselves having to respond quickly to customer service requests, and they need the flexibility to accept them and handle them professionally, if they are to survive.
When you use the words “cross-training” many business executives and staff immediately think of sports. In fact, it is a word that is coming out of North American boardrooms more and more these days, as corporations find themselves having to deal with the new realities of rapidly changing markets and increasing production and service challenges. In business terms today, cross-training is used to describe the process of training employees so that they can do several jobs within an organization.
What it means for the Human Resources professional is crafting job descriptions much more loosely to allow for such an eventuality and finding ways to motivate whole generations of employees who believe they can refuse a task on grounds of “it's not my job”. If you run a restaurant, for example, and you have a wedding booked, but five out of fifteen of your staff suddenly find themselves stricken with flu, you may have to call on your bookkeeper, your maintenance person, and one of your line cooks to come forward and help wait on the guests. The “Jack or Jill of all trades”, a relic of the past in an age of specialists, is now the most coveted of employees again.
From a Human Resources perspective, there are a number of advantages that can be discussed in the process of overcoming employee resistance. Secondly, cross-trained employees appear less apt to suffer burnout and stress related illness, because they are often energized by the process of changing what they do regularly. Do you believe that cross-training employees will become the norm in modern day organizations or will specialized employees still be the most sought after? We regard our employees as one of our most important assets for achieving the corporate motto. The evaluation and compensation system that forms the foundation of our personnel system is based on a self-management system, which focuses on discovering talent and achieving results. The ideal way to realize TDK's corporate motto of "Contribute to culture and industry through creativity" is for every individual member to engage in self-sustained work. In order to achieve this objective, TDK operates four skill development and education programs: level-specific training and prospective leader training, which are aimed at enabling employees to master self-sustained work from a young age in a phased manner, and professional education and skill development support, which enable employees to acquire the expertise required by professionals.
Supervisors which are first-level management members or specialists must take the initiative as leaders and meet challenges with a positive attitude supported by vision and ideals.
Today, when the business field has become global, the ability to communicate with other cultures is coming to be required not only by specific people, such as those sent to work overseas, but by all employees. TDK has been holding the TDK Monozukuri Tradition Seminars since 2010 with the aim of nurturing strong leaders in the manufacturing sector. Started in FY2003, the Zohaku-juku program to nurture next-generation management candidates develops the skills needed for management positions, improves project managing abilities, and broadens and improves the perspective of candidates. TDK implements international management development (IMD) training with the principal objectives of facilitating the acquisition of truly global skills and developing stronger cross-border solidarity. In 2005, TDK reorganized its overseas study program to include a new management course (MBA study in Japan or overseas), a law course (study at a law school overseas or in Japan), and a technology management course (MOT study in Japan or overseas). TDK has formed research partnerships with the Massachusetts Institute of Technology and Pennsylvania State University in the United States and the University of Luxembourg in Europe, all institutions with global reputations for outstanding creativity and technology. For employees seeking publicly recognized certification for skills related to their work duties, TDK assists in paying tuition commensurate to the difficulty of acquiring the certification. To support employees actively seeking self-improvement, TDK covers half the cost of designated correspondence courses after their completion.
TDK has a number of systems in place which are geared to helping each and every employee member discover and develop their true potential. In 2000, we introduced an active in-house hiring system under which employees can apply for new positions posted on the internal recruitment board directly with the Human Resources Department, without going through their superiors. In addition to the active in-house hiring system, TDK introduced the career option system in January 2006. So that all employees work together to help TDK grow, in FY2007 TDK introduced the Growth Target Plan designed to make self-development part of the daily work routine of every employee. A self-determined reporting system has been introduced for the purpose of supporting efforts by individual employees to develop their own careers and abilities, as well as to help ensure the best possible match between each job and the person performing it.

