KaWaL Diagnostics' "Basic Skills of a Member of Society: Objective Diagnosis" for Effective Training of Younger Employees - We used it in our company [1-on-1 with Younger Employees and Supervisors] -.

What issues does your company face in training young employees and evaluating their abilities? We often hear comments such as, "The current checklist is too abstract and difficult to use," "How can we conduct an effective 1-on-1? How can we conduct effective 1-on-1s?" "Young employees are not convinced by personnel evaluations," and so on. In this session, we will introduce the "KaWaL Diagnosis," an objective diagnostic tool to understand the "basic skills of a member of society" from the perspective of both the young employee and his/her supervisor, to those in charge of training and human resources who have such concerns. The results of the 1-on-1 session will also be presented. What are basic skills for working adults? First, we will explain the meaning and definition of the term basic skills for working adults. We will also touch on the reasons why basic skills for working adults have been emphasized in recent years. Let's start with the basics. Basic skills for working adults is a concept proposed by the Ministry of Economy, Trade and Industry The concept of basic skills for working adults was proposed by the Ministry of Economy, Trade and Industry (METI) in 2006. It consists of three abilities, "the ability to step forward," "the ability to think critically," and "the ability to work in a team," as well as twelve other competencies. Basic Skills for Working Adults: "Basic Skills for Working Adults in the Age of 100 Years of Life In 2006, the concept of "basic skills for working adults" was announced in the context of the "100-year life period" and the "Fourth Industrial Revolution. In light of this situation, the "basic skills for working adults in the age of 100 years of life" were newly defined as the skills required for individuals to remain active at each stage of their lives in their ever-lengthening relationships with companies, organizations, and society. It is positioned as necessary to achieve a balance between purpose, learning, and integration while recognizing oneself and reflecting on the three abilities/elements of the basic skills for working adults in order to carve out one's own career. Ministry of Economy, Trade and Industry / Basic Skills for Working People Back to Table of Contents About KaWaL Diagnostics KaWaL Diagnosis is an objective assessment of basic skills for working adults provided by Change Corporation, which is engaged in human resource development and other businesses. Here is an overview of the KaWaL Diagnosis. What is KaWaL Diagnosis? The KaWaL diagnostic tool diagnoses the three basic skills of a working adult / 12 ability elements from the perspective of both the individual and his/her supervisor (person in charge of training). It is a questionnaire-type assessment tool that enables visualization of young people's abilities by putting them into comparative graphs and charts. The assessment tool uses "specific standards of behavior (performance standards)" as a scale, so it minimizes blurring caused by subjectivity and realizes objective diagnosis. Reference] KaWaL Diagnosis KaWaL Diagnosis is recommended for training young people By conducting the KaWaL Assessment multiple times (after receiving a job offer, after joining the company, at the end of the first year, etc.), you can analyze strengths and weaknesses, growth issues, gaps in perception between the supervisor and the employee, etc., and use the results for "future personal development and career formation" of the employee. In addition, the evaluation of the employee and his/her supervisor (person in charge of training) can be compared with the industry average, enabling an objective understanding of the employee's position in the industry. By conducting multiple assessments and enabling objective self-analysis, the strengths and weaknesses of the individual can be clarified, and abilities that need to be developed can be identified. Back to Table of Contents Basic Skills for Working Adults - Objective Assessment Let's take a look at the content of KaWaL Diagnostics' "Basic Skills for Working Adults Objective Assessment. It is a questionnaire-type test that can be answered quickly and easily, and the results can be checked on the same day. Basic Skills for Working Adults Objective Assessment Contents (Self-Assessment and Supervisor Assessment) The Basic Skills for Adult Workers Objective Assessment contains 36 questions on the three abilities and 12 ability components of basic skills for adult workers (common to both self-assessment and supervisor assessment). By having the supervisor evaluate the employee using the same items as the employee himself/herself, gaps in perception of abilities can be visualized and appropriate training can be provided. In the "self-diagnosis," the user selects the option that most closely resembles his or her daily activities and proceeds to answer the questions. In the "Supervisor Assessment" section, the user selects the option that best describes the current work style of the person being assessed and proceeds to answer the question. Once all 36 questions have been answered, click the "Diagnose" button to complete the process. An example of a question is shown below. The learningBOX members, Hirota, a young marketing department member, and Yoda, a marketing department manager, actually conducted the diagnosis! Inori Hirota, Marketing Department (Young employee) I thought it would be quite difficult since there were 36 questions, but since I could answer them intuitively, I was able to complete it without feeling that much difficulty! Saori Yoda, Manager, Marketing Section (Supervisor) I think I was able to organize my mind as I went through the process of answering the questions about my impression of the actual diagnosis, looking back at Mr. Hirota's usual work style and so on! Results of the objective assessment of basic skills for working adults The results of the Basic Skills for Adult Workers Objective Assessment are easy to read with an intuitive UI, and the score sheet can be checked immediately after the individual is diagnosed. Scores are given for each of the three basic skills and 12 ability components of basic skills for working adults, and comparisons to supervisor assessments and industry averages are also shown in tables and graphs, making it easy to understand the results in an intuitive manner. The intuitive UI and easy-to-read score chart help you understand the results and take action. The purpose of this diagnostic is to find out at what stage of growth the diagnosed person's basic skills for working adults (skills necessary for working as a member of society) are at. The results of the assessment will help the diagnosed person to know what he/she should work on in order to grow in the future. The results of the diagnosis were reviewed by learningBOX members, Hirota, a young marketing department member, and Yoda, a marketing department manager! Inori Hirota, Marketing Department (Young employee) About my impressions of the diagnostic resultsThe tables and graphs are very easy to read, and it is fun to check them! I was able to pick up new discoveries about my strengths and weaknesses, which I had never thought of. Saori Yoda, Manager, Marketing Section (Supervisor) I thought it was especially good that the results of both the individual's diagnosis and the supervisor's diagnosis are clearly shown on the chart. I can immediately see where there are discrepancies. Back to Table of Contents Basic Skills for Working Professionals Use Objective Diagnosis for 1-on-1 The Basic Skills for Adult Workers Objective Assessment is conducted from the perspective of both the employee and his/her supervisor (person in charge of training), which allows us to quickly identify gaps in perception between the supervisor and the employee and clarify abilities that need to be developed. The results of the assessment can be used to implement effective 1-on-1s. The following is a report of a 1-on-1 between Mr. Hirota, a young employee of the Marketing Section, and Mr. Yoda, a manager of the Marketing Section. Let's align our perceptions of action standards that are misaligned. In the performance report, if there is a gap between the supervisor's and the employee's perceptions, an item titled "Competence Factors with Gaps with Supervisor" will be displayed. This allows you to see at a glance the gap between the supervisor's and the employee's perception of his/her usual behavior, and to consider the next action for his/her growth. Let's encourage young employees to develop their abilities by eliminating the gap through a 1-on-1 meeting between the supervisor and the employee. From actual diagnostic results Actual 1-on-1 Hirota (younger staff) works at the head office in Hyogo Prefecture, while Yoda (supervisor) works in Tokyo, so the 1-on-1 was conducted online Yoda (supervisor): You mentioned that there was a gap in "planning ability. I think we understand that it is important to set goals in order to move things forward. From there, let's start by communicating with the people involved to have a common understanding of the goal we are aiming for! Hirota (Younger staff):Yes, that's right. There have been times when there has been a gap in perception with the goal I have in mind, so I would like to start with that in mind! Yoda (boss):Once you have a common understanding, let's break down the work and clarify what needs to be done to achieve the goal. If you have any problems or don't understand something, please call on me for support at any time! Let's identify our strengths and weaknesses and the actions we need to take. The performance report displays three items each of "Strengths" and "Weaknesses" of the person to be diagnosed, which are extracted based on the results of the supervisor and self-diagnosis. The chart also allows comparison with the "group average" within the same department, so you can objectively grasp where you stand. Supervisors will be able to provide feedback on the subject's daily behavior, rather than a vague image. From the actual diagnostic results: Strengths items From the actual diagnosis: Weaknesses Actual 1-on-1 Yoda (supervisor): Let me start with your "strengths." In terms of "flexibility," you do not stick to your old ways, but flexibly change your ways depending on the situation. I think it is also wonderful that you try to understand the background of the other party's position and arguments as much as possible and find a compromise between the two parties, especially when there is a conflict of opinions! Hirota (Younger staff):Thank you very much. I try to think from the other party's point of view as much as possible and try to make the work go well. Yoda (supervisor):That is a very good attitude! In order to grow further, once you accept the differences in other people's ways of thinking and values, why don't you try to incorporate and utilize what you don't have in that new way of thinking? Hirota (Younger staff):I will put it into practice! Regarding the "weakness" of creativity, I feel that I am lacking in this area. I enjoy researching various things that interest me, but... Yoda (supervisor): Yes, the scope of our work is very broad, and of course there are some subjects that don't interest me very much. We cover a variety of subjects in our study sessions, but why don't you keep up to date with the latest trends and technologies, and