Silviase/jgov_v1.4_full_ann huggingface dataset:
## (Various workers are used depending on the competition environment in which companies are in)

We have been looking at the influence of development of the technical revolution including globalization and IT and the uncertainty of management on the labour market at a macro level. From now, we will look at the relationship between business operation status/competitive environment and the use of human resources from the macro-level viewpoint.

Figure 29 shows the influence of work volume in companies on the use of human resources. Companies where work volume changes in a short period has less ratio of using regular employees who have no limit in work, workplace and working time. On the other hand, they use more number of non-regular employees. Looking at the relationship between virtual issues of businesses and the use of human resources, it is pointed out that the ratio of using regular employees who have limited working conditions is relatively high in companies with issues such as "competition with overseas companies" and "entry into new fields." Moreover, if companies are facing issues such as "competition with local businesses of same industry or other businesses in the industry" and "increased human costs), they are more likely to use non-regular workers.
Figure 27: Changes in the number of employees by employment form and occupation and the standards of wage and working hours

☐ The number of regular workers is decreasing other than professional and engineering workers, while the number of non-regular services workers and clerical workers is increasing.

(Difference of changes in the number of workers (1,000) and hours) Changes in the number of regular workers by occupation and the standards of wage and working hours.

(Difference of changes in the number of workers (1,000) and hours)

Changes in the number of non-regular workers by job type and the

standards of wage and working hours

Source: Compiled independently by the Office of Counselor for Labour Policy, MHLW, from questionnaire data of the “Basic Statistical Survey on Employment Structure” (2007 and 2012) Statistics Bureau, Ministry of Internal Affairs and Communications.

(Note) 1) Note that bar graphs of occupations are cut when there is a change of 100,000 or more. Bar graphs are also cut for the annual income (5.618 million yen) of non-regular workers who are engaged in vessel and airplane operation.

2) Difference of changes in the number of employees was calculated based on changes from 2007 to 2012, and wage and working hours were based on 2012 survey.

3) Occupations with significant increase/decrease in large occupational classifications are listed under the graph respectively.

4) Annual income (right axis) and working hours are calculated using "income or (expected) profit from this job per year" and "working hours per week" in the same survey. As each occupation is surveyed by class, the mean value was calculated using the median value of each class (for example, 4.5 million yen is attributed for the income class of "4 to 4.99 million yen").

5) The mean value of annual income and working hours by employment form is 4.473 million yen and 47 hours for regular workers and 1.442 million yen and 31.2 hours for non-regular workers.
## Figure 28: Changes in the ratio of part-time job offer and the standard deviation of sales increase in manufacturing and non-manufacturing industries

There is a certain correlation between uncertainty in management (the standard deviation of sales increase by industry is used for an alternative index) and the ratio of part-time job offer to the total number of new job offers.

Source: Prepared by the Office of Counselor for Labour Policy, MHLW, based on the “Financial Statements Statistics of Corporations by Industry” Ministry of Finance, and “Report on Employment Service,” MHLW

(Note) The standard deviation of sales increase in manufacturing and non-manufacturing industries in the Statistics of corporations by Industry is used as an alternative index for uncertainty of management (the root of variance of data in the latter 5 years is used for calculation).

## Figure 29: Use of human resources in companies according to work situation and issues in competition

○ If the amount of work varies in shorter period, the increased number of workers other than regular workers are used.

Companies whose issues in competition are "competition with overseas companies" and "entering into new fields" employ more regular workers other than diversified regular workers, while those whose issues are "competition with other companies in the same industry of the area" and "increase of personnel expenses" use more workers other than regular workers.

Source: Compiled independently by the Office of Counselor for Labour Policy, MHLW from questionnaire data of the “Survey on Diversified Types of Employment” (2010, business survey) Japan Institute for Labour Policy and Training

(Note) 1) "Diversified regular employees are defined as the generic term for four forms of regular employment - "general office employees," "employees with specific job type," "employees with specific work location" and "employees whose working hours are determined."

2) "Regular employees" in the figure do not include "diversified regular employees."

