HR project of Canon

8/10/2019 HR project of Canon

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TRNG I HC KINH T- TI CHNH TP.HCM

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GROUP PROJECT

GROUP 6:

1. BI LAN ANH

2. NGUYN HONG MDUYN

3. NGUYN TRN HNG GIANG

4. HUNH THHNG O

5. BIN CNG DANH

Ging vin: ng Thanh Thy

Nguyn Thy Giang


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CATALOGUECATALOGUE .......................................................................................................................... 1

I. INTRODUCTION ABOUT CANON CORPORATION ............................................... 21. HISTORY .............................................................................................................................. 2

2. PRODUCTS ........................................................................................................................... 2

3. CANON COMPANY IN VIETNAM .......................................................................................... 2

4. ORGANIZATIONAL STRUCTURE OF THE HRDEPARTMENT............................................... 3

II. ANALYSIS JOB IN HR DEPARTMENT OF CANON CORPORATION ............... 4

1. Recruitment job description ............................................................................................................ 4

2. Staff PIC in C&B ................................................................................................................................ 53. Staff PIC in Training section ............................................................................................................. 6

4. OSHC staff, Welfare staff, General staff, Travelling staff ................................................................. 6

III. HR PLANNING .............................................................................................................. 7

1. Company-wide Survey ..................................................................................................................... 7

2. Panel Discussion ............................................................................................................................... 7

3. Selective Training ............................................................................................................................. 7

4. Mentoring System ............................................................................................................................ 8

5. Seminar for Employees Returning from Childcare Leave ................................................................ 8

6. Promoting Employment of Persons with Disabilities ...................................................................... 8

IV. RECRUITMENT & SELECTION ............................................................................. 10

1. Recruitment ................................................................................................................................... 10

A. RECRUITMENT PROCESS....................................................................................................................... 10

2. Selection process ........................................................................................................................... 11

V. TRAINING & DEVELOPMENT ................................................................................. 11

1. Training process ............................................................................................................................. 11

2. Orienting employees : .................................................................................................................... 12

3. Training methods ........................................................................................................................... 13

VI. PERFORMANCE APPRAISAL & COMPENSATION........................................... 15

1. Performance appraisal process ...................................................................................................... 15

2. Consolidation of ISO 14001 Certification ....................................................................................... 15

3. Environmental Performance Evaluation System ........................................................................... 16

4. Environmental Performance Evaluation Process ........................................................................... 16

VII. BENEFITS AND SERVICES .................................................................................... 17

VIII.

CONCLUSION .......................................................................................................... 18

IX. REFERENCES: ............................................................................................................ 18


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I. Introduction about Canon Corporation

1. History

Canon Inc. is a Japanese multinational corporation specialized in the manufacture of imaging

and optical products. Its headquarters are located in Ota, Tokyo, Japan. Canon has a primarylisting on the Tokyo Stock Exchange and is a constituent of the TOPIX index. It has a

secondary listing on the New York Stock Exchange.

The company was originally named Seikikgaku kenkysho(jpn.

, Precision Optical Industry Co. Ltd.). In 1934 it produced the Kwanon, a prototype for

Japans first-ever 35 mm camera with a focal plane based shutter. In 1947 the company name

was changed to Canon Camera Co., Inc., shortened to Canon Inc. in 1969. The name Canon

comes from Buddhism, of Buddhist bodhisattva Guan Yin, in Japanese, previously

transliterated Kuanyin, Kwannon, or Kwanon in English.

By the year 1970, Canon has a turnover of 44.8 billion yen with more than 5,000 employees.

However, the oil and the dollar crisis, plus the problem of component electronics computer

screen substandard in 1974 that made Canon falls on difficult times. In the first half of 1975,

the company could not pay dividends to shareholders and this was the first time this incident

took place since the Canon became a public company. In 1976, Canon introduced the PremierCompany Plan, an ambitious strategy helped Canon transform themselves into an "excellent

company globally". The firm set of vertical business groups, establish manufacturing

processes and systems sales horizontally. This plan has helped Canon finally come out and

begin a period of strong growth.