share your own perspectives with those around you? Hirota:Yes! I will always be conscious of broadening my perspective and ideas, and I will do my best! Visualize your growth by comparing with past diagnoses! By performing multiple diagnoses, you can compare the results of each of the supervisor and self-assessments with the results of past diagnoses, visualizing growth in each of the three competencies/elements of the 12 competencies, and clarifying the results and challenges of training. Continuous assessment is necessary to implement the PDCA cycle of the training plan. It is possible to regularly check whether the abilities that need to be developed are really being acquired, and link this to the next action. From actual assessment results: Comparison with past assessments *Actual 1-on-1 Yoda (Supervisor): "Problem-finding ability" seems to have dropped slightly, but looking back from the previous diagnosis, how has it been? Hirota (Younger employee) : I feel that we have been so busy with our daily work that we have not been able to have a viewpoint of "what can be improved" and "how to improve next time. Yoda (supervisor): It was a hectic time. It takes a lot of effort to identify the cause of an issue and try to solve it, even if there is an issue. As you said earlier, when you are faced with an issue, try to put it into practice by thinking about what the root cause of the issue is in your own way, with the viewpoint of "Is there anything I can improve?" and "How can I improve next time? Inori Hirota, Marketing Section (Young employee) It was refreshing to learn about my current basic skills as a working adult "objectively" since the results were not only my own, but also my boss's. Also, by actually doing the 1-on-1 while looking at the results, I was able to visualize what I should do next! It was also good that I was able to visualize what I should do next by actually doing the 1-on-1 while looking at the results! Saori Yoda, Manager, Marketing Section (Supervisor) Unlike conventional diagnostics, objective indicators were presented, and I think this allowed us to talk more concretely in 1-on-1s while reflecting on our daily actions. I felt that this is a tool that can be useful for young people's self-development and career development, and I would definitely like to make use of it in the future! Back to Table of Contents Incorporate Objective Indicators in Human Resource Development We hope you enjoyed this report on KaWaL Diagnosis, an objective diagnostic tool for understanding basic skills of working adults, including feedback from LearningBOX members. Objective data is indispensable to accumulate know-how when human resource development is successful or unsuccessful. By accumulating objective and quantitative data on human resources, we can sublimate the activities of training young people into company assets (training know-how). If you want to strengthen the training of young employees in your company or organization, please use "learningBOX ON," which provides several training contents that are essential for your company. The "KaWaL Diagnosis" is also included, and a free trial course (the free version allows you to try out some of the KaWaL Diagnosis features) is also available. For information on how to register, please see this article. If you have not yet registered for "learningBOX," we also offer a free plan that allows up to 10 users to use almost all functions (excluding paid options) for free and indefinitely. For more information on KaWaL diagnostics, please visit this page. ▼ We also recommend this page! Also read Back to Table of Contents
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Notes on the Ver. 2.24 release

Thank you for your continued support of our services. learningBOX Ver. 2.24 is scheduled to be released on Wednesday, December 6, 2023, and with the Ver. 2.24 release, the stable/recent version of the generator of quiz and test materials will be automatically updated to "QUIZ -6.1.0" will be automatically updated. Please note the following two points in connection with this update Customization of Quiz and Test Materials *This information is for customers who have subscribed to QuizGenerator license. Customizations (CSS, Javascript, and system languages) currently applied to quiz/test may no longer be reflected. In order to continue applying your current customizations after the renewal, please implement the following settings in advance. ■Configuration Procedure 1) Open the contents management screen. (2) Click the gear icon in the upper left corner of the screen and select "Generator Version Management". (iii) Set the API name of QUIZ to "QUIZ-5.16.23". (4) Click "Save" at the bottom of the screen. *Note that we have been developing a simplified element specification for the customization part since "QUIZ-6.1.0" and later. This development is scheduled to be applied to future updates of the generator. With the updating of the generator, it may be necessary to reconfigure the customizations (CSS, Javascript) that have been set. Please be aware of this. Suspension and Resumption of Quiz and Test Materials This is for customers who are using the "Suspend/Resume" function for quiz/test materials, If you convert the generator to "QUIZ-5.xx.xx", you will not be able to resume from the point of interruption before the conversion. Please be careful when changing the generator. You can check the generator of each quiz/test material by following the procedure below. (1) Open the contents management screen. (2) Click on "Courses". (3) Right-click on the quiz/test material and move the cursor to "Information" at the bottom of the menu that appears. The following image is displayed, and you can check the information of the generator of the relevant teaching material.

