human resources development

What challenges does your company face in training mid-career employees? Many of you may have the desire to nurture the ambition and initiative to proactively tackle new tasks for the sake of personal growth, but are not able to provide individualized paths for each employee's career, or are unsure of what kind of training content to implement. For those in charge of training and human resources who have such concerns, we would like to introduce "KaWaL eLearning," an e-learning content that makes learning fun and provides skills that can be used at work. The content includes a variety of useful content for employee training, and two mid-career members of learningBOX actually took the training this time. We would like to share with you their impressions of the training. What is KaWaL eLearning? KaWaL eLearning is an e-learning service provided by Change Inc. that is designed to solve the problems of all people involved in human resource development and at the same time, to "KaWaL the action" of the members. The eLearning program is not a one-size-fits-all learning style, but a learning style that incorporates a mechanism that allows participants to create and repeat deliverables. The content is suitable for training new employees and young employees as well as mid-career employees. KaWaL eLearning Features Students learn because they tackle "challenges" and continue to learn because they "enjoy learning. Just as a child learns kanji by working hard on drills, a person learns only by working on tasks and creating artifacts. It has been well received because it is fun and easy to continue learning. A lean curriculum that focuses only on necessary business skills At KaWaL eLearning, our human resource development professionals help you learn efficiently by focusing on what you really need. Experience in training over 1 million young people We have supported the growth of more than 1 million young people (*1) since our founding, and have structured our curriculum based on our wealth of experience in asking "what and how to learn effectively" and "at what point do they get stuck" in order to be active in the field. *1 Based on research by Change Inc. KaWaL eLearning Lineup KaWaL eLearning is a learning curriculum packed with content necessary for all business people. Courses are designed to match the learner's age so that business skills can be acquired in a minimum amount of time. The content is useful not only for building awareness among new and younger employees, but also for reskilling topics and improving skills. Introduction of KaWaL eLearning courses *Multiple contents are available in addition to those listed above. For more information, please click here. Back to Table of Contents I took the course "How to Proceed with Project-Based Work" This time, a mid-level employee in the Sales Department took the course "How to proceed with project-based work" from among a number of contents! A mid-career employee of the Sales Department took the course "How to proceed with project-based business operations" from among a number of contents. This content is designed to help participants learn how to proceed with project-based work and improve work efficiency in the VUCA era (*2). 2 VUCA is an acronym for "Volatility," "Uncertainty," "Complexity," and "Ambiguity," and refers to a state in which the future is difficult to predict. Content Structure Chapter 1: What is a project-based work style? The Corona Vortex and VUCA era have made it necessary to think and act further ahead than ever before. The essence of the contents based on the PMBOK (*3) has been extracted for use in everyday project-type work and is explained in an easy-to-understand video. 3 PMBOK stands for "Project Management Body Of Knowledge," a body of knowledge that serves as a standard for project management. Chapter 2 Goal Design This chapter introduces, in order, "Goal Design" to clarify what should be achieved as a result of this work, "Definition of Scope (definition of requirements and demands)," which includes organizing and confirming what should be given the highest priority, "Definition of Final Output (deliverables)," and others. Chapter 3: Planning Skills You will learn "Outline of planning", "Structuring work (classification of tasks and scheduling)", "Identifying and responding to risks" such as bringing forward the start of work, and "Estimating costs (expenses)" to apply to daily life with various tasks, and finally, practice exercises such as creating planning charts. Finally, participants will practice planning charts and other exercises. Chapter 4: Relationship Skills Review "What communication is necessary for the job" of organizing timing and tasks and making requests, "Understanding stakeholders" and "Involving stakeholders" to learn what it takes to get them involved and moving, and create a stakeholder map in an exercise. Chapter 5 Execution Management Skills After understanding "negotiation skills" for people inside and outside the company, and "communication during business execution" in which communication among members is important, such as the four elements of reporting (progress, results, problems, and remaining work) and accepting and understanding the feelings of others, the participants will practice internal negotiation skills. Comprehension check (test) Everyone can use it! How to proceed with project-based work" confirmation test with a time limit of 20 minutes to answer the questions. Actual study screen. Everyone can use it! How to Conduct Project-Based Work" from the video Thoughts on the course, etc. O: I chose to take this training because I sometimes develop new business, etc., and I wanted to check my skills once again! (I'm embarrassed to show my face, so please excuse the icon) Videos with friendly and practical content The first thing that struck me when I took the course was how practical the content of the videos is. The story progresses through the interaction between an employee