2. Products

Canon manufactures consumer imaging products including printers, scanners, binoculars,

compact digital cameras, film SLR and digital SLR cameras, lenses and video camcorders.

3. Canon Company in Vietnam

Canon has been in Vietnam since the early 1980s through authorization of the distributors. In

the past 10 years, Canon has set up four manufacturing plants as well as Canon Marketing

Vietnam. Canon Marketing Vietnam operates under the guidance and support of Canon Asia

Marketing Group and Canon Singapore, headquarter for Canon's South and Southeast Asia.


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4. Organizational structure of the HR department

HRDepartment

HR

Recruitmentjob

description

StaffPIC inC&B

StaffPIC in

Trainingsection

Generalaffairs

OSHCstaff

OSHCstaff

Generalstaff

Travellingstaff


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II. Analysis job in HR department of Canon Corporation

1. Recruitment job description

The job Responsibilities Requirements

Staff

recruitment

PIC

Make and implement the recruitment plans to meet the

requirements of manpower from the departments as

well as PR activities to image up CVN.

Build up and follow up the recruitment procedure such

as advertising; collection of CV; test & interview;

health check and salary negotiation with the

candidates...

Find the best way to improve recruitment activitiessuch as presentations at universities/colleges/provinces;

participation of job-fairs and advertisements on

newspapers/internet/...

Train the junior staffs about the HR system.

Keep liaison with the universities/colleges and

provinces; the local authorities for recruitment activity.

Recommend to the Superior any creative idea toimprove performance of the dept.

Possibility to

work for

company for a

long time and can

work under high

pressure.

Well-organized

mind and ability

to make plan for

company

recruitment

activities.

Be in charge of

making reports

and analysis tohave proper

actions.

Be sure of the

subordinates

works performed

well.

Be incoordination with

the other team in

the room and the

division in the

relevant works.

Ability to

communicate and

Female

Operator

Recruitment

PIC

Make and implement the recruitment plans to meet the

requirements of manpower from the departments such

as recruitment activities directly in CVN or Provincial

Recruitment Activities.

Build up and follow up the recruitment procedure such

as advertising (if any); collection of CV; test &interview; health check.

Regularly keep contact with provinces or local

authorities for provincial female recruitment activities.

Be involved with the legal issues related to the

recruitment activities.

PIC in

Vocational

Make plan for receiving students from Vocational

school to have workexperiencing in company.


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student

Project

practicing

Contact with Vocational school to receive students for

getting workexperiencing in company.

Have co-ordination with teachers and staffs from

Departments to manage students during the timepracticing in company.

presentational

skills in public.

2. Staff PIC in C&B

The job Responsibilities Requirements

Staff PIC in

Salary

Calculation

Salary calculation/compensation & benefit/welfare

settlement...

Calculate personal income tax and draw the balance

sheet...

Popularize companys policies (work shift/personal

account/other policies). Make related reports.

Salary and bonus recommendation.

Careful, good

communication

skill.

Good

computerization

skill.

Can work

longer for the

Company and

under high

pressure.

Good

organizing

skills and

analyzing skills

is the

advantage.

Staff PIC in

Contract

for CVN

Employee

Labor contract management.

Labor contract and salary instructions for new comers.

Control contract end / termination procedures.

Make related reports.

Staff PIC in

social

Insurance

Do social insurance contribution.

Deduct the salary for social insurance payment and

registration.

Sickness, health check and medical check cards.

Supervising and managing maternity.

Make related reports.


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3. Staff PIC in Training section

Responsibilities Requirements

Make and implement training plan to improve

knowledge & skills for employee.

Make sure plans meet the deadline.

Follow & assess quality of performed training Programs.

Propose effective methods to enhance the quality of

training Programs.

Organize training events.

Prepare equipment & documents for training Programs

& Events.

Orient internal regulation & rules for new staffs.

Well organized mind &

good ability of making plan.

Good skill of analyzing &

assessing issue.

Use well Microsoft words &

excel.

Be responsible, Enthusiastic,

self - confident, good health

and can work under high

pressure.