Memorization Strategies
How to Create a Workbook Online

The key to memorization lies in "repetition," or repeated study. Fill-in-the-blank questions (mushikomi questions), which are often utilized in qualification exams and periodic test preparation, have the advantage that the entire question, including the relationship before and after the answer, can be understood, making it easier to retain the memory. This article details how to easily create and effectively utilize fill-in-the-blanks questions using a Learning Management System (LMS). If you are interested in incorporating fill-in-the-blanks questions in preparation for certification exams, web tests, etc., please read on. Fill-in-the-blank questions that can be easily created by utilizing the tool Fill-in-the-blanks (MUSHIBUKEI) questions are partially blank and require the user to answer with the correct answer. Since it is necessary to match the correct answer set by the question author with the user's answer, the correct answer should be brief and to the point. Although questions can be created using writing software, spreadsheet software, etc., we recommend using a learning management system (LMS) for more efficient question creation, distribution of created questions, and grade management. Back to Table of Contents Introduction to learningBOX LearningBOX is a learning management system that provides all the functions necessary for training and education, such as creating teaching materials, creating questions and tests, distributing, grading, and managing users, and can efficiently create questions in various formats. Creating Fill-in-the-blank questions from the quiz/test creation form With learningBOX, you can easily create Fill-in-the-blank questions in the following 5 steps. Log in to learningBOX Access Content Management in the menu on the left side of the screen *Courses must be created in order to create questions Click on the course you have created to open the hierarchy screen within the course Open the quiz/test creation form by selecting the "+" icon in the upper left corner of the screen > "Materials" > "Quiz/Test" > "Create Quiz Enter a title for your quiz and set options as needed Click the "Go to Edit Question" button at the bottom of the screen and select "Fill-in-the-blanks" from the question format to create your quiz! About the Quiz and Test Creation Form The "Quiz and Test Creation Form" consists of the following two main items. Options: You can set the number of questions, the order of questions, the passing score, the correctness of each question, and other details. Question: Create a quiz/question, if you want to create more than one question, click the "+" icon directly below the question to add more questions. For detailed instructions on how to use the quiz/test creation form, please click here. Utilizing the Worm Notebook Mushiken Notebook is one of learningBOX's teaching material formats, and is a tool specialized for memorization learning. With the ease of a writing software, you can create and edit your own original Mushikibu learning materials by adding Mushikibu enclosure lines to the contents you want to memorize. Mushikibu Notebook can be easily created in the following four steps. This time, as an example, we will create a Mushi-Shoku notebook on Japanese history. Log in to learningBOX Access Content Management Click on the course you have created to open the Hierarchy screen within the course Open the creation form by selecting the "+" icon in the upper left corner of the screen > "Teaching Materials" > "Mushy Notes" > "Create Mushy Notes Copy and paste the above text into the Wormwood Note Creation Form. Advantages of worm-eaten notebooks Quick and easy to make hole-in-the-wall questions Text color and size can be changed, and images can be inserted. Compatible with multiple devices, including PCs, smartphones, and tablets Problems created can be shared with registered users using the user management function of learningBOX. By making good use of the Mushiken Notebook function, you can easily perform "input/output" of contents you want to master through repetitive learning, such as knowledge and skills required for work, and the range of contents that frequently appear in regular tests and qualification exams, on the Web. Please make use of the "Mushi-Eating Notebook" function to consolidate your memory. Back to Table of Contents SUMMARY In this issue, we introduced how to create Fill-in-the-blank questions using learningBOX and its "Mushiki-note" function. Although it is possible to create Fill-in-the-blanks questions using writing software or spreadsheet software, it takes time and money to publish and distribute them, as printing is required and a separate system is needed. This is a major advantage of LearningBOX, which allows for centralized management while reducing man-hours. With the free plan of learningBOX, up to 10 accounts can be used free of charge. Please feel free to try our free plan first. We also recommend you to try this one! Also read Back to Table of Contents

Benefits of Reskilling your Employees

An increasing number of companies are trying to, or are already focusing on, hiring "professional personnel" and training existing employees (reskilling) for the purpose of fundamentally reforming existing businesses to improve productivity and developing and expanding new businesses, including those in DX contexts. On the other hand, securing professional human resources is not easy from the perspective of recruitment costs and opportunities, and by reskilling existing employees, some companies are moving toward new value creation, such as reforming existing businesses or developing new businesses that utilize digital technology. However, there may be many people who are having problems with reskilling, such as repeated failures that do not lead to results, or the term "reskilling" is just a word that is used alone in the company, and concrete ways to promote reskilling are not known. In this article, we will explain the definition of reskilling and how to introduce and promote it in an easy-to-understand manner. Please refer to this article if you are experiencing problems with reskilling or are considering its introduction. What is reskilling? Reskilling is the process of acquiring or having someone acquire the necessary skills to enter a new profession or to adapt to a significant change in the skills required in their current profession. Looking around the world, it is becoming one of corporate strategies, with large investments being made in order to survive. In Japan, the government's "Kotta-no Shiji 2021 (June 2021)" and the Keidanren's "New Growth Strategy (November 2020)" mention the need for digital human resource development and reskilling, and interest in this field is growing in Japan. Difference from Recurrent Education and Re-learning Although reskilling is sometimes confused with recurrent education or relearning, the essence and purpose of the two are quite different. Recurrent education" or simply "relearning" that involves leaving one's job is merely improving one's personal skills to better perform in one's current role. On the other hand, "reskilling" is part of a company's business