1.

Promotion System~ Promotion system reflecting ability and performance ~The personnel system adopted by Tokyo Metropolitan Government is based on a systemdesigned to mobilize individual motivation and address results, with staff member promotions
selected on the basis of ability and performance and not influenced by academic background,gender or other extraneous factors.
Staffers, following the passage of set periods of time after entering the service of Tokyo
Metropolitan Government, are qualified to undergo testing for Senior Staff Member classselection. For those passing this test, several different courses are available to seek eventual
promotion to managerial positions. These choices include Managerial Position Selection A, forwhich the test may be taken by Senior Staff Member class personnel; Managerial Position
Selection B, with testing open to Team Leaders and Specialized Personnel Selection designed toscreen specialists in particular fields. In this way, numerous promotion routes have been
established to address the abilities, experience and other qualities of individual staffers.
(Refer to the attachment for details of the promotion system)

2.

Personnel Transfers ~ Promotions reflecting staff member initiative and aspirations ~Tokyo Metropolitan Government strives to provide on-the-job training (OJT) throughin-service experience, with younger staffers accumulating a wide range of service experience asa result of transfers to the metropolitan government, branch offices and other locations.
A self-assessment system has been established for this purpose, together with theintroduction of an internal recruitment system from fiscal year 2000 and other approaches
designed to stress the desires of individual staffers with regard to duties, transfers and otherareas. In these and other ways, efforts are advanced to draw out the initiative and abilities of allstaffers.
■ Internal Recruitment System
This system was introduced from fiscal year 2000 with the purpose of attaching importanceto the desires of individual staffers regarding work duties, as well as to effectively utilize thespecialized knowledge and experience of all staff members in their assigned duties.
In fiscal year 2007, implemented for general staffers was a system covering a combined
total of 37 duties extending over 19 bureaus, which effectively encompasses the following threeclassifications: “The Olympic invention”; “Large-Scale Project Works” (targeting crisis
management countermeasures and other areas); and “Highly Specialized Duties”(computerization promotion, legal affairs, public funds accounting, urban diplomacy, etc.).

■ Personnel Transfer Standards

1

Staffers are generally transferred to assignments for a target period of three years, withtransfers both within specific bureaus and between different bureaus carried out on an activebasis. As a general rule, staffers experience one inter-bureau transfer from their third year with
the Tokyo Government to the time they become a Team Leader, and are then transferred either
within or between bureaus upon being appointed to the position of Team Leader.
Upon passing managerial position selections, meanwhile, there are also cases when staffers
are temporarily stationed at central government ministries or agencies or private sector
companies for training.
In this manner, concerted efforts are made to cultivate staffers with broad-based
perspectives, using the vehicle of personnel transfers to instill them with a diverse range ofin-service experience.

3.

Personnel Evaluation ~ Implementation of a personnel evaluation system rooted inability and performance ~At Tokyo Metropolitan Government, implemented with the goal of promoting a personnel
system that maximizes the abilities of each staff member and rewards staffers who strive andproduce positive results is a personnel evaluation scheme comprised of a “performanceevaluation system,” “self-assessment system” and other components. This approach is utilized
for promotion selection, salary raises, personnel transfers, human resource cultivation and inother capacities.
■ Performance Evaluation System
This is a system through which work supervisors evaluate the work performance of staffers
under their authority. The targets of evaluation are not limited to the results of work, but also
extend to whether staffers possess adequate knowledge to actually perform their work, havecarried out their duties in systematic and speedy fashion, bring a spirit of challenge to their workand other abilities and stances witnessed in the processes through which they advance theirwork tasks.
In addition, from the perspective of improving the persuasiveness of the actual evaluations,a scheme has been introduced to furnish feedback (disclosure) of the results to staffers.
■ Self-Assessment System
Under this system, staffers personally set goals with regard to their own duties. They thenreflect upon their degree of achievement, grade themselves (self-scoring system) and report on
their desires vis-à-vis personnel transfers. Staffers meet with their supervisors twice yearly,
meanwhile, to discuss the contents of these self-assessments.

4.

Salary System

Staffers are covered under different pay schedules and salary grades and rankings,
depending upon the category of the specific duties in which they are engaged.

2On the “Salary Schedule for Administrative Services (1),” starting salaries are listed asfollows.
Category 1A (graduate school graduate)
Category 1B (university graduate)
Category 2 (junior college graduate)
Category 3 (high school graduate)
Specialty talent (senior staff member; age 29; 7years experience)

5.

Approx. 229,800 yen
Approx. 207,400 yen
Approx. 182,500 yen
Approx. 163,300 yen
Approx. 290,400 yen

Commendation System■ Tokyo Spirit Award
This award is extended under a system established by Tokyo Metropolitan Government infiscal year 2001 based on donations from the private sector. Projects with outstandingachievements or contributions serving as models to other staffers are promptly commended
upon designation by the Governor, with the goal of raising staff member morale and spreading
news of worthy achievements both inside and outside of the Tokyo Metropolitan Government.
In October 2007, Tokyo Governor Shintaro Ishihara presented this award to a total of twogroups, with the winners given certificates and high-grade ballpoint pens. The recipients
included the 9 staffers from the “The Tokyo Marathon Operation Team” This team contributed
to success the Tokyo Marathon, which is the biggest scale in Asia, and Tokyo Marathon Festival.
Also, they demonstrated the ability of taking place of international sports events which Tokyo
have. Moreover, the citizens of Tokyo and the nation are highly interested in sports. “The LA
FOLLE JOURNEE Invention Team” was also awarded because this team invited The LA
FOLLE JOURNEE , offered high quality classical music and really contributed to build up theTokyo’s attractive city.