who is struggling to get the job done and an employee who offers advice. There is also a downloadable worksheet before proceeding to each chapter. The video includes issues related to personal skills, such as "I'm too busy with deadlines and can't work at my own pace," as well as issues that are important to keep in mind on a daily basis, such as "I don't know how to cooperate with other employees," and I thought this was unique in that it was not just about acquiring skills. The videos are also set at around 20 minutes, making them easy to watch. Systematic understanding of concepts that tend to rely on the senses Many of you may have heard about business improvement methods that you have only heard about in passing, or have acquired only partial knowledge of methods that you have been told you should try. This course will enable you to organize and learn such things that you are usually somewhat aware of as a systematic theory. For example, ◆Create WBS (work breakdown structure) by identifying tasks for task management ◆Call stakeholders as stakeholders, and be aware of related employees as stakeholders, etc. Contents common to all businesspersons I thought this content is recommended for all business people. When we hear the word "project," we tend to think of SEs (system engineers), PMs (project managers), and other engineering positions. However, I thought the theme of the video is a problem that everyone feels when conducting business. You can learn a wide range of topics such as how to make requests within the company, how to deal with supervisors and junior staff, and how to build relationships with them. The content is useful not only for those who aspire to be leaders, but also for younger employees who are having trouble understanding what their bosses and seniors are thinking. Back to Table of Contents I took the "Become a Self-Supporting Human Resource" course. Next, K, a mid-level employee in the Sales Department, took the course "Become an Independent Human Resource: How to Work to Meet Expectations. The content of this course is to learn the three awareness points that one should have as the foundation of one's work in order to become a person who can "work independently and create results. Structure of the contents Chapter 1: Self-Sustaining Human Resources and Three Types of Awareness In the video, an employee in his/her second year with the company and a senior employee in his/her fifth year with the company appear in a drama-like storyline, confirming where the problems were through actual client meeting situations and so on. Self-reliant human resources are those who can work independently and create results, and those who can decide their own work direction and proceed with the involvement of others. In this section, you will learn about the movement and mindset of self-reliant human resources. Chapter 2: What is Forward-Looking Thinking? This section will review the specific points for exercising anticipatory thinking, such as "concretely imagining the goal to be achieved in the end. Chapter 3: What is a holistic view? Developing a sense of wholeness will enable you to move in alignment with the rest of the team and move smoothly toward achieving the overall objectives of the business, and this section explains the specific points for demonstrating this sense of wholeness. Chapter 4: What are Priorities? Understanding priorities will help you focus on more important tasks and work more efficiently. This section explains specific points for demonstrating priorities, such as "correctly grasping the level of urgency. Chapter 5 ENDING, Comprehension Check (Test) In summary, after reviewing and reviewing the previous chapters, you will have 20 minutes to answer the final confirmation test on "Becoming an Independent Personnel". Actual study screen. From the video "Become an Independent Human Resource: How to Work to Meet Expectations Thoughts on the course, etc. K: I myself feel that I am more likely to take action after receiving instructions, but I chose this training because I knew that this would not be the case! Clear objectives and easy to understand Most of the videos were around 10 minutes long, which allowed me to concentrate on the learning. The overall curriculum time was just right, and I was able to take the course without leaving the class in the middle. The content of the videos was very much based on situations that I often find myself in at work, and I was able to relate to many of them and immediately apply them to my own work. It was very easy to take the course because it was clear what skills would be acquired in this chapter. I did not lose sight of the objectives, which is often the case in training courses. In the comprehension check, there were also application questions based on what I had learned, so I was able to realize the effects of my learning. Content that can be used for any type of job It is a bit confusing to describe self-reliant personnel, but they need to be able to manage themselves, take initiative, and work as part of a team. I felt that the skills required for these self-reliant personnel are essential for further advancement from year to year. Self-reliant human resources are skills and attitudes that are required for any type of job, and I think they are useful in a wide range of fields. If you feel that you are not confident in your skills, I recommend that you take the course. Other recommended content for mid-level employee training is here! How to handle work - Become a businessperson who is not overwhelmed by work, but follows work - Learn how to become a businessperson who is "following work" because work is busy and out of control. The OJT trainer's mind-set: You can understand the points and communication methods that you need to keep in mind as an OJT trainer while having fun through the game. Ideal for first-time trainers! Back to Table of Contents Let's acquire business skills that can be used in 2021. We hope you enjoyed learning about KaWaL eLearning, an eLearning content that allows you to acquire skills that can be used on the job, and we have included feedback from LearningBOX members. With the labor shortage becoming more serious, the need to further improve labor productivity, and the need for reskilling, the skills required of businesspeople are becoming more and more important every day. If you are looking to enhance the human resource development of your company or organization, please take advantage of "learningBOX ON," which offers multiple training contents that are essential for companies. KaWaL eLearning" is also included, and a free trial course (the free version allows you to try out some of the KaWaL eLearning content) is 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 about KaWaL eLearning, please visit this page. ▼ We also recommend this page! Also read Back to Table of Contents