strategy to create new value. reskilling Recurrent Education Definition. The acquisition of skills and knowledge required for a new job. To repeat the cycle of education and employment throughout one's life Objective To turn existing employees into professionals in their new roles To improve skills to better perform in current roles Subject of learning Company Individuals Why reskilling is attracting attention One of the reasons why reskilling is attracting so much attention is the proliferation and promotion of DX and GX (Green Transformation). Companies are being forced by these influences to make drastic changes in corporate management, from strategies to products and services, and workflows. As a result, not only disappearing jobs but also new jobs and workflows are being created, and it is becoming an urgent need to secure human resources who can handle them. Back to Table of Contents Background of the Need for Reskilling Let's look at the background behind the need for reskilling from the three points of "market trends," "management strategy," and "human resource strategy. Market Trends One major background is the rapid changes in the external environment (market). Three main factors are listed below. Development of technology, especially digital (DX and GX) Trends emphasizing corporate social suitability and social impact, such as SDGs, ESG, LGBTQ, etc. Semi-competitive social transitions due to new coronavirus pandemics, etc. Management Strategies As market trends change, corporate management strategies need to be "management oriented beyond the existing framework. Existing businesses will need to reform their operations and improve operational efficiency through the use of digital technology, while new businesses will need to develop and expand with DX in mind. Human Resource Strategy Given market trends and business strategies, it will become essential to secure professional human resources capable of creating new value. However, it is difficult to recruit and secure human resources for the following two reasons The market is an overwhelming seller's market and there is a chronic shortage of professional personnel. Unless a company has a large budget and strong points in recruiting, it cannot make the hiring of professionals the main focus of its human resource strategy. In other words, rather than hiring new personnel, reskilling existing employees to become professionals is required. Back to Table of Contents What are the advantages of working with reskilling? After taking into account the reasons why reskilling is attracting attention and the background behind the need for it, we will introduce the benefits of actually working on it. Resolving human resource shortages As mentioned in the previous section, it is becoming increasingly difficult to secure professional human resources capable of creating new value. By reskilling existing employees and developing human resources with the skills necessary for the business, it will be possible to secure human resources within the company. Furthermore, you can expect to reduce recruiting costs while eliminating talent shortages. However, compared to recruiting, reskilling existing employees takes time and costs a reasonable amount of money. Improvement of operational efficiency If digital technology can be mastered through reskilling, internal DX will advance, enabling not only time and cost savings through automation and streamlining of existing operations, but also accurate data analysis and centralized data management. By streamlining operations, you will have more time to work on new, more advanced operations, and you can also expect to reduce labor costs by decreasing overtime hours and improving work-life balance. Generation of new ideas By acquiring new skills through reskilling, the possibility of creating new ideas that go beyond the existing framework increases. New skills and ideas will not only lead to the launch and growth of new businesses, but will also contribute to existing businesses, leading to overall company growth. New business initiatives by existing employees who understand the company Even when highly professional personnel are hired from outside the company, there is a risk that they may not fit with the "company itself," such as management philosophy and perspectives, or that they may not work well with existing operations or communicate smoothly with existing employees. By reskilling existing employees who are familiar with the corporate culture and operations, it is possible to reduce the risk and tackle new business. Back to Table of Contents How to proceed with reskilling and what to keep in mind By following the five steps listed below, you can proceed with the reskilling that is now required of companies. STEP1: Set the target scope First, from the management and business strategies, the target job categories for reskilling are defined. It is recommended to divide the target job categories into quadrants based on importance x number of needs, and target job categories in areas of high importance and large number of needs. It is important to prioritize the occupations that will have the greatest impact on creating new value with limited resources. STEP2: Job/Capability Requirements Definition Once the target scope is defined, clarify the job description of the target job and define the necessary capability requirements (e.g., small- and medium-scale project management skills). Once you have defined the capability requirements, subdivide each capability into learning element levels. Developing a training program while incorporating the learning elements included in the capability requirements will help you build an effective reskilling program. STEP 3: Building a Training System The next step is to establish a training system. Building a training system means designing the necessary training programs and learning processes for the goals to be achieved. Since the goals to be achieved through reskilling measures have been determined in STEP 2, let's check the reskilling training system, including the goals of each training program, development of training programs calculated backward from the goals, consideration of pre- and post- measures to promote learning retention, and construction of learning processes that take into account pre-, post- and parallel relationships of learning. Let's check out Riskiering's training system. STEP4: Training Implementation Once the training system is established, the training is implemented according to the schedule. The selection of instructors and the preparation of lectures are extremely important in the implementation of training. Instructors must be familiar with the elements of learning, be able to deliver lectures that meet the learners' motivation and level of understanding, and have the flexibility to respond to sudden problems. With thorough preparation and flexible management, the picture drawn in STEP 3 will come to life. STEP5: Effect measurement and follow-up/advancement of next measures Once a series of Off-JT is completed, we will maximize and measure the effectiveness of Off-JT and promote follow-up OJT. Measuring whether the goals of the reskilling measures and the goals of each training