Human Resource Development
Developing human resources to pioneer the current and future Yoshinoya Group
The Yoshinoya Group's human resources strategy is inspired by our “For the People" business philosophy. As part of our commitment to ensuring our doors remain open to many different people, we view all employees as potential executive candidates. We also pursue a unique human capital management approach that offers equal training opportunities and strives to create a rewarding working environment, culture, and organization and realize sustainable growth.
Human Resource Training and Career-Building
We seek to build strong human resources by actively investing in talent development and career building that focuses on helping individual employees demonstrate their full capabilities and promoting long-term growth.
Encourage the transfer from part-time to full-time employees
Conduct monthly tests for change of employment status
Enhance our training programs and educational tools
- Help employees develop their own career paths by providing training opportunities tailored to their individual career stages
- Frameworks for supporting self-study and the acquisition of specialist knowledge and skills
- Discover and deliberately reassign executive candidates to set them on an executive career path, move employees from restaurant outlets to head office departments
- Assign the right person for the right job within the Group, encourage active personnel exchanges, and nurture next-generation leaders by creating a database for human resources information
Improve cooking, customer service, and operational skills
- Video-based training tools for cooking and work processes
- Hold technical competitions for employees working in our restaurant outlets
Education and training for attracting talented foreign personnel and acquiring skills required for management candidates
- Train and nurture talented foreign personnel in Japan
- Dispatch managers of Japanese outlets to study language overseas
Identify and train next-generation management teams
- Offer in-house interview program and “real-team training"
- Expand knowledge through external activities such as cross-industry exchange research, industry-academia collaboration programs, and dispatch to business schools.
Promote a Good Work-Life Balance
We have introduced and implemented employee leave systems to enrich our employees' private lives as well as communication measures to improve employee interaction and relationships. We also pursue wellness management after having positioned the mental and physical health of our employees as one of our key management pillars.
Work styles that facilitate self-fulfillment
- Encourage part-time workers to take paid leave
- Offer scholarships for part-time workers
- Offer long-term service awards based on years of service
- Hold store managers' meetings (employee assemblies) twice a year
- Hold roundtable discussions between the president and store managers
- Offer summer workplace visits for outlet managers with children of elementary school age or younger
Wellness management
- Conduct regular health checks for employees including part-time workers
- Offer dietary and lifestyle guidance apps
Practice Diversity and Inclusion
We respect the diversity and personal characteristics of our people and strive to maximize each person's individual strengths. As part of that commitment, we seek to develop as a company that enables all employees to demonstrate their full potential and play an active role while also fostering mutual trust. We will continue to use the diversity of knowledge that different individuals bring to the table to develop a more resilient response to change, create innovative new value, and solve issues for our customers and society at large.
Our five guiding principles for encouraging diversity and inclusion
- To understand and respect individuals
- To promote universal success
- To uphold fair and equal support practices
- To build trust
- To emphasize independent and challenging spirit
The advancement of women in the workplace
- Support different work styles by offering childcare leave, shortened working hour system, and help with returning to work after maternity leave
Nurturing talented young managers
Pursue quota system to ensure at least 30% of executive candidates (managers) are 35 years of age or under
Employ personnel with disabilities, who we call “friend employees," and promote the active participation of seniors aged 60 or over
Manage employment of friend employees by the Employment Promotion Committee