6.

Training System

For Tokyo Metropolitan Government to respond to the trust of its citizens with the supplyof services highly satisfactory due to the stress placed on the importance of speed and athorough awareness of cost, there is a need to develop the abilities and enhance the attitudes ofstaffers in moving to further raise the productivity of its organization. Toward this end, Tokyo
Metropolitan Government advances close collaboration between centralized and bureau-specifictraining, mobilizing all phases of its organizational capacity to provide effective staff trainingprograms.
Various training programs are implemented in striving to foster professional staffers of highcaliber. They include “New Appointee Training,” which extends for over two weeks and isdivided into three separate stages; “Practical Ability Enhancement Training,” with the objectiveof instilling staffers with practical knowledge and skills; and “Career-Track Specific Training,”
aimed at enabling staffers to obtain the abilities needed within their own career areas.

3■ Tutoring System (Systematic Training System for Newly Hired Staffers)
Tokyo Metropolitan Government advances a tutoring system to systematically train newly
hired staffers at their workplaces. Under this arrangement, workplace superiors serve as tutors,
striving through the actual work to provide on-the-job leadership and achieve sustained abilitydevelopment. Based on the effective utilization of this tutoring system, newly hired staffers areable to pursue their duties with maximum confidence and peace of mind.

7.

Terms of Employment■ Employment Periods
As a general rule, regular work hours for staff members are 40 hours per week (not including
break times), thereby adopting a standard five-day workweek. In case of the metropolitan
government, the employment system is divided into three teams (Team A, Team B and Team C).
Notwithstanding this general approach, however, in reflection of the nature of specific duties
there are workplaces with duties on Saturdays and Sundays, as well as other examples of thedesignation of work hours in response to the conditions of the respective operations that areperformed.
Work Hours

Break Times

Team A

8:30 〜 17:30

12:00 〜 13:00

Team B

9:00 〜 18:00

12:00 〜 13:00

Team C

9:30 〜 18:30

12:00 〜 13:00■ Holidays
Holidays include annual paid vacation of 20 days (when hired on April 1, 15 days),congratulation or condolence leave, summer vacation, nursing care leave, volunteer leave,long-service leave and other examples.

8.

Employee Welfare Systems■ Health Care
Regular health examinations and various other types of checkups are provided, along withmental and physical health consultations and other detailed services. As medical facilities
directly operated by mutual aid associations, meanwhile, the City Hall Clinic is operated inside
the Main Building, while Aoyama Hospital is available in Shibuya Ward.
■ Mutual Aid Associations and Employee Welfare Corporation
Mutual aid associations are engaged in health insurance, pension and related operations, aswell as the lending of housing funds and general capital. There are three recreational facilities
and one physical training facility directly operated by mutual aid associations.
The Employee Welfare Corporation, meanwhile, is engaged in various types of assistance,4

benefits works and other operations for staff members.
■ Staff Housing
Staff housing of Tokyo Metropolitan Government consists of housing as employee welfareworks (welfare housing), disaster response housing for use by staffers engaged indisaster-fighting operations and other types. Arrangements can be made for newly hired staffers
to live in housing provided for unmarried persons.

9. Basic Policy of Human Resources Training for Tokyo Metropolitan
Government Staffers(1) Purpose of policy
To mount appropriate responses to the arrival of the stage when large numbers of staffers
will retire, the transition to greater administrative complexity and sophistication, increased
personnel diversity and other changes in the environment surrounding personnel management(systems and operation), while indicating the proper direction for future personnel management
to steadily promote approaches geared to realize “slim and efficient governance capable offulfilling all work duties.”(2) Policy components
No. 1: Basic awareness of policy establishment ~ Why is “human development” soimportant now? ~No. 2: Perspectives of policy establishment
No. 3: Clarification of personnel images demanded by the organization
1. Knowledge and abilities required of staffers
2. Setting of goals to be reached by specific job level
No. 4: Systems for promoting human resource development
1. Role of Bureau of General Affairs Personnel Division, Staff Training Center
2. Roles of each bureau and workplace
No. 5: Specific approaches for obtaining and cultivating human resources
Approach 1: Diversification of hiring channels
Approach 2: Forging of appointment system to cultivate and mobilize strengths
Approach 3: Forging of comprehensive managerial position system grounded in training
Approach 4: Enhancement of personnel evaluation system serving as “core” of humanresource training and mobilization
Approach 5: Establishment of employment treatment scheme reflecting expansion anddemonstration of abilities
Approach 6: Improvements in career management system via greater use of IT incontrolling personnel information
Approach 7: Promotion of training to address “organizational needs” and “personalvolition”5

(3) Upcoming approaches
From fiscal 2006, revisions were made in the hiring, placement control, promotion
selection, personnel evaluations, employee treatment, training, career record management andother areas based upon this policy and rooted in the perspective of human resource cultivation,with specific approaches being gradually put into force.
System Planning Section
Personnel Division
Bureau of General Affairs
Tokyo Metropolitan Government6