OIST Graduate University
Policies, Rules & Procedures
Authority:⚫ Approved by the President⚫ Act on Securing, Etc. of Equal Opportunity and Treatment between Men andWomen in Employment⚫ Act on Improvement, etc. of Employment Management for Part-Time Workers⚫ Industrial Safety and Health Act⚫ Public Document Management Act

Chapter 40 Staff Development and Awards
40.1 Policy
The OIST Graduate University recognizes that the success of the University depends on
all employees retaining and demonstrating the skills, knowledge, and abilities necessaryto perform their assigned duties. The University is committed to providing appropriate
learning opportunities for employees in order to maintain and improve organizational
function and efficiency, to ensure compliance with laws, regulations, and University
policies, and to keep employees motivated.
40.2 General Considerations
40.2.1

Rationale

The work environment has become increasingly complex and requires continuous
improvement in knowledge, competencies, and skills. At the same time, external
factors, such as changes in laws and regulations, have an impact on OIST Graduate
University policies and how work is done. The work environment must be designedto provide all employees with appropriate learning opportunities so that they canrespond to these changes in the complexity of their work or the external environment.
40.2.2Non-discrimination

It is the policy of the University that no employee shall be denied opportunities toparticipate in the learning opportunity environment on the basis of gender, genderidentity, gender expression, age, sexual orientation, mental or physical disability,
medical condition, race, ethnicity, ancestry, culture, national origin, religion, ormarital status.

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ch40_staff-development-and-awards_en 20230501_cl40.2.3

Statutory Requirements

There are certain areas where it is required by law to train staff in specific duties, suchas research safety and document and record management. The University will fullycomply with the related laws and regulations and ensure that appropriate training isprovided.
40.3 Rules
40.3.1

Types of Training

40.3.1.1

New Employee Training

Primary responsibility for successful onboarding lies with the new employee’s unit
or division/section. The Recruiting and Training Section works with otherdepartments within the university to provide new employee training to newemployees.
40.3.1.1.1 Each newly hired employee is expected to complete new employee
training as directed by the Recruiting and Training Section.
The department to which the new employee is assigned must cooperate with theRecruiting and Training Section as necessary, in addition to providing anenvironment in which the new employee can complete the training course.
40.3.1.1.2 New Employee Training will include general information about theUniversity, an explanation of its Core Values [Link: 1.3], Code of Conduct [Link:1.4], and Respectful Workplace Policy [Link: 1.3.2], an introduction to the workarea, to fellow employees and job duties, and instruction regarding the University’s
policies, rules, and procedures [Link: http://www.oist.jp/ja/policy-library].
The immediate supervisor is responsible for providing the necessary continuing
support and guidance to help the new employee adjust to his/her new workenvironment.
The Recruiting and Training Section will provide advice and other necessary
assistance as requested by the department supervisor.
(Delete)40.3.1.2

Training

40.3.1.2.1 All employees are given the opportunity to participate in various
training programs to acquire the skills necessary to achieve the business goals set
by the University, including specific and general skill training with their immediate2ch40_staff-development-and-awards_en 20230501_clsupervisor’s approval.
40.3.1.2.2 The supervisor is expected to encourage employees to participate insuch training, and with the supervisor’s approval, the time spent participating in
training is considered work time.
40.3.1.2.3 The University may instruct an employee to take specific or mandatory
training [link: 40.8.3]. The employees must take such trainings unless excused by
the Unit or Division Head or there is some other reasonable and justifiable reason
for absence.
40.3.1.2.4 The Recruiting and Training Section is responsible for conducting
periodic status surveys to verify the effectiveness of the training being conducted,
and for developing new training to meet potential needs in addition to improving
existing training.
40.3.1.3

Training provided by other parts of the University

40.3.1.3.1 Specialized and specific training may be provided by other departments
within the university. The Recruiting and Training Section will advise, support andassist as needed.
(Delete)40.3.2

Awards

Details are described in Article 88, Rules of Employment and Article 73, Rules ofEmployment for Part-time Employees.
40.4 Responsibilities
40.4.1

Employees

The primary responsibility for acquiring the specific and general skill necessary forjob performance lies with the individual employee. In addition to improving
performance in their current responsibilities, employees are expected to continually
improve their abilities in order to become competent to fulfill additional
responsibilities.
40.4.2

Supervisors

The supervisor provides appropriate advice and an environment for staff to develop
their skills. They are also expected to have regular opportunities to discuss the3ch40_staff-development-and-awards_en 20230501_clstrengthening of staff skills and to assist them in maximizing their individual abilities.
40.4.3

Recruiting and Training Section

Recruiting and Training Section is responsible for general University training.
40.4.3.1 To meet this requirement, the Recruiting and Training Section training
function will
⚫ periodically conduct training needs and demand surveys.
⚫ plan and implement specific and general skill training⚫ coordinate between departments for each training program⚫ plan and implement mandatory training and manage participant data
40.5 Procedures
40.5.1

Application

Employees can apply to a training offered by the Recruiting and Training Section
through the Recruiting and Training Section website.
40.5.2

Approval

Participation in any training either outside or internal to the University requires theprior approval of the employee’s supervisor. This requirement is regardless ofwhether there are any direct costs such as training fees or not. Personal training takenoutside of work time does not require this approval.
40.6 Forms
40.7 Contacts
40.7.1

Policy Owner:

Vice President for Human Resource (VPHR)
40.7.2Other Contacts:

Recruiting and Training Section
40.8 Definitions
40.8.1

Employee

Employee is defined as someone who has been directly hired by the University. Parttime employees who have been hired directly by the University are also considered
employees eligible for training.
Temporary employees are not considered employees.
4ch40_staff-development-and-awards_en 20230501_clHowever, depending on the nature of the work for which they are responsible, they
may be required to take some mandatory training courses designated by theUniversity.
40.8.2

Supervisor

A supervisor is an employee who has the responsibility and duty to manage andsupervise other employees. This includes faculty members and officers of theUniversity.
40.8.3

Mandatory Training

Mandatory training refers to training that must be taken by all relevant staff members
as essential for the sound operation of the University and the performance of its duties.
Mandatory training is targeted according to its content. Some mandatory training
courses may be required for all persons who work at the University, regardless ofwhether they are employees or not.
40.8.4

Specific Skill Training

Specific Skill Training is training that aims to improve job performance and promote
operational efficiency by providing employees with the skills they need now or in thefuture to perform their specific duties.
40.8.5General Skill Training

General Skill Training refers to training that aims to expand the scope of duties andimprove job performance by enabling employees to acquire versatile skills andmindsets (e.g., communication and management skills) that can be applied to a wide
range of work content.

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