3) The "ratio of using employees" is the average value determined by the ratio of workers by employment form in total number of direct employment workers in companies surveyed divided by the number of companies with effective answers.
## (As the wage profile is flattened, personal treatment of core human resources are maintained)

Using Figure 33, we compare the wage standard of males by academic background and age group in 2003 with that of 2013. The first decile and median are decreasing in almost all age groups (graduates from university and graduate school, high school graduates), while the ninth decile decreased in high school graduates and has remained unchanged in graduates from university and graduate school. The same tendency can be seen for females, with a slight difference. In response to the decrease in the ratio of wage determinant factors such as age and period of service, wage profile curve has become moderate and personal treatment of core human resources have been maintained.

Figure 30: Policy concerning training and promotion of regular workers in managerial positions

About 70% of companies focus on internal training and promotion of business managers, and less than 10% of companies focus on outsourcing experienced human resources.

Source: Compiled independently by the Office of Counselor for Labour Policy, MHLW, from questionnaire data the “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training.

(Note) 1) "Services" are the total of "scientific research, professional and technical services," "accommodation, eating and drinking services," "living-related and personal services and amusement services," "composite services," "services (which cannot be classified into others)."

2) "Total" includes industries that are not listed here.

## Figure 31: Changes in the introduction status of wage system (non-managerial position)

○ Performance-based wage system is used consistently by many companies. On the other hand, the number of companies that use the wage system based on age and period of service decreased and these companies have been replaced by increased number of companies that use the wage system based on role and duties.

(%) (Non-managerial position)

Source: "Survey on Changes in Employment and Personnel Affairs in Japan" Japan Productivity Center

Figure 32: Changes in the percentage of companies that have introduced a performance evaluation system by company scale

In recent years, the percentage of companies that have introduced a performance evaluation system is declining.

Source: "General Survey on Working Conditions" Ministry of Health, Labour and Welfare
## (Promotion to higher positions or regular workers for non-regular workers)

Table 38 shows the status of promotion to higher positions for non-regular workers. According to this, the ratio of companies that have workers in managerial positions by type of worker is 16.2% (part-time workers), 31.7% (contract employees), and 4.7% (dispatched workers). This indicates that some companies promote contract employees to higher managerial positions such as department manager and section chief and they regard non-regular workers as essential employees and good potential.

Many companies are improving the system to promote non-regular employees to regular employees. It is expected that further use of diversified regular workers will stabilize the employment and working conditions of non-regular workers who seek for better personal treatment.

Table 34: Major occupations with a high ratio of workers who have changed their job more than twice from the first job in the small occupational classification

☐ The ratio of workers who have changed their job more than twice from the first job is higher in automobile drivers and home-visit care workers.

Occupation	Number of regular staff and employees (including executives)	The ratio of workers who have changed their job more than twice from the first job
1	Automobile drivers	102	59.0
2	Home-visit care workers	11	47.8
3	Guards	14	46.7
4	Delivery workers	29	46.7
5	Care workers (medical and welfare facilities, etc.)	70	40.7
6	Packing workers	10	40.5
7	Real estate sales workers	10	39.9
8	Other social welfare professionals	29	39.0
9	Other carrying, cleaning and packaging workers	14	38.9
10	Chefs	50	38.9
11	Service staff in places of amusement	17	37.5
12	Other block fixing and construction machine operation workers	12	36.2
13	Civil engineers	26	35.4
14	Metal welding or cutting workers	12	35.2
15	Workers of wood and paper products manufacturing	19	34.9
16	Designers	12	34.2
17	Plumbers	17	33.0
18	Metal machine tool operators	11	32.4
19	Workers of food manufacturing	42	32.0
20	Workers ceramics, stone and clay products manufacturing	11	31.5
Source: Compiled independently by the Office of Counselor for Labour Policy, MHLW from questionnaire data of the “Basic Statistical Survey on Employment Structure” (2012) Statistics Bureau, Ministry of Internal Affairs and Communications (Note) 1) Calculated for executives or regular staff/employees under the age of 60. 2) Small occupational classifications with 100,000 or more regular staff/employees (including executives) are listed. 3) "Workers who have changed their job more than twice from the first job" are those whose first job is not the current or previous job.
Figure 35: Employment management points by policy concerning training and promotion of managers, which are implemented in order to increase labour productivity and employees' motivation to work.

○ The ratio is higher in companies that focus on internal training and promotion in all points.

Source: Compiled independently by the Office of Counselor for Labour Policy, MHLW, from questionnaire data of the “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training.