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

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

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

Manuals are important to standardize the quality of work regardless of the level of employees. Manuals are also indispensable for efficient work execution and employee skill improvement. However, there are many managers and executives who understand the need for manuals but do not have the knowledge to create them. This article will explain the procedures, tips, and essential tools for creating an effective manual. If you are thinking of creating a manual or refreshing its contents, please continue reading to the end. What is a Manual? A manual is a document that summarizes in a single document the procedures and points to be followed in performing a certain task. It is used to prevent mistakes while ensuring that everyone involved in the work achieves the same results, and is essential for standardizing and systematizing the work. The manual enables new employees and transferred employees to perform their duties quickly and accurately while maintaining the quality of their work. Difference from a procedure manual Although the term "procedure manual" refers to a meaning similar to that of a manual, the fundamental nature of the two is different. The following table confirms this. Manuals procedure manual Roles Provide an overview, background, and reasons for the work in addition to the procedures Explain the procedure in detail Contents A document that comprehensively outlines the procedures for the smooth execution of the entire business. It provides a wide range of information such as flow, know-how, and rules for the entire operation. A document that shows specific work procedures. It describes work procedures in detail and summarizes processes and work procedures. Scope of entry Entire operations Specific work broken down into operations The key point is that manuals are summarized for the entire operation, whereas the scope of a procedure manual is a specific task that breaks down the operation. Why do we need manuals? So, why are manuals necessary for business execution? There are four main reasons Improvement of work efficiency Time and effort spent on work errors and rework during operations are reduced, leading to increased operational efficiency. Improvement of work quality Since the work flow is clarified, work omissions and quality variations are reduced, and stabilization and improvement of work quality can be expected. Prevention of specialization The manuals will help to prevent the creation of a workforce by clearly stating work procedures, tricks, and rules. Manuals will help standardize work procedures because they are shared. Improved efficiency of human resource development By quickly communicating necessary information, newly assigned personnel can acquire skills and adapt to the organization more efficiently, enabling them to begin work at an earlier stage. Back to Table of Contents Manual Preparation Procedure The following is a description of the actual manual creation process. The process is divided into the following five steps STEP 1: Clarify the purpose and users, and determine the scope of coverage. The first step in creating a manual is to clarify "what is the purpose of the manual and who will use it? Clarifying these two points is the key to correctly selecting the necessary information for the manual and creating a manual with content appropriate to the user's level. Once the purpose and users have been clarified, the next step is to determine the scope of the manual. By clarifying the target scope in line with the purpose of the operation, such as "training for new employees" or "materials for newly assigned staff," it will be easier to ensure that the manual is fully effective. STEP2: Set a schedule for completion Once you have decided on the manual to be created, set a schedule for its completion. First, calculate backward from the date you want to release the manual to determine the required time and man-hours, and set deadlines for each process. By determining the schedule while taking into consideration the amount of time that can be spent on manual creation out of the overall workload, you can proceed with the work without difficulty. For example, if the manual is for a new employee who will join the company in April, it should be completed by February or March. STEP3: Organize and summarize job descriptions and work procedures Organize the tasks and work procedures to be described in the manual. By grouping related tasks and procedures and clarifying the relationship between them, you can check for omissions and duplication, and select and discard information. STEP4: Create a draft structure and finalize the table of contents To make the overall picture of the manual easier to understand, determine the overall structure that will serve as the framework of the manual. The trick is to identify everything you want to convey in the manual, and then systematically create a draft structure. Once the table of contents is prepared and the overall