4. OSHC staff, Welfare staff, General staff, Travelling staff

Name job Responsibilities

General

requirement

s

Specific

requirement

OSHC

staff

-

Make plan, implement OSH activities infactory and all company.

- Organize training, remind employees

about traffic safety, labor safety.

- Follow, manage obedience of safety

regulation; Follow, deal with related issue

if any.

-

Organize health care activities in thefactory.

- Prepare report, organize regular monthly

or quarterly meeting to present about 5S

and safety activities carried out in the

factory or company.

-

Possibilityto work

for

company

for long

time

-Be able to

work ingroup

-Dynamic,

creative,

enthusiasti

c in job.

-Ready for

new

-

Good dataanalytic,

combined ability.

- Good

presentation.

- Good computer

skills, especially

excel and power-point.

- Ebullient, easy-

going, good

communication,

good organized

mind.

- Careful with

Welfare

staff

- Control, ensure the meal quality for all

employees.


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- Make plan and implement events or

welfare activities for all employees such

as communication support program, fresh

summer, anniversary party...

challenge. data. Good excel

skill and good

situation

handling.

- Amiable, priority

for those who

have experience

working in state

administrative

companies.

Travelling

staff

- Control reception group, entertain guests.

- Control staff bus or bus for experts.

- Manage issues related to Japanese experts

such as hotel, apartment.

- Handle administrative issues related to

Visa, passport, work permit or document

for employees who have training

domestic or overseas.

III. HR planning

1. Company-wide Survey

In March 2013 Canon Inc. conducted a company-wide survey, asking approximately

10,000 randomly selected employees for their opinion on the promotion of success for

women, to find out how employees are conscious about this issue in the workplace and

then reflect the feedback in future measures implemented by VIVID. During the seven-

day survey period, 86% of those selected responded, indicating the high degree of interest

in this issue.

2. Panel Discussion

A panel discussion based on the results of the company-wide survey was held at our

Shimomaruko headquarters in May 2013. A total of 542 employees, mostly managers and

female employees from the Keihin district, took part.

3. Selective Training

Twenty-six female employees were selected to take part in women's leadership training

for the first time in March and April 2013. Between July and December, 21 participants

from the previous year worked on more advanced challenges and made presentations to

executive management, further building their knowledge and experience of professional

leadership.


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4. Mentoring System

We have implemented a mentoring system in which managerial staff at the general

manager level or higher from other headquarters serve as mentors to female employees

that have completed the women's leadership training program. In 2013, 25 mentors joinedthe program.

5. Seminar for Employees Returning from Childcare Leave

To help employees remain motivated and active during the childcare years, Canon Inc.

has introduced a seminar for employees returning from childcare leave and their

supervisors. In December 2013, 23 employees took part in the first seminar held at our

Shimomaruko headquarters.

6. Promoting Employment of Persons with Disabilities

Respecting the ideal of normalization* advocated by the United Nations, Canon actively

employs persons with disabilities. In order to ensure a comfortable workplace for all, in

addition to improvements to facilities, such as greater barrier-free access, Canon Inc. also

holds hearings to review departments where employees with disabilities have been

assigned.

We plan to continue such initiatives so as to expand employment opportunities forpersons with disabilities.

Canon establishes environmental goals and monitors its progress on a yearly basis. Initiatives

are continually undertaken to reach these goals, which focus on minimizing lifecycle CO2,

raw materials/use CO2, and the energy consumption at operational sites. Targets have also

been set at our operational sites for reducing waste generation, water usage, and chemical

emissions, with ongoing steps being taken to improve on them.