(Note) Multiple answers

Figure 36: Reason for using multiple employment categories for regular workers

Many companies responded that the reason for using diverse employment categories for regular workers is to secure and retain human resources and support their work-life balance.

Source: "Business Questionnaire Survey on Regular Workers in Diversified Employment Form" (2011, commissioned by MHLW) Mizuho Information and Research Institute

(Note) 1) Responses of companies with two or more employment categories.

Figure 37: Advantage of present working form

Many workers said that employment is stable and they do not have to worry about relocation to a distant place as the advantage of working as a diversified regular worker.

Source: "Questionnaire Survey for Employees on Regular Workers in Diversified Employment Form" (2011, commissioned by MHLW) Mizuho Information and Research Institute

(Note) 1) Core non-regular employees are non-regular employees who work with a regular employee with the same responsibility.

2) Up to three answers.
## Table 38: Ratio of companies by presence or absence of a system to promote non-regular workers to a managerial position or regular employee

o Some companies promote non-regular workers to a high-level managerial position

☐ Many companies offer appointments of non-regular workers as a permanent employee.

(Unit: %)

Items	Permanent or contract part-time workers	Contract employees	Dispatched workers
Presence or absence of workers in managerial positions (multiple answers)	On-site leaders	14.7	19.7	3.1
Chief class	2.8	7.8	1.2
Section manager class	0.7	7.1	1.4
Department manager class	0.6	7.6	0.2
No managers	83.8	68.3	95.3
Presence or absence of a system to appoint non-regular employees to regular employees	There is a system to appoint non-regular employees to regular employees	27.5	39.5	12.8
There is a custom, though not a system, to appoint non-regular employees to regular employees	27.8	25.8	21.9
There is an opportunity to become a regular employee in other employment forms	11.0	5.8	12.0
There is no opportunities to become a regular employee	24.2	21.7	42.8
Unknown	9.6	7.3	10.6

Source: “Survey on Diversified Types of Employment” (2010) Japan Institute for Labour Policy and Training

(Note) “No answers” are excluded from the total.
than "outsourcing experienced human resources" as the policy of training and promotion for managerial positions. However, it seems difficult to train candidates of managers in a structured manner.

According to Figure 41, the largest number of companies answered that the insufficient ability and potential of managers in recent years is "ability of supervising and training subordinates and replacements (listening and communication abilities)," followed by "leadership and ability to direct people and execute," and "ability to plan new projects and strategies." At an organizational level, companies are required to develop conditions to reduce work load and supervise and train subordinates and replacements.

Some companies select candidates at an early stage in order to train future managers and executives in a structured and efficient manner. According to Figure 42, compared with managers in general, many companies provide training for early candidates with contents such as priority in transfer (including within relocation) for the cultivation of diverse experience, important work experience such as special projects and position in a core department, and providing opportunities to communicate with executives and learn management philosophy directly from executives.

Figure 39: Status of activities for human resources development

○ Non-regular workers are provided less opportunities of human resources development compared with regular workers.

Source: “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training

(Note) 1) "Diversified regular employees" in this survey are permanent employees who have less designated working hours and limited job type and place of work, rather than standard working style as a permanent employee.

2) Results are only of companies that employ diversified regular workers and gave effective answers.

3) Multiple answers.

Figure 40: Issues of human resources development

○ A relatively high ratio of companies answered that the issues of human resources development are "busy work schedule," "lack of supervisors' training ability and leadership," and "human resources development that is not carried out in a structured and systematic manner."

Source: “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training

(Note) 1) "Diversified regular employees" in this survey are permanent employees who have less designated working hours and limited job type and place of work, rather than standard working style as a permanent employee.

2) Results are only of companies that employ diversified regular workers and gave effective answers.

3) Multiple answers.

Figure 41: Ability and potential that are insufficient in managers of recent years

Many companies answered that the ability insufficient in managers is the ability of supervising and training subordinates and
replacements.

Source: “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training (Note) Multiple answers.

## (Companies that focus on internal training put more efforts in human resources development

Using Figure 43, we compare activities implemented for human resources development for young generations and mid-career generations by companies whose training and promotion policy of managers focuses on "internal training and promotion (based on internal training)" with those that focus on outsourcing experienced human resources (based on outsourcing). The ratio of companies that focus on internal training is higher in almost all activities.