program have been achieved, and separately taking care of any areas that are lacking, including additional Off-JT, improvement of the training environment, collaboration with the site promoting OJT, and monitoring of OJT are effective means of achieving these goals. In addition, the points of improvement identified in said measures and points to be adopted on an ongoing basis will serve as input for the next sophistication of reskilling measures. Back to Table of Contents SUMMARY This article has explained the definition of reskilling, its introduction, and specific promotion methods. Implementing reskilling can result in a variety of benefits, such as reforming existing businesses, resolving human resource shortages, and developing and expanding new businesses, including those in DX contexts. The e-learning system "learningBOX" provides a complete set of functions for creation and distribution of training materials, performance management, and trainee management. The e-learning system, learningBOX, provides a complete set of functions for creating and distributing training materials, managing grades, and managing students. We recommend that anyone can easily build a web-based learning environment. Furthermore, if you combine this service with KaWaL eLearning, which allows you to add a wide variety of training content, you will be able to expand the scope of your training even further. For reskilling measures, we encourage you to use this convenient service for in-house creation of training content. With learningBOX's free plan, you can use up to 10 accounts for free. Please feel free to try it first. This article was written based on useful materials from Change Inc. and supervised by the company. Please check out "Lismore," a service that promotes reskilling and fosters professional human resources, if you are interested in this service through this article. ▼ We also recommend this page! Also read Back to Table of Contents

learningBOX upgraded to Ver. 2.23

Thank you for using learningBOX. Today, learningBOX has been upgraded from Ver. 2.22 to Ver. 2.23. Let us introduce you to the various new features. Recommended New Features AI Assist AI can be used to automatically create quizzes/tests, memorization cards, and analyze reports. We will explain each of these features in detail. 1. automatic quiz/test generation Quizzes and tests can be generated automatically using AI. This makes it easy to add quizzes, and significantly reduces the man-hours and time required to think of quiz drafts. ➡For more information, please refer to "AI Assist - Quiz and Test". 2. automatic generation of memorization cards Using AI, memorization cards can be generated automatically. This allows the creation of keywords and contents to be memorized on memory cards without requiring a lot of time and man-hours for the creator. ➡For details, please refer to "AI Assist - Memorization Cards". 3. automatic analysis of reports An AI-based report analysis function is available. This reduces the man-hours required for scoring on the administrator's side. ➡For details, please refer to "AI Report Analysis". For a list of the new functions added this time, please download and check below. Other For further information or questions, please contact Inquiry Form We will continue to listen to our customers and improve the functionality of the site to make it even more user-friendly. We look forward to your continued support of LearningBOX/QuizGenerator.

A Complete Guide to Knowledge Management Tools

Knowledge management tools are introduced for the purpose of effectively collecting, sharing, and utilizing information such as knowledge, skills, and experience possessed by organizations and individuals. Many companies have released a variety of tools suitable for knowledge management, and many people may be confused about what criteria should be used to select a tool. In this article, we will explain how to select a knowledge management tool and the key points to utilize the tool after its introduction. Please refer to this article when considering the introduction of a knowledge management tool. What is Knowledge Management? Knowledge management (KM) refers to a series of processes in which knowledge, experience, and know-how possessed by individuals in a company or organization are aggregated and shared, and utilized to improve organizational capabilities. Knowledge possessed by a company or organization can be divided into two types: tacit knowledge, which is acquired by individuals through their work (tacit knowledge), and objective knowledge, which is verbalized and documented so that anyone in the company can understand it and share it with the organization (formal knowledge). In knowledge management, it is important to convert tacit knowledge into formal knowledge, which can then be shared and utilized. The SECI Model, a method of knowledge management The SECI (SECI) Model is a typical framework for knowledge management. It is divided into four major steps. Socialization: Process of transferring tacit knowledge through shared experiences. Externalization: Process of verbalizing individual tacit knowledge and sharing it among members. Combination: Process of creating new knowledge by combining expressed formal knowledge. Internalization: Process of acquiring new formal knowledge as tacit knowledge When working on the SECI model, the key to success is to cycle through the four steps. Back to Table of Contents Advantages of Implementing Knowledge Management Tools The two main benefits of implementing a knowledge management tool are to "improve operational efficiency" and "prevent the creation of a workforce that belongs to a particular organization. Communication and knowledge sharing within the organization will be facilitated, which is expected to improve productivity and achieve sustainable growth. Let's review the two benefits below. Improved operational efficiency In terms of streamlining knowledge management operations, the following benefits can be achieved Improved searchability: Access to the database makes it easier to retrieve necessary information and reduces work time. Avoid duplicate work: It is possible to check if information already exists, thus preventing duplicate registration and updating of information. Enhance teamwork: Information can be easily shared and collaborated. When multiple members are involved in the same project, immediate sharing of information and exchange of opinions and ideas improves teamwork and enables efficient work execution. Prevention of impersonalization The introduction of knowledge management tools enables the sharing of high-level information, such as the wealth of experience and skills possessed by individuals, and provides the following benefits in terms of preventing the creation of a "workforce of one". Prevention of loss of knowledge: Know-how is not lost in the event of employee transfers or retirements. Visualization of operations: Tacit knowledge acquired by individuals through their senses is verbalized, and the work flow is clarified, leading to the sharing of knowledge and the development of a management system. Raising the level of the entire organization: By having other employees learn how