2013 Environmental

Goals2013 Results

20142016 Mid-Term

Environmental Goals

Lifecycle

Improve lifecycle

CO2 emissions by 3% per

product (compared to

2012)

6.3%

improvement

over 2012

Improve lifecycle

CO2 emissions by 3%

per product (annual

average compared to

2013)


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Production

Improve raw

materials/use

CO2 emissions by 3% per

product (compared to

2012)

3.3%

improvement

over 2012

Improve raw

aterials/use

CO2 emissions by 3%

per product (annualaverage compared to

2013)

Operational

sites

Improve energy

consumption basic unit at

operational sites by 1.2%

(compared to 2012)

3.9%

improvement

over 2012

Improve energy

consumption basic unit

at operational sites by

1.2% (annual average

compared to 2013)

2013 Environmental

Goals2013 Results

2014 Environmental

Goals

Improve total waste

generation basic unit at

operational sites by 1%(compared to 2012)

2.8%

improvement

over 2012

Improve total waste

generation basic unit at

operational sites by 1%(compared to 2013)

Improve basic unit of

water usage for

production by 1%

(compared to 2012)

4.1%

improvement

over 2012

Improve basic unit of

water usage for

production by 1%

(compared to 2013)

Improve emission basic

unit of controlled

chemical substances by

1% (compared to 2012)

1.2%

improvement

over 2012

Improve emission basic

unit of controlled

chemical substances by

1% (compared to 2013)


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IV. Recruitment & selection

1. Recruitment

a. Recrui tment process

The quality of resources ensures the quality of the product. At Canon, recruitment is an

extensive process to explore and hire the right talent by exploring diverse methods. For

each position within Canon, there is a job description listing the competencies required for

that role. Various methods of assessment are used to ascertain the level of competence

relevant to the role that an individual is applying for.

Recruitment: The process of attracting individuals in sufficient numbers with the right

skills and at appropriate times to apply for open positions within the organization

About the Canon Company, if you want to apply for, there are some general requirements:- Candidates who graduated from University upwards have to use English or Japanese in

communicating and daily work. Do not accept candidates who cannot communicate in

English.

- Recruitment procedure based on Canons criteria, we will not reply any questions

related to recruitment decision.

The candidates applications have to include:

- Application letter in English (Japanese) & Vietnamese, clearly written Job code,

contact telephone number, experience, age.

- CV in English (Japanese) & Vietnamese was confirmed by local authority.

- Canon recruitment form

- Copy of degree, academic transcript, certificate and ID card.

- Health check certificate within latest 6 months.

-Copy of Certificate of Birth.

- 4 pictures (passport side) taken within latest 6 months.

- Copy of documents will be accepted and hand in complete documents in the first

working day.

To be considered for job opportunities in Canon, you can simply submit your application

electronically via the email. Complete the application form and then send to the email

provided on the company website. Or you can submit application files directly at the Security

Gate in Canon or through post office


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2. Selection process

Selection:The process by which an organization chooses from a list of applicants the person

or persons who best meet the selection criteria for the position available

Human Resources at Canon will review your resume and cover letter. About two weeks after

you apply for a job, you will receive a letter via e-mail regarding our decision. If you are

selected, you will be invited for a first round of interview that will take place face-to-face or

by telephone. During these interviews we will be assessing your knowledge and experience

against the criteria listed in the job description. They also give you a good chance to get to

know us better and ask us all of your questions.

If you are successful in your interview, we will invite you for a next round within about twoweeks after your first interview. In this round we are assessing your personality, behavior and

competencies. Depending on the position a psychological and ability test may be part of the

program.

V. Training & development

1. Training process

To encourage and motivate employees, Canon Inc. has set up a training plan, providing skillsand knowledge for staff to perform their tasks completed.

According to Canon. Inc. In 2013, in addition to our conventional training programs, we

provided training programs to line managers and all general employees:

Line managers (evaluators), we carried out active leader's program (ALP) training on

101 occasions for 2,676 line managers. This training focused on not only fair and just

evaluations, but also the importance of communicating in a convincing manner. General employees (evaluates), we provided my action program (MAP) training on

364 occasions for 19,065 employees, with a focus on making improvements by

reviewing communication with supervisors during interviews and day-to-day

activities.

Any training program always has with procedures specified.

Step 1: Training Needs Analysis- Identify the specific job skills


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- Analyze the needs of trainees

- Develop specific, measurable knowledge and performance objectives

Step 2: Instructional design

- Compile and produce the training program content, including workbooks, exercises,

and activities

- Use techniques such as on-the-job training and computer-assisted

Step 3: Validation

- Validate the training program by presenting it to a small representative audience

Step 4: Implementation

- Train the targeted employee group

Step 5: Evaluation and follow-up

- Assess the programs success or failure

2. Orienting employees :

Direction of experienced staff or who have the ability to conform to a higher position. Canon.

