Human Resource Strategies | Corporate Information

Bewith’s Approach to Human Resources
Bewith’s Human Resource Strategies
Embodying Bewith’s unique character

Bewith’s Approach to Human Resources

We believe that without the growth of “human resources,” there will be no growth of the company, and that “making the most of people” will lead to medium- to long-term development of the company. We regard “human resources” as the most important and largest form of “capital” and strive to enhance our corporate value through the implementation and promotion of human resource strategies that make the most of all human capital and continuously improve their value.

Bewith’s Human Resource Strategies

In order to realize our management philosophy of “Contributing to Society through Insights,” we aim to develop professional human resources that have a sense of ownership in solving customer issues that are always changing in various ways along with the trend of times.
In our medium-term management plan, with investment in the growth of human resources as one of the drivers of business growth, we are promoting human resource strategies based on the three policies of “1. Embodying Bewith’s unique character,” “2. Improving our human resource portfolio to suit transformation of business,” and “3. Developing human resources with the next 10 years in mind.”

1. Embodying Bewith’s unique character: We aim to build an organizational culture in which the company’s philosophy and vision overlap with the self-realization of employees and contribute to each other, and to create a strong bond and mindset that can flexibly respond to rapid transformations of business. Additionally, we will implement initiatives to improve the working environment and systems by incorporating employee feedback, as well as establish a system for recognizing and awarding employees who create value aligned with our philosophy, aiming to maximize employee engagement.
2. Improving our human resource portfolio to suit transformation of business: As Bewith develops new businesses such as the Omnia LINK sales business in addition to the digitization of its existing contact center and BPO businesses, improving its current human resource portfolio is an important issue. We will strengthen our digital skills to redeploy and relocate appropriate human resources to prepare for changes in the business environment and realize continuous strengthening of competitiveness.
3. Developing human resources with the next 10 years in mind: In order to realize continuous corporate management, we will build a pipeline of human resources for key positions and promote their systematic development. In addition to their skills and knowledge, we will also aim to nurture human resources that can implement “i. Embodying Bewith’s unique character.”

Based on our business philosophy and business strategies (external sales of Omnia LINK, sophistication through DX, and intergenerational exchange), what we aim for with our human resource strategies are (1) embodying of Bewith’s unique character, (2) improvement of our human resource portfolio to suit transformations of business, and (3) developing of human resources with the next 10 years in mind. Activities must be linked with the efforts of our medium-term plan with the goal of promoting understanding of our business philosophy and maximizing engagement. Promoting the acquisition and reallocation of human resources, encouraging the success of diverse human resources, and driving the update to “Bewith 2.0” human resources. To realize the succession plan as well as the systems for managerial position retirement and reemployment after retirement.

Embodying Bewith’s unique character

Promoting understanding of our business philosophy

Bewith’s excellence lies in “insights” which is also part of our business philosophy. By making our insights our strength, we implement workshops to articulate the value we can offer to stakeholders and promote understanding. Through these workshops, we aim to foster a culture in which employees can become aware of where our “company philosophy” meets their “personal values.”

A graph depicting the current growth stage of our company based on Greiner's Organizational Growth Model, with the organization’s size and age as axes. In Phase 1, there is “growth through creativity” and a leadership crisis occurs. In Phase 2, there is “growth by direction” which results in a crisis of autonomy. In Phase 3, there is “growth by delegation” and a crisis of control occurs. In Phase 4, there is “growth through coordination” and a crisis of red-tape occurs. In Phase 5, there is “growth through collaboration” and a crisis of growth emerges. Currently, the organization is between Phase 3 and 4, and it is important for the employees to notice the areas where the company’s philosophy and individual values can overlap (cultural composition). For this reason, we will promote understanding of our business philosophy and maximize engagement.

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Greiner's 5-phase organizational growth model

Maximization of engagement

To create a company where employees of various ages, genders, and lifestyles can play an active role and have dreams, we implement a variety of human resource initiatives.

Human resource system initiatives

We have been making efforts to develop a human resource system that evaluates one’s ability to demonstrate alignment with our corporate philosophy and improve work environments and systems by incorporating employee feedback. Additionally,
we offer systems that support future career planning, such as allowing employees to request transfers.

We strive to realize our philosophy and increase employee engagement by awarding employees that achieved the highest performance and created the most value over the course of each year.

Employee surveys conducted semi-annually measure whether these initiatives are contributing to the improvement of employee engagement.

General meeting of employees

As a valuable opportunity for employees to hear directly from management about the company’s vision, strategies, and performance from the previous year, we annually hold a general meeting of employees. Through this general meeting of employees, we have achieved increased employee engagement, inner branding, and enhanced communication in all directions. It is also an opportunity to experience the growth of the company from the size of the event and the number of participants.

Medium-term plan discussions (town hall meetings)

Executive officers and senior management regularly visit centers to hold “medium-term plan discussions (town hall meetings)” where they discuss the future of the company with employees. These discussions provide a platform for employees to better connect their roles with the company’s policies, enhancing their motivation to contribute to the organization.