veteran employees and excellent employees work, it is possible to raise the level of knowledge and skills of the entire organization. If the work can be visualized by eliminating the need for individualization, it will also help prevent mistakes and problems in the workplace. Back to Table of Contents Types of Knowledge Management Tools Knowledge management tools aggregate and systematize information such as knowledge, skills, and experience within organizations and individuals to build a database. They can be categorized into the following four main types according to their functions and applications. Help desk (FAQ) type This is a type of tool that provides a systematic and easy-to-understand compilation of frequently asked questions and answers (FAQs) to self-resolve inquiries from both internal and external users. This type of tool is deployed to quickly access work procedures and related knowledge in an organization, such as customer support and helpdesk team user support. Document management (file sharing) type Used to share, organize, and search documents and files within an organization. By implementing a tool that not only allows documents to be uploaded and shared, but also provides management functions such as access restrictions and updated information, information sharing within an organization can be made more efficient. Mining and search-specific This type of tool is designed to extract valuable information from large amounts of data and documents for quick retrieval. It utilizes text management and machine learning techniques to help identify patterns in documents and find relevant information. It is used as a search engine for internal use, for example, to gather information. Knowledge sharing (groupware) type These tools are used to effectively share knowledge and information possessed by individuals within an organization and promote collaboration. It typically combines groupware functions (group chat, messaging such as bulletin boards, file sharing, task management, etc.) and helps improve team productivity. Back to Table of Contents Criteria for Selecting a Knowledge Management Tool Now that we have reviewed the different types of knowledge management tools, what points should we focus on when considering their introduction? The following seven points are also important, rather than selecting a tool based solely on price or functionality. 1. Clarification of objectives and requirements Before selecting a tool, it is important to first clarify the purpose of use and requirements. Establish the criteria for selecting the best tool by clarifying what issues the organization wants to solve, for what purpose the tool will be introduced, and what requirements are necessary to meet the objectives. 2. Is the tool user-friendly? By choosing a tool that is easy for users to use, the knowledge and information possessed by individuals and organizations will be easier to share. Check to see if the interface is intuitive, if it is easy to register, update, and view without specialized knowledge, and if the search function is easy to use. Taking advantage of free trial periods and demonstrations, as well as reviews by existing users, can also be helpful. 3. Customization and expandability Considering mid- to long-term operation, it is also important to check whether the tool can be customized to meet the needs of the organization and whether it is scalable to add functions. Make sure the tool is flexible and can adapt to your organization's unique processes and workflows. 4. Mobile compatibility and access in offline environments In today's business environment, mobile devices such as smartphones and tablets play an important role in addition to PCs. Make sure your website is mobile device-compatible so that users can check information and perform registration work outside the office, such as when traveling or at home while working remotely. If the tool has a mobile app or responsive design, users can access it anytime, anywhere. Access in offline environments is also important. Make sure that information can be accessed even when not connected to a network. 5. Strong Security Information collected and shared by knowledge management tools may include confidential information and is an important information asset for the company. It is necessary to hedge against threats such as information leaks due to unauthorized access. Be sure to check the security of the tools you are considering to introduce. 6. Post-implementation support (customer success) Even after a knowledge management tool is introduced, it is important to provide ongoing support to ensure effective use of the tool. One of the most important factors to consider when selecting a tool is whether the provider offers a customer success (CS) program, which provides support to help companies get the most out of the tool, such as introduction support by CS staff, operation training, periodic updates, and technical support. Make sure that you are getting the most out of the tool. This will promote knowledge sharing and effective communication and collaboration within the organization. 7. Evaluate the cost of use and cost-effectiveness When selecting a knowledge management tool, it is also important to measure the cost of use and cost-effectiveness. It is a good idea to understand the costs of implementation and operation, including initial costs and usage fees at the time of implementation, additional costs for customization and customer support, and maintenance costs. For evaluating cost-effectiveness, we recommend using the following indicators to measure and compare numerical changes before and after implementation. Changes in time and resources spent on information sharing and problem solving Changes in the time it takes to perform a specific task or process Back to Table of Contents Points to Consider When Using Knowledge Management Tools Next, we will take a closer look at points to keep in mind when using knowledge management tools. The following four points will help you make effective use of the tool. 1. Set the purpose of using knowledge management tools As mentioned in Chapter 4, "Criteria for Selecting a Knowledge Management Tool," the first step is to set the purpose of utilization. This is an important step to clarify what information will be shared among employees and how the tool will be used. The point is to set them from the user's perspective. By setting specific objectives, such as "to improve operational efficiency," "to facilitate the progress of new projects," or "to streamline the training of new employees," it becomes clear how the tool will be used and what information needs to be shared. 2. Clarify the knowledge to be shared Once the purpose of using the tool is established, the knowledge to be shared will also become clear. For example, technical knowledge, business manuals, internal training materials, market trends, etc., should be determined. Once the knowledge to be shared is determined, "how to share it" is also a key point in its utilization. Specifically, the following three methods can be used. Summarize in FAQ format Improve searchability to make it easier to find knowledge Utilize chat and bulletin boards within the tool The best method for sharing knowledge varies depending on the purpose of use and the level of employees who use the tool. The best sharing method should be selected while taking into account the opinions of users. 