## (Diverse Approaches to Job Assignment)

In terms of job assignment, there is a pattern in which the regular employees are assigned to core tasks, while most of the non-regular employees are assigned to routine jobs. However, companies have found that there are some problems associated with this orthodox personnel strategy, including long working hours and lack of balance between work and personal life.

Furthermore, amid the increase in the active utilization of non-regular employees and their expanding role in core tasks, there is a possibility that they are not treated appropriately for the work they do. The opportunity to develop skills may not be offered to non-regular employees as often as to regular employees (Figure 59). It is an important issue for companies to treat both regular and non-regular employees in a fair and appropriate manner.

Other forms of work, such as work at home, etc, enable workers to work while having contact with family and the community, and offer a key to solving various problems.

While some companies are still cautious about active utilization of female workers, many companies see the advantage of using them (Figure 60). Company support for women to help them to maintain a balance between work and family life is critical if these women are to remain in the workforce. High expectations are held that business will explore this issue in the future.

## (Optimum Assignment of Human Resources)

Turning to employment patterns, a majority of companies responded that they will "focus on long-term employment but expand the proportion of part-time employees and dispatched workers, etc." A large percentage of companies expect an increase in the employment of direct-contract employees, part-time employees (short hours, and other work modes), and dispatched workers. The reasons for employing non-regular employees are explained as follows. Contract employees and dispatched workers are seen as an adaptable fighting force that can potentially be used to fill professional posts or become part-time employees (short hours and other work modes), and can be used to save wages and to respond to fluctuations in employment that depend on business and economic trends. As such, it is apparent that companies try to ensure optimal placement to increase productivity by modifying the employee structure in accordance with the nature of employment patterns and work requirements (Figure 61).

As discussed above, companies are trying to ensure optimal placement to increase productivity, but in terms of the number of employees by type of employment, they expect the total number of employees to remain unchanged with a slight decrease in regular employees and some increase in non-regular employees. They also consider it preferable for the wage difference among regular employees to widen. As for non-regular employees, non-routine job assignment may increase. Firms consider it appropriate to have a modest reduction in the wage difference among regular employees.

The optimal placement and streamlining of operations undertaken only from a company viewpoint, without taking into consideration the satisfaction, motivation and aspiration of employees, makes employees unhappy and has a serious impact on business productivity. For example, a high proportion of existing employees at a company that reduced the number of employees responded, "they cannot feel optimistic about their work life".

It is important for employees to have role models at work or someone to consult with about their job if they are to lead an enjoyable professional life. In particular, it is essential to have a superior as a role model and as someone to consult with (Figure 62).