Improving Our Human Resource Portfolio to Suit Transformations of Business

Acquisition and reallocation of human resources

Strengthening recruitment of new graduates

Bewith’s employees consist of 40% mid-career hires, 40% promotions from part-time and contract employees, and approximately 20% new graduate hires. In response to the recent uncertainty in the recruitment environment, we have reaffirmed the importance of new graduate recruitment and are strengthening efforts to increase the number of new graduate hires.

Year-round acceptance of applications from all years levels of college
Acceptance of interns from all year levels of college
Year-round recruitment involving contact with students even after the fall of their senior year
Regular community building with employees from different organizations through our family system

Strengthening mid-career recruitment

Bewith is in the process of changing its business portfolio from contact center/BPO businesses to a new business which utilizes digital technology. In this process, we are securing people who already possess skills that could become growth drivers for our company, and we are gaining new insights and learnings.

By making our working environment more flexible, we aim to create an environment in which a more diverse range of human resources can thrive while also ensuring the acquisition of such human resources. As a specific example, we are considering the introduction of a 4-day work week system, which will help attract full-time employees who may be facing time or location constraints. This will create a situation where diverse human resources can choose to work for our company as we aim to create open innovation opportunities for gaining new insights not available within the company while also building networks with alumni.
We will also consider collaborating with alumni, accepting them to work for us as a second job or part-time work, outsourcing work to them, and reemployment as we implement continuous efforts so they can become key factors for further growth of our company.

Career paths for full-time employees

Bewith offers two career paths. One is as a “generalist” having a broad range of skills while the other is as a “specialist” specializing in a particular area of expertise.

Engineers, project managers, and other professionals are always required to hone their skills and expand their areas of expertise. They are also expected to increase the value of the company by training junior staff. We want to provide these professionals with the same level of compensation as generalists and improve the overall competence of the company.

After the entry-level, assignment, and pre-manager stages, there are career paths to become a tech director, project manager, and expert executive officer as a specialist for those that are professionally inclined. For those that are management oriented, there are career paths to become an executive officer, department chief, or unit manager as a generalist.

Training system for full-time employees

At Bewith, we have established a variety of training programs that enable employees to build their careers autonomously and acquire and apply the necessary skills and experiences toward their desired future goals in order to nurture human resources that grow by taking on challenges.

In addition to the training system shown below, as we also offer a number of specialized training programs for supervisors such as skills training, employees can broaden their perspectives, enhance their expertise, and carve out their own careers by utilizing a variety of programs in addition to their daily work.

A training system that supports diverse career development and voluntary growth

The training programs are categorized in the diagram by genre, department, and job type.Executive officers in management positions undergo Leadership (Liberal Arts) training, while department heads and deputy department heads participate in department head training.Unit managers and associate managers take project management training, whereas associate managers and pre-management employees (lead supervisor staff) undergo pre-manager training.Lead supervisor chiefs receive leadership training and business development training and also participate in the selective DX Designer Training and Sales Enablement programs along with general employees in supervisor staff roles.Supervisor staff members take membership training and intermediate SV training, while general employees (Entry) undergo new graduate to third-year training and basic sales training.For non-regular employees, entry-level SV training is provided.
Additionally, training on "Bewith 2.0 (LV1 & 2)" as well as compliance and security is conducted for all employees, from management to non-regular staff.For management to general employees, training on "BeWITH 2.0 (LV3+)," corporate philosophy integration, and women's empowerment is provided.Furthermore, life planning training is conducted for management to supervisor staff.

Update to Bewith 2.0 Human Resources

In the contact center and BPO sectors, there is a growing demand for DX proposals at the operational level. While one can say that this is an inevitable trend with the advancement of DX and AI that we have been seeing, supervisors on the site are receiving inquiries such as “How much call volume can be reduced with the implementation of a chatbot?” and “Is it possible to utilize an RPA?” In this context, it is crucial to improve the DX knowledge and implementation skills of supervisors who are well-versed in the operational processes.
Bewith defines “Bewith 2.0” human resources as “human resources capable of improving efficiency of processes by utilizing DX” and is implementing Bewith 2.0 training with 2,000 supervisors.

Recap - What is speech recognition? - Speech recognition is a collective term for technologies in which AI understands and processes speech. The technology that converts audio data of human speech into text is called STT (Speech to Text). A speech recognition engine is a system that recognizes speech.

DX literacy survey compliant with the Ministry of Economy, Trade and Industry Digital Skill Standards (DSS-L) implemented July - August 2024

Developing human resources with the next 10 years in mind

Introduction of managerial position retirement and reemployment systems

Employees in managerial positions will transition out of their roles at the age of 60 to provide opportunities for the next generation. Additionally, a reemployment system has been introduced for senior employees after they phased off from positions, allowing them to choose their work style and job responsibilities according to individual circumstances in order to secure the company’s workforce by supporting their continued contributions.

Creation and renewal of succession plans

Key positions are defined, successor candidates are selected, and training plans that include skill-stretching assignments are established and promoted. Furthermore, the number of potential successors for each key position is regularly monitored to ensure the continuity of organizational leadership.

Sustainability