#Japan #Tokyo #Seeds and Growth #Fujikawa Denko #Mentoring System

Introduction

In a remarkable achievement, Seeds and Growth, a consulting firm specializing in new graduate recruitment, has successfully implemented a custom mentoring program for Fujikawa Denko, a leading trading company specializing in FA (Factory Automation) equipment and power transmission products. This initiative, launched in July 2023, has led to a nearly 50% reduction in the turnover rate of new graduates by December 2024.

Background and Challenges

Recent statistics from the Ministry of Health, Labour and Welfare in Japan indicate that the turnover rate among new graduates within three years of employment is on the rise. For businesses with 30 to 99 employees, 42.4% of university graduates leave within three years, and for those with 100 to 499 employees, the rate is 35.2%. This trend highlights a significant challenge for companies in retaining talent, especially small and medium-sized enterprises that often lack the resources for intensive employee development.

Fujikawa Denko faced a turnover rate of 25% for its new hire positions in 2022, far exceeding the industry average of 14.6%, primarily due to difficulties in monitoring employee satisfaction and development across its various locations. Specific reasons included the dispersal of new hires across different branches post-training and a workforce composed mainly of mid-career hires who were less experienced in mentoring.

Implementation of the Mentoring Program

To counter this challenge, Seeds and Growth proposed an innovative mentoring system, which emphasizes peer support. Each new employee is paired with two mentors—young colleagues from their respective branches who are closest in experience. This mentoring system includes a structured training program for mentors, which covers relationship building, motivation management, and regular online meetings to assess progress.

Monthly Online Meetings

The unique element of this program is the monthly online meetings involving mentors from multiple branches, along with their supervisors and headquarters' HR representatives. This arrangement facilitates a shared understanding of challenges faced across different locations:

• - Team Unity: Mentors develop camaraderie by recognizing shared issues.
• - Knowledge Sharing: Feedback from Seeds and Growth is disseminated across the organization, offering strategies to tackle common challenges.
• - Employee Monitoring: Headquarters can track the characteristics and progress of new hires in real-time, leading to strategic personnel decisions.

Results Achieved

Before the mentoring program's launch, turnover rates for new graduates stood at 17%. Within the following period, this rate plummeted to 8%, while the overall turnover rate for all positions decreased from 25% to 13%. This decline indicates that not only does the program successfully reduce new hire turnover but also enhances overall employee satisfaction and retention.

Future Initiatives and Cultural Shift

The mentoring program's goals extend beyond mere turnover reduction; they aim to cultivate a culture of development within Fujikawa Denko. By establishing this culture, the firm can enhance organizational strength and prepare future managers. However, it is crucial to tailor the program to reflect Fijikawa Denko’s unique culture and existing training methodologies rather than applying a one-size-fits-all approach.

SAG intends to leverage its extensive experience across 300 clients from 16 different industries to continue developing fully customized mentoring strategies, thereby fostering a thriving work environment for all employees.

Conclusion

The success of this mentoring initiative at Fujikawa Denko illustrates the profound impact of tailored employee development programs in reducing turnover and enhancing workplace culture. As companies face ongoing talent retention challenges, this case serves as a valuable blueprint for industries seeking to nurture a committed and motivated workforce.