An annual salary system for project managers in charge of vital areas has been introduced for the purpose of promoting such critical areas as the development of new products, the establishment of new technologies and the creation of new business projects.
Free time and flextime systems have been introduced in some areas of TDK facilities, mainly for employees engaged in research and development. Through this program, we systematically dispatch young personnel to overseas subsidiaries to train for a period of one year. Provisions that include respect for human rights and that prohibit discrimination are written into the TDK Code of Conduct. As specific efforts toward respect for human rights and equal opportunities, TDK implements awareness-raising education for employees, has established special counseling services, including a telephone "help line," and introduced various schemes relating to childcare and nursing care (such as a childcare leave system, nursing care leave system, and short-time work system). As new efforts to further strengthen these activities and to appoint and utilize diverse human resources, TDK has been implementing the Diversity Promotion Action Plan since October 2007. I am currently working on the development of magnetic materials that do not use rare earth resources. TDK's child care support system is a great boon for employees, but the individual situation will be different for each, depending on their home situation. The importance of making best use of my time is an insight that I gained through combining child care and work, and it will hopefully help me as I aim to hone my expertise as an engineer as well.
As a result of active recruitment, TDK's employment ratio of people with disabilities reached 2.54% in FY 2013, exceeding the legal quota. In addition, in 2008, as part of the Diversity Promotion Action Plan, TDK set up a "career bank" where retired persons and employees who have left work to raise children can register upon leaving the Company, enabling TDK to get the most out of their abilities, skills, experience, and social connections even after they have left the company. Personnel Tracker, a Lotus Notes HR solution, facilitates the tracking and verification our your employees' skill sets.
We have visions of the triathlete who is simultaneously honing their swimming, cycling, and archery skills, so they can compete in some extraordinary challenging event at the world level. On a production line, for example, a person is able to move from their original position to another completely different skill. If they have no training, your inability to deliver the service will be obvious; but if the bookkeeper has also been trained as a bartender, the glitch will go completely unnoticed. For example, when one employee knows how to do another's job, they immediately have more empathy for what is involved. Our basic principle concerning personnel holds that the development of human resources is the source of true prosperity for the company.
Our self-management system is not merely an evaluation system, but a system whose main purpose is to increase each individual employee's abilities, self-determination and sense of participation. The objective of human resource development at TDK is to cultivate such self-sustained human resources. The training program aimed at candidates for supervisor positions is designed to foster a future-oriented outlook, as well as the power to define goals and to boost organizational results.
As well as strengthening support for language education, centered on e-learning, TDK has expanded training in communication with other cultures by region and is endeavoring to enhance global business skills. The objective is to make participants aware once again of the source of TDK's manufacturing and to enable them to carry out reforms from the perspective of the manufacturing process as a whole.
In FY2009, the program was expanded to a two year program and restarted as the New Zohaku-juku program, which includes training of refining such essential management skills as determination, will power, sense of responsibility, and vision. These partnerships include dispatching technical engineers overseas so that they can acquire state-of-the-art technology and technical information and broaden their perspectives.
This system aims at promoting the principle of "the right person for the right job" throughout the TDK Group, to respond in a timely manner to changes in the organizational makeup of the TDK Group and changes in personnel requirements. The system instills in employees a strong desire to further self-growth and make a positive contribution to the Company and also provides an opportunity to reassess their career plans from various perspectives.
The Growth Target Plan is part of the employee performance review undertaken with his or her supervisor and consists of specific personal growth targets on the employee evaluation form that monitor performance of the skills (intellectual, technical, certified, etc.) needed for an employee's position and those that need improvement. Once a year, employees can report directly to the Human Resources Department, indicating which positions they want and which business sites they would like to work at, as well as the extent to which they are satisfied with their current positions.

The purpose is to speed up the implementation of R&D and product development tasks, by respecting self-initiative and improved productivity, as well as by enabling employees to strike a good balance between work and private life.
Trainees are also accepted from other countries to study in Japan, and TDK plans to boost the number of trainees in this program in both directions in the future. A diversity promotion subcommittee has been set up in each division, and a companywide campaign is being conducted toward the utilization of female employees, employees who have reached mandatory retirement age, and others.
I did have some worries about my return to work, but after talking with other women who are working while bringing up children, and thanks to the support of my family, colleagues, and various other people around me, I am now able to pursue my occupation as before.
If there is the flexibility to adjust leave periods to such needs, the system will function even better in my opinion. Promoting the employment of people with disabilities is an important issue for the company, and we will continue to implement focused action plans that lay the groundwork for people with disabilities to work at TDK in terms of accommodating disabilities and setting recruitment targets.
In April 2006, the Company introduced the Second-Life Option System (the TDK rehiring system), a series of courses for retirees who meet labor and management criteria. This feature allows leaders to more easily develop qualified project teams, as well as providing a means for targeting areas for employee training and development. In a food operation, a front-line order taker must also be able to handle short order cooking skills, clean tables, and order supplies. We are therefore promoting a variety of measures aimed at creating an environment and mechanism wherein we respect each employee's individuality, and each employee can spontaneously expand his or her abilities and potential to the greatest possible extent. Participants of the program will be able to set challenging key targets on their own accord and—under the guidance of superiors—work towards implementing them in practical situations at various workplaces. Participants are expected to serve as leaders in factories and other sites, upholding and propagating the TDK Monozukuri tradition. For the first year of the New Zohaku-juku program a candidate presents a company management business strategy.
The system provides opportunities for career development to employees who have the desire and ability to try to shape their careers on their own initiative.
Between reviews, employees work to achieve their growth targets as a part of their day to day work routine with the support of their supervisor. Employees desiring an interview have the opportunity to directly explain their choices during a session at the Human Resources Department.This system has proven to be useful in subsequent career development events, and efforts such as transfer and participation in education and training. In order to balance the busy task of child rearing and achieving targets at work, I have become very aware of the importance of effective time management. Furthermore, meaningful communication at the workplace on a regular basis will create the kind of work environment where all can work comfortably. The system aims to more effectively make use of the knowledge and experience of people past retirement age and fulfill TDK's corporate responsibility in regard to the Law Concerning Stabilization of Employment of Older Persons.
The Japanese car manufacturer Toyota insists that each employee is able to work competently on a variety of car models on one assembly line. In the second year, the candidate takes part in long-term seminars hosted by educational institutions outside the Company.
Some participants who have completed the IMD training have gone on to become presidents of overseas affiliates. As of March 2013, 126 applicants had fulfilled the relevant requirements and taken on new positions. In this way, the Growth Target Plan promotes the personal growth of every company employee. Subsidiaries in Japan are also rehiring retired persons to assist in technology development and to streamline their business operations. Making clear distinctions and setting the right priorities for each aspect of one's situation is the secret to successfully combining work and home life.

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training for employees ideas

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