In particular, much larger number of companies that focus on internal training implement "structured and systematic OJT" for young generations, "promotion of motivation through an objective management system" for mid-career generations, and "personnel transfers in the same job type (within the company)" and "relocation (between businesses)" for career development for young and mid-career generations, compared to companies that focus on outsourcing. This implies that companies that focus on internal training develop internal human resources through these activities.

## (Policy for the development of diversified regular workers regulates activities compared to general regular workers)

Looking at companies' policy on education and training opportunities, many companies allow regular workers to "acquire a broad area of abilities in a structured manner from a long-term viewpoint." On the contrary, compared with general regular workers, many companies answered that they limit activities for diversified regular workers to "acquire abilities depending on work as needed," and "acquire special ability in a structured manner from a long-term viewpoint."

## (A issue for non-regular workers is to provide education and training to improve their future careers)

Non-regular workers are provided less opportunities of human resources development compared with regular workers.

For part-time workers, a relatively high ratio of companies implement education and training that are necessary to carry out their tasks, while the ratio of companies that implement education and training for future careers is low. Dispatched workers develop their skills while working in the company they are placed. The ratio of temporary agencies that implement education and training from a long-term viewpoint is low compared to basic skills.

While the use of human resources by company diversifies and the number of non-regular workers increases, more than 60% of companies consider that companies are responsible for human resources
development for non-regular workers (main document Appendix 2 - (3) - Table 1). It is expected that non-regular workers have more opportunities to play an active role according to their motivation and abilities including promotion to regular workers.

## (Toward further improvement in human resources development within company)

Human resources development in companies has been implemented in various styles such as education and training (OJT, OFF-JT) and personnel transfers such as relocation.

Figure 44 shows points that are considered necessary for companies to develop human resources in a more effective and efficient manner. This indicates that a busy work schedule and supervisors' training and leadership to subordinates are considered big issues in human resources development.

## Figure 42: Training carried out for employees who are selected earlier

Many companies put priority in relocating employees who are selected earlier in order to cultivate diverse experiences.

Source: “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training (Note) Multiple answers

Figure 43: Implementation status of activities for human resources development by policy concerning training and promotion of managers

Companies that focus on internal training and promotion implement activities for human resources development at a higher percentage compared to companies that focus on outsourcing experienced human resources.

Source: “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training

(Note) 1) "Companies that focus on internal training and promotion" are those that answered that their policy for training and promotion of managers is to focus on internal training and promotion" or "focus on internal training and promotion, if anything." "Companies that focus on outsourcing experienced human resources" are those that answered that their policy is to "focus on outsourcing experienced human resources" or "focus on outsourcing experienced human resources, if anything."

2) Multiple answers.
Figure 44: Things that are necessary to develop human resources in an effective and efficient manner

Many companies answered that they need to improve supervisors' training ability and leadership to develop human resources in an effective and efficient manner.

Source: “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training (Note) Multiple answers.
Figure 45: Relationship between motivation to work and retention rate of regular workers/labour productivity/recurring profit margin

A high percentage of companies that consider that their employees have higher motivation to work tend to think they have the stability of the workforce and higher labour productivity and their recurring profit margin, which is a financial index for corporate profits, also tends to be high.

The retention rate of employees by period of work experience by worker's motivation to work.

Ratio of companies that consider "their labour productivity is higher than other companies in the same industry" by worker's motivation to work

The mean value of recurring profit margin by worker's motivation to work

Source: Compiled independently by the Office of Counselor for Labour Policy, MHLW, from questionnaire data of the “Survey on the Way of Human Resources Management” (2014) Japan Institute for Labour Policy and Training.

(Note) 1) This survey asked workers how they "evaluate labour productivity (added value per employee) and employees' motivation to work in the company compared to other businesses in the same industry." In the figure, values are calculated for companies that answered that their employees' motivation to work and labour productivity are "high or higher" and companies that answered they are "low or lower."

2) Retention rate by period of work experience shows "employees who have worked more than 3 years after being employed as a regular worker, of all newly employed regular workers."

3) Recurring profit margin is a measurement of corporate profits and is defined as value determined by ordinary profits divided by sales.