(Companies whose employees' motivation to work is high implement education and training through day-to-day operations and external training, motivate workers using an objective management system, and conduct regular interviews.)

Figure 47 shows differences in human resources development activities. Companies whose employees have high or higher motivation to work are implementing various employment management activities compared to those whose employees have low or lower motivation to work. Activities with large difference in regular employees are "support and consideration to training outside the company paid by employees," "structured and systematic OJT," and "motivating employees using an objective management system," as well as "regular interview (individual evaluation and performance review)" and "allocation of supervisors and instructors." Activities with prominent difference in non-regular workers are "regular interviews (individual evaluation and performance review)" and "motivating employees using an objective management system."

## (Development process to managers through accumulation of occupational experiences)

It is pointed out that the development of managers as core human resources of the company is important in order for a company to adapt to environmental changes and develop.

Based on the "Survey on Occupational Career Development (2014)" by the Japan Institute for Labour Policy and Training, have a look at the experiences that were important for the manager's whole occupational career in Figure 48. The top five experiences before they were placed in managerial post are: "having worked with supervisors who they respect," "having achieved pressure-packed work," "having been shown expectation and trust to them," "having mistakes that led to the way they are today," and "having worked on a project with tight schedule."

According to Figure 49, experiences after the managers were placed in managerial post are: "having achieved pressure-packed work," "having worked in cooperation with other department in the company," "having had difficulties in training subordinates," "having worked with supervisors who they respect," and "having had conversations with people in higher positions including executives in the company."

## (Strategic career design toward the growth of workers and company)

Various occupational experiences influence abilities that are required for managers (main document Chapter 2 - (4) - Table 8). This means that, by designing workers' careers in a strategic manner, companies are able to improve employees' abilities through work experience and develop core managers who become a fountain of business competitiveness.

Although the business competitive environment is becoming severe, rather than unnecessarily decreasing the number of personnel, companies should be aware that human resources are human capital that grows in a long term and implement better human resources management that takes into account employee's life. Based on these, maximizing workers' abilities and successfully training human resources that will become the core of the company is the foundation of continuous business growth. Furthermore, if these activities lead to the accumulation of human capital at a macro level, improvement in labour quality is expected to contribute to the economic growth in Japan.