3. Create a mechanism to incorporate knowledge management tools into business operations. Effective use of tools requires a clear mechanism for incorporating them into daily operations. It is necessary to create a mechanism for sharing and utilizing knowledge by setting a schedule for regular information updates and revisions, conducting in-house training to improve skills in tool use, and incorporating tools step by step according to actual operations. 4. Improvement and streamlining of work flow By using tools to document workflow and visualize processes, it is possible to identify bottlenecks and find ways to improve efficiency. By utilizing workflow management and task management functions, it will also be possible to make necessary adjustments and prioritize tasks while keeping track of work progress, leading to improved productivity and competitiveness of the entire organization. In addition, data will be accumulated through the operation of the tool. Practice the "PDCA cycle," in which improvement plans are created from hypotheses built based on the data, and after implementation, the next improvement plan is considered while looking back on what could and could not be improved. Back to Table of Contents Make Effective Use of Knowledge Management Tools This article explains how to select and utilize a knowledge management tool. Ideally, you should choose a tool based on key points, such as clarifying the purpose of introducing the tool to your organization, whether it is easy for anyone who wants to use it to use it, and whether it provides appropriate support so that it will take root after introduction. We recommend "learningBOX" as one of the best tools for knowledge management. learningBOX, an e-learning system, has a complete set of functions for creating and distributing teaching materials, managing grades, and managing students. We recommend that anyone can easily build a web-based learning environment. Furthermore, when combined with "learningBOX ON," to which a wide variety of training content can be added, original teaching materials can be designed and the scope of knowledge sharing will be further expanded. For your knowledge management measures, we encourage you to use this convenient service for in-house production of training content creation. With learningBOX's free plan, you can use up to 10 accounts for free. Please feel free to try it first. We also recommend you to read this article! Also read Back to Table of Contents

Report on Employee Training Survey by Industry - Manufacturing, Retail, Finance, Medical Care, and Municipalities

One of the main purposes of employee training is to increase productivity and corporate profits by improving the skills of employees. Due to social factors such as the declining birthrate and aging population, it is expected to become more difficult to secure a workforce in the future. In recent years, the need for employee training to strategically develop an organization's limited human resources has been increasing. LearningBOX therefore conducted a survey of men and women in their 20s to 60s working in manufacturing, retail, finance, medical care, and local government who have attended employee training. A portion of the survey results are disclosed in this article. The full report of the survey results, which provides hints for better training implementation, including issues that participants felt through the training and points that they consider important in training, can be downloaded from the link below. Survey Summary Survey method: Web-based questionnaire using monitors from General Research Corporation Survey targets: Among the registered monitors of General Research Corporation, men and women in their 20s to 60s who work in manufacturing, retail, finance, medical care, and local government throughout Japan. Number of valid responses: 1,086 (264 manufacturing, 191 retail, 199 financial, 218 medical care, 214 local government) *Number of valid responses per question is indicated by "n=". Date of survey: March 2, 2023 (Thursday) - March 6, 2023 (Monday) How to conduct employee training Q. In what format do you conduct employee training? (Single answer) In the industry as a whole, face-to-face stand-alone training accounts for more than 40%, while online stand-alone training is less than 10%, with face-to-face training being the main focus. More than 70% of those in the financial industry have experienced online training, including both online and face-to-face training, suggesting that the shift to online training is more advanced than in other industries. On the other hand, compared to other industries, the medical care industry mainly conducts face-to-face training. Back to Table of Contents Types of training courses you have attended Q. What types of employee training have you received? (Multiple answers) Compared to other industries, the financial industry has the highest percentage of respondents with over 60% having attended compliance training, while the medical care industry and municipalities have a higher percentage of respondents having attended job-specific training. Back to Table of Contents Extent to which training content is utilized in the workplace Q. Do you think the content of employee training is applied to your work? (Single answer) Around 70% of respondents in each industry answered that they "make use of the content of employee training in their work or make use of it a little," indicating that employee training has a certain effect on their work. On the other hand, 30% of the respondents in each industry did not feel that the training was effective. It is necessary to interview the employees about what kind of knowledge and skills they want to acquire, and review and improve the training content. Back to Table of Contents SUMMARY (1) Percentage of training format varies by industry While face-to-face training methods still dominate, the majority of training methods incorporate online. By industry, the trend toward online training can be seen in the financial industry. On the other hand, more than half of the respondents in the medical and nursing care industry still use face-to-face training, suggesting that some industries have yet to shift to online training. (2) Types of training are unique to each industry. In all industries, training is conducted mainly for new employees, mid-level employees, and managers, as well as for compliance training. Compliance training is prominent in the financial industry, which shows the reality of training unique to an industry that deals with "money" such as loans, asset management, and the sale of financial products. The full report, which includes survey results not published in this article, such as issues that participants perceived through the training and points of importance in the training, can be downloaded from the link below. We hope you will find it useful as ideas and hints for better employee training. Back to Table of Contents
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