In using diverse human resources, human resources development is considered to be an important issue of business management. Regular workers develop their career within the company through structured and systematic OJT (for younger generations) and various personnel transfers (for mid-career generations). On the other hand, non-regular workers are provided less opportunities of human resource development compared with regular workers. It is expected that non-regular workers have more opportunities to play an active role in companies according to their motivation and abilities including promotion to regular workers.

Companies whose employees have higher motivation to work tend to have a higher stability of workforce and higher productivity and recurring profit margin. These companies manage employment in a broad manner regardless of employment form and proactively work on human resources development. Moreover, focusing on managers as core human resources of a company, experience through work improves abilities that are necessary for managers.

Chapter 3, entitled "career development through occupational life," outlined the current situation and trend of occupational careers in Japan and analyzed issues for the realization of smooth labour turnovers. It also analyzed life events such as bearing and raising children, nursing care, etc., occupational careers, and the shift from involuntary non-regular employment to regular employment.

Looking at the current situation concerning occupational careers in Japan, many males have worked in a single workplace for a long period (long-term employment career). On the other hand, quite a number of males have an occupational career in which they changed jobs several times. Some people with a high income change their job proactively. It is necessary to develop an environment that allows more number of voluntary turnovers by workers in order to promote smooth labour turnovers. To realize this, it is desirable that the nominal wage per person mainly in growing industries is increased by overcoming deflation. It is considered that support from sending companies and the improvement in public support such as vocational training are necessary for workers who are forced to leave their company against their will. Moreover, it is deemed necessary to provide workers with an environment in which their occupational abilities are fully evaluated by standardizing occupational abilities of workers and making them transparent.

Society is expecting the decrease and aging of the population, women's further participation in businesses and more serious problems in long-term care. In coping with life events such as bearing and raising of children, nursing care, etc., it is desirable for workers to maintain their health, prevent involuntary separation from work because of difficulty in keeping a work-life balance and use the occupational career that has been developed, in order to work in a way they wish throughout their entire life.

In particular, it is necessary to provide support for non-regular workers who wish to become a regular worker but are forced to work as a non-regular worker (involuntary non-regular workers). When non-regular workers change their employment form to regular employment, the highest ratio of workers transfers job in the same occupation. A statistical analysis of characteristics of workers who became regular employees shows the probability of shift to regular employment is higher for younger workers. In addition, the employment form of the first job after graduation, experience in the previous work, studying using public subsidy, etc. have a positive impact on the shift to regular employment.

Based on these analyses, a message for "maximizing capacity of human resources" is summarized as follows.

### (Human resources management that develops human resources and increases their motivation is important for business growth. It will also become the basis for Japan's economic growth through the accumulation of human capital at a macro level)

In conjunction with changes in the competition environment surrounding businesses, such as the development of the technical revolution including globalization and IT, companies are changing their ways of using human resources depending on the competition environment they are in. In this situation, human resources are used in a way that cannot be identified with the two fold division (regular and non-regular employment). Many of regular workers have already been working as a "diversified regular worker" whose duties, work places and working hours are limited, while more and more non-regular workers become core