Story of WDB Group

In April, 2002, considering global growth, they opened the first overseas office in Shanghai. Just then, they came to be able to use Roman letters for the business name registration in Japan. Nakano does not miss an opportunity without being afraid of a change. In November 2002, when a revised law was enforced, he changed a company name to "WDB" from "WORK DATA BANK".
Originally the new name called "WDB" was a familiar thing for both an employee and a customer because we used a logo "WDB" which took an initial of "WORK DATA BANK".
No matter which to be "WDB" or "WORK DATA BANK", the creed as the company and the way to go do not change. This year, sales of the researcher dispatch grew up to become as same as the sales of office worker dispatch.

Although the company's temporary staffing of researchers business was growing steadily, other problems were occurring. The dissatisfaction of temporary staff who felt insecure about their future as temporary workers and who wanted to become permanent employees began to surface. There were cases where our staff was pulled out by a specified dispatched company (working as a regular employee of a temporary staffing company) because they could become a regular employee.
Naturally, there was a voice saying that "WDB should also work on a specified dispatched." However, the financial burden of hiring temporary staff as regular employees and the management risk is high. The debate continued nightly as to whether they should still do it, and if so, now was the time to do it, but Nakano's answer had been decided. We cannot leave the problem in front of us as it is. Otsuka had the same thought.
In January 2004, a specified dispatch agency, WDB Eureka (WDB Eureka company), was established. The founding members were Kuzuhara, Taniguchi, and Suhara. Together with Sasaura, these three were central to the expansion of research worker dispatching. While many specified dispatch companies are hiring mid-career workers, Nakano was thinking of a new service that would hire a large number of new graduates. The founding members traveled around the country calling on students to join them in building a new company. As a result, many of them who sympathized with the message gathered.
The next step was to secure a workplace for them. We must live up to their expectations. What saved the founding members was the relationship of trust they had built with their business partners. Many companies appreciated the full-time temporary staffing service, and they were willing to accept the new graduates.

However, there was a dilemma in specified dispatch temp staffing. Once a staff member starts working at their place of dispatch, they never get to see other members of the research staff within the agency. That is to say, they could not build their career the same way as a full-time employee could at their place of dispatch. While the three had built a place where members of staff could meet up regularly, it ended up being only a formality. Over time, this created dissatisfaction and a sense of irritation that nothing could be done amongst the research staff. Nakano finally exploded. "Do you plan on staying temp staff forever?" What he meant by this was that, while it is not useless to build up experience as a temporary worker, there are limitations, and that staff needed to consider what they were thinking and if they really wanted to face being employees. This event created the opportunity for internal reform, and through a series of ensuing twists and turns, WDB EUREKA Co., Ltd. (current EUREKA Company) gave its answer. This was an exit strategy, in which after five years of improving their skills through temporary employment, the staff themselves could choose the career they desired from these choices: direct employment at place of dispatch, transfer within the group, change of job, or continued dispatch.