Maximizing human potential 5: Designing an engagement survey to drive dialogue
At TIER IV, we are committed to our vision of making autonomous driving accessible to all. But achieving that goal means more than advancing autonomous driving – it also means continuously evolving the systems that support the people who create the technology.
Recently, we’ve been reviewing our policies and practices to create a workplace where employees can more easily embody our core values. Our goal is to create an environment where each individual can maximize their abilities, work in their own way, and collaborate with colleagues from diverse backgrounds while supporting and respecting one another.
This blog series offers a glimpse into how we are reimagining the way people and teams work at TIER IV. In this installment, Eiji Sano of the HR team’s Strategy and Communication Department shares the background behind a company-wide engagement survey and explains how the results are being translated into actionable HR measures.
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TIER IV conducted its first formal, company-wide employee survey in July, 2025. Before then, team members had conducted informal surveys voluntarily to drive improvements. However, until last year, a proper framework had not been established to conduct official surveys and connect those insights to specific improvement plans involving the management team.
With a workforce of about 500 employees and plans to onboard about 100 more annually, TIER IV is scaling rapidly. To maximize the value of each employee's talent during this period of rapid growth, we recognized the need for comprehensive reform through various HR initiatives, such as our Total Rewards system, organizational realignment, talent development and guidelines on side employment.
We conducted an engagement survey to coincide with the launch of these initiatives. Collecting employee feedback at this crucial stage allows us to measure the impact of our HR measures and continuously improve them.
A bespoke survey
The term “engagement survey” sounded too impersonal, so we decided to select an appropriate name first. To foster a sense of ownership – that this is our survey to change our company – we settled on TIER IV Plus Survey.
We set out to create something unique to TIER IV, rather than using a generic template. We developed the content by capturing real issues raised by a committee of representatives from each department. We also displayed posters to encourage participation, and thanks to the efforts of leaders in each department, we achieved a high response rate of over 90%.
We view this survey as a tool for dialogue with our employees. We received over 600 free-text comments, every single one of which was reviewed by management and HR. We analyzed the data in depth to understand why certain scores were low, and shared our findings at an all-hands meeting. We provided candid feedback, including cases where a specific initiative is needed to address an issue, but clear reasons prevent its immediate implementation. We believe that openly sharing not just the positives, but also the difficult realities, is characteristic of TIER IV's communication style.
Analyzing the issues
Analysis of the survey results identified four priority areas and clarified the actions we need to take.
Evaluation, compensation, and goal setting
We are refining our Total Rewards system to ensure greater transparency and alignment between performance, goals and compensation.Career development and opportunities for skill growth
We are introducing a talent development platform and an internal job-posting system to better support career progression within the company.Cross-organizational collaboration
As the company grows, structural barriers can emerge between teams. To address this, we established regular meetings for department heads to share management strategy and launched a Slack channel to encourage peer recognition.Workforce diversity
We are advancing Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives, including support for women's advancement and non-native Japanese speakers.
On the last point, we established a DEIB Committee in 2025 and developed a five-year roadmap to steer implementation of the initiatives. Our approach is built on three pillars:
Creating a globally competitive working environment
Supporting the development and retention of high-performing talent
Strengthening inclusive leadership and organizational capability
To ensure these initiatives are more than just corporate slogans, we have linked them to targets set by Japan’s Ministry of Health, Labour and Welfare.
As introduced in the first installment of this series, TIER IV is transitioning from a stage where management was largely face-to-face and visible, to one shaped by rapid growth and greater organizational complexity. Dialogue with employees plays a critical role in shaping our culture.
We are using the survey results to inform a range of HR and company-wide initiatives. Rather than treating the survey as a one-time data exercise, we are committed to listening carefully and making steady improvements, with plans to conduct the survey on a regular basis. We are confident this continuous loop of listening and acting will strengthen organizational trust and help maximize the potential of our people and business.
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TIER IV is always on the lookout for passionate individuals to join our journey. If you share our vision of making autonomous driving accessible to all, get in touch.
Visit our careers page to view all job openings.
If you’re unsure which roles fit your experience, or if the current job openings don’t quite match your preferences, you can register your interest here. We’ll contact you when a suitable role becomes available and arrange an informal interview.
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