hr project of canon
TRANSCRIPT
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TRNG I HC KINH T- TI CHNH TP.HCM
---o0o---
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
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