The source of the growth of the Toridoll Group is "human resources", and we want all of our staff to take ownership and achieve the joy of growth and self-fulfillment. Therefore, the Toridoll Group is developing and enhancing online manuals, video educational tools, and education and training systems that can be used at stores.
In addition, we have established various mechanisms such as regular one-on-one meetings with superiors to increase motivation to learn, and an internal recruitment system that allows employees to choose their own careers. In the future, we plan to systematically review our educational plans in line with changes in the social environment.
Toridoll Group Growth Philosophy
The Toridoll Group has established a growth philosophy, the "Three Tops of Toridoll," as universal behaviors and ways of thinking that all employees should maintain, and uses them as criteria for personnel evaluations and hiring. The following three actions are shown in "Toridor 3 Peaks".
Based on this philosophy, we stipulate detailed roles for each job type and grade, and create a career sheet tailored to each individual employee, thereby managing not only short-term results but also progress toward long-term growth. .
1 To the top of "KANDO" | It doesn't all start with things, it's about creating moving experiences that make your instincts tremble. Customers are not collected. Create. It is the unique moving experience that creates customers and creates fans who come back again and again. Let's clash theory and sensibility and create an impression that will make you enter the store on impulse. |
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2 Towards the top of the dichotomy | Question the trade-offs. Trade-on that goes beyond common sense is valuable. Don't run away from the easy correct answer, believe in the strength of irrationality and reach a balance between dichotomy. The road that no one goes is the shortest route to the prosperous store that everyone wants to go to. Difficulties become barriers to entry, resulting in unique markets and overwhelming advantages. |
3 Towards the summit of “admiration and mutual assistance” | We want to deliver wonderful moving experiences to our colleagues as well as our customers. Let's raise each other's strengths without creating walls in our hearts, always keep an eye on each other, praise each other for good work, and help each other in difficult times. Because the power humans possess is the growth strategy that keeps Toridoll strong. |
Establishment of the “Regional No. 1 Store Preparation Office”
As a company that provides emotional experiences of food, the Toridoll Group wants to be the most loved restaurant in the region. Therefore, from April 2022, we established the "Regional No. 1 Store Preparation Room" with the aim of further improving the products and services of all store staff, and started activities targeting Marugame Seimen. .
For example, organizational initiatives such as shifting to a one-store-one-manager system that makes it easier for store managers to secure time for learning, led by the “regional No. 1 store preparation office,” are progressing.
I'm looking forward to it.
In addition, we are redefining the roles of store staff in the fiscal year ending March 31, 2023, and will rebuild the training system and career paths going forward. By improving the working environment and creating an environment that facilitates self-actualization, we will maintain and improve motivation to work.
Efficient recruitment of human resources by recruitment center
At the Toridoll Group in Japan, the recruiting center at the head office centrally manages the recruitment of staff working at our stores, from recruiting to accepting applications. increase.
In addition, through one-stop recruitment using the system of the recruitment center, we will build a system for accepting applicants regardless of location or time, significantly reduce the burden on the site in store management, avoid risks such as information leakage, and implement the PDCA cycle in recruitment. Speeding up is possible.
[This page updated: 2023/01/25] The figures are for FY2021, but some of the initiatives include information for FY2022.
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