Presentation from Tatsuyoshi Oba, Executive Manager of Group HR Division, Persol Holdings during the OECD WISE Centre & Persol Holdings Workshop on Advancing Employee Well-being in Business and Finance, 22 November 2023

1. Opportunities and
challenges in
managing employee
well-being
22 Nov 2023
Tatsuyoshi OBA
General Manager of Group HR Department,
PERSOL HOLDINGS CO., LTD.

2. Profile of PERSOL Group
Takao Wada
Representative Director, President and CEO
PERSOL HOLDINGS CO., LTD.
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3. Why employee well-being matters to PERSOL
• PERSOL established "Work and Smile" as its group vision in 2019.
• Through our HR solution business, we aim to create a world where corporate and individual customers
can achieve "Work and Smile"
• To achieve this, it is crucial that each and every employee in our company embodies "Work and Smile"
as a priority.
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4. Challenges in the management of employee well-being
• Starting from 2021, we added three well-being-related questions ("Work and Smile" Global Survey)
to the group-wide engagement survey.
• We set quantitative targets in the evaluation system for executives, holding them accountable for
improving employee well-being and engagement.
• Additionally, we established a dedicated team to analyze the extensive survey data and identify
factors that enhance well-being and engagement.
• As a result, the scores for employee well-being and engagement have been steadily improving over
the years.
Category Key Questions 2021 2022 2023
Well-being I enjoy the work I do in my job every day. 61.5 64.9 66.0
Well-being
I think the work I do in my job significantly improves the lives of other people
outside of my own household.
80.9 82.6 82.8
Well-being I, personally, have many choices in regard to the type of work I can do in my life. 55.7 61.0 62.3
Engagement My job provides me great motivation. 59.9 60.7 68.0
Engagement I would like to make an active contribution to my organization. 73.4 78.2 79.3
Ave 66.3 69.5 71.7
＊This table represents the trends in the scores of the engagement survey for Japanese corporate entities from 2021 to 2023.
＊＊The numerical values in the table represent the percentage of employees who responded positively to the survey questions.
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5. PERSOL Group’s Engagement Drivers
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• At PERSOL, we define the drivers to enhance employee well-being and engagement as follows.
• Among the engagement drivers, it has been found that Autonomy has a particularly positive impact
on improving well-being and engagement.
• With this in mind, we have been focusing on initiatives to support employees' career ownership in
recent years.
■ Diverse Career Ownership Support Programs
Career Challenge: An open position system to help
employees achieve their career plans.
Career Scout: A system that allows employees to be
scouted from other companies or departments within
the group for career transitions.
Job Trial: A system that enables employees to
temporarily experience jobs or projects in other
companies within the group.
Cross-border Training "@": Training that provides
experiences outside of daily routines (such as cross-
border experiences) to promote career ownership
through reflection.
Career Design Training "Smyle": A program that
supports employees in reflecting on their careers and
planning for the future.

6. OECD Employee well-being report (Pilot)
• The results of the OECD employee well-being
survey have provided us with the ability to
compare ourselves with other companies,
which was not possible with our existing
engagement survey.
• From an analytical perspective, looking at not
only vulnerabilities but also inequalities
appears to offer new insights and generate
various hypotheses.
• It is encouraging to see that the items we
have been focusing on, such as Autonomy
and Contribution to Society, have received
relatively high scores.
• On the other hand, it is regrettable that the
scores for Engagement, an area in which we
have been emphasizing, have shown limited
growth. We understand that there is still
room for improvement in this aspect.
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