Inc. has organized courses for level of Manager aims to combine the right people for the right

jobs, promote internal human resources and bring greater vitality to the company. Course

anonymous stimulate growth for employees and help employees review their own goals andlife plans


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Sources :http://www.usa.canon.com/cusa/about_canon

3. Training methods

a. Lectures :

Development of Manufacturing Human Resources:

As the company selected the excellent people who achievements over many years, they have

experience in parts, different positions. The company selected and trained these people have

skills such as presentation, ability to express themselves The purpose of faculty and

communicated to subordinates in the department

Canon. Inc. plan to continue such initiatives, including the Global Skills Testing Program, not

only in Asia, but also at our production bases in Europe and the United States to establish a

truly global approach to human-resource development at Canon.

Sources :http://www.usa.canon.com/cusa/about_canon

b. Training abroad :

In order to help employees acquire language and international business skills, Canon Inc. has

established a system to allow employees to gain overseas work experience early in their
http://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canon


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careers. Canon Inc. has instituted a system for technical employees since 1984, called the

Overseas Study Program for Technicians. The program is intended to develop technicians

who can function internationally, as well as enable them to acquire technologies that could

become essential to Canon in the future.

c. Developing Globally Minded Personnel :

Canon has invited all managed from the leaders of the subsidiaries are located in countries to

the Tokyo conference. They can exchange their experiences improve the management level

1. Management development :

When evaluating the performance of managers. They are based on:

Assess the companys strategic needs

Appraise the managers performance

Develop the managers (and future managers)

2. Evaluating the training program :

Certification and Award Programs

The aim is to reward and encourage employees to achieve outstanding achievements. Forexamples:

The Canon Meister (Multi-Skilled Worker) Award Systems for specialties thatcontribute to superior production

The Environment Award in recognition of excellent environmental practices.

Awards President's Canon in order to reward companies, departments, groups and

individual workers made major contributions to the development of the company's

activities or its products.


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VI. Performance appraisal & compensation

1. Performance appraisal process

Based on work objectives have been established, they evaluated the results that was be

achieved by 2 ways:

Percent 0% 20% 40% 60% 80% 100%

Point 0 2 4 6 8 10

2. Consolidation of ISO 14001 Certification

Canon has been creating environmental management systems (EMS) and acquiring ISO

14001 certification at operational sites both inside and outside Japan since 1995. After

initially establishing and implementing EMS at individual operational sites, since 2004 we

have striven to gain consolidated ISO 14001 certification to ensure appropriate decision

making from an optimal Group-wide perspective, utilizing environmental data compiled from

all operational sites. This objective was achieved for manufacturing and marketing

subsidiaries inside and outside Japan in 2007.

As of December 2013, Canon Inc. and 127 Group companies (total of 128 companies) in 40

countries and regions worldwide were covered by the consolidated ISO 14001 certification.

We will continue to check and improve our environmental management systems by

Define the job and its standardsStep 1

Measure employees performance against these standardsStep 2

Provide feedback to the employees so that they can improve theirperformanceStep 3


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conducting internal and external audits as well as inspections by top management.

3. Environmental Performance Evaluation System

Canon utilizes consolidated performance evaluations to assess management conditions at

individual products operations and Group companies. Since 2001, these evaluations have also

incorporated an environmental performance evaluation system.

Environmental performance evaluations are carried out by the Global Environment Center,

under the supervision of the director in charge of the environment, according to a point

system in which achievements of individual products operations, manufacturing and sales

companies are evaluated based on the established criteria linked to the environmental goals.

These environmental evaluations account for approximately 10% of the overall consolidated

performance evaluation. Results are announced to the Group every six months.

4. Environmental Performance Evaluation Process


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VII. Benefits and Services

At Canon Business Process Services (CBPS), youll get more than a paycheck. Our extensive

employee benefits package provides financial protection and peace of mind for our

employees and their families. Full-time and part-time employees working 30 hours or moreper week on a regularly scheduled basis are eligible to participate in CBPS benefit coverage.

Medical: CBPS provides several comprehensive and cost-effective medical plans where

CBPS and its employees share the cost of coverage. You have a choice between two PPOs; in

California, there is a choice between two Kaiser HMO plans.

Prescription Drug Coverage:The prescription drug discount program has access to more

than 59,000 retail pharmacies nationwide.

Dental Insurance:We offer our employees the option of choosing between two different

dental plansa PPO and a DMO.

Vision Coverage:CBPS offers vision coverage to its employees, covering exams, lenses,

frames and contacts.

Disability Insurance: CBPS provides you with both short-term disability and long-term

disability coverage at no cost to you.

Life and AD&D Insurance:CBPS also provides basic life insurance and basic accidental

death & dismemberment insurance coverage at no cost to you.

Domestic Partner Eligibility:In order to meet the needs of our diverse population, we offer

domestic partner (same and opposite sex) benefit coverage.

Time Away:CBPS recognizes that life can be hectic, and we encourage our employees to

take time to decompress and enjoy life. For this reason, we offer the following:

Paid Time Off (PTO)

Holiday Pay

Retirement Planning: CBPS offers a 401(k) saving and investment plan to most full-time

and part-time employees. The plan helps our employees save for retirement on a pre-tax basis

and build up their savings.


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Employee Assistance Program:This program is available 24 hours a day, 7 days a week so

employees can speak with a professional who can help with a wide variety of personal and

family issues. All assistance is completely confidential.

VIII.

Conclusion

Canon has been creating environmental management systems (EMS) and acquiring ISO

14001 certification at operational sites both inside and outside Japan since 1995. After

initially establishing and implementing EMS at individual operational sites, since 2004 we

have striven to gain consolidated ISO 14001 certification to ensure appropriate decision

making from an optimal Group-wide perspective, utilizing environmental data compiled from

all operational sites.

As of December 2013, Canon Inc. and 127 Group companies (total of 128 companies) in 40

countries and regions worldwide were covered by the consolidated ISO 14001 certification.

They have a management system successful and effective.

IX. References:

http://www.canon.co.in/personal/web/company/about/careers

http://www.canon-vn.com.vn/en/recruitment_policy.html

http://ca.linkedin.com/pub/nadine-nabhan/50/5a5/5b7

http://www.canon-vn.com.vn/vn/recruitment_policy.html

https://www.hrapply.com/jobs-cbps-

ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.vie

w.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=re

set

http://www.canon.com/csr/human_rights/diversity.html

http://www.usa.canon.com/cusa/about_canon
http://www.canon.co.in/personal/web/company/about/careershttp://www.canon.co.in/personal/web/company/about/careershttp://www.canon-vn.com.vn/en/recruitment_policy.htmlhttp://www.canon-vn.com.vn/en/recruitment_policy.htmlhttp://ca.linkedin.com/pub/nadine-nabhan/50/5a5/5b7http://ca.linkedin.com/pub/nadine-nabhan/50/5a5/5b7http://www.canon-vn.com.vn/vn/recruitment_policy.htmlhttp://www.canon-vn.com.vn/vn/recruitment_policy.htmlhttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttp://www.canon.com/csr/human_rights/diversity.htmlhttp://www.canon.com/csr/human_rights/diversity.htmlhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.usa.canon.com/cusa/about_canonhttp://www.canon.com/csr/human_rights/diversity.htmlhttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttps://www.hrapply.com/jobs-cbps-ph/AppJobView.jsp?link=14597&page=AppJobList.jsp&skimSessionName=com.hrlogix.view.cont.table.cs.req.JobListTable&skimName=requisition.requisition_id&skimNdx=0&op=resethttp://www.canon-vn.com.vn/vn/recruitment_policy.htmlhttp://ca.linkedin.com/pub/nadine-nabhan/50/5a5/5b7http://www.canon-vn.com.vn/en/recruitment_policy.htmlhttp://www.canon.co.in/personal/web/company/about/careers

Documents

HR project of Canon