structure is decided, you will be able to see where the information you organized in STEP 3 will be applied in the manual. Also, by confirming with those involved and responsible for creating the manual when the structure is finalized, rework after the main text is created will be reduced and work can proceed more efficiently. STEP5: Creating the body of the manual Once the structure and table of contents have been completed, it is time to finalize the contents of the manual, describing specific tasks and instructions based on the structure of STEP 4. By effectively incorporating not only text, but also diagrams and tables, the content will be easy for the reader to understand. Back to Table of Contents Key Points for Manual Preparation and Operation An important aspect of creating a manual is to make sure that the content is easy for the reader to understand. If the content is too difficult to understand, it will be difficult to gain the necessary skills effectively. Here are six points to consider when creating an easy-to-understand manual. Be aware of the 5W1H When creating a manual, be aware of the 5W1H: "When: When," "Where: Where," "Who: Who," "What: What," "Why: Why," and "How: How." If you create a manual with these six points in mind, the content will be easy to convey to others. The actual readers of the manual will be beginners in the relevant business. Aim for content that even someone unfamiliar with the work can understand how to proceed with the work just by reading the manual. Adapt the style and content to the reader's level When creating a manual, it is also very important to match the style and content to the level of the reader. For example, if the reader is a new employee, it will be difficult for him/her to accurately understand technical terms and industry-specific rules that only a seasoned industry expert would understand. To avoid such concerns, it is important to keep in mind that the content should be "easy to understand by anyone. Clarify important points Manuals tend to be voluminous because of the nature of the information that must be covered. The more information a manual contains, the harder it is for the reader to see the important points and understand them. Therefore, it is important to emphasize important points by bolding, redacting, or increasing the size of the text. Bullet points and numbering are also effective. Describe the purpose for which the manual was created. In order for the reader to accurately understand the contents of the manual and to make use of it in practice, it is necessary for the reader to understand "the purpose for which the manual was created. When creating a manual, be sure to include the purpose of the manual. Without a reason as to why the manual should be followed, the reader may unconsciously disregard the contents of the manual. It is important to include reasons such as, "We have made many mistakes in the past without a manual," to effectively convey the intent of the manual. Use diagrams and illustrations. When creating a manual, try to make the content visually easy to understand by inserting diagrams and illustrations as much as possible. When conveying complicated procedures or detailed content, information may not be immediately accessible using text alone. Using diagrams and illustrations as appropriate will make the manual easier to read and understand. Operating and Improving the Manual After the manual is completed and distributed to those involved in actual operations, improvements should be made while using the manual. When the first completed manual is actually put into operation, there is a possibility that omissions in the content or situations that were not envisioned when the manual was created may appear. It is necessary to make improvements as appropriate and update the manual to a higher degree of completeness. Back to Table of Contents Platforms are efficient for centralized management from manual creation to operation Proper operation of the manual after its creation and publication is very important. By using a platform, you can improve accessibility to your manuals, and users will be able to view them immediately when they need them. Let's take a look at the benefits that arise from the implementation of a platform. Time and cost savings Compared to operations with traditional paper or electronic manuals, the platform simplifies the sharing, updating, and management of information and provides a user-friendly environment for administrators and users. Printing, which is mandatory for paper manuals, can also be replaced by digital, which saves costs. Smooth updating and modification of manuals Not only does this make it easy for anyone to update or change manuals, it also streamlines and optimizes operations by automatically notifying users of updates and changes and collecting improvements to manuals through feedback functions. Depending on the platform you choose, there may be a function that allows you to create the manual itself, so choosing such a system is convenient because you can centrally manage everything from creation to operation. Introduction to learningBOX learningBOX is a learning management system that provides all the functions necessary for training, including the creation and distribution of teaching materials, grading, and learner management. learningBOX is used not only as an LMS, but also as a platform for manual creation and operation. 5 advantages of using learningBOX for manual creation and operation Easy creation of manuals in a wide variety of teaching material formats, including video and PDF Manuals scattered throughout the company can be consolidated in the learningBOX for efficient, centralized management The learning management function can be used to monitor the level of understanding and proficiency of employees' manuals. Create tests based on manuals and use them for employee training Can be used on multiple devices (PCs, smartphones, tablets), allowing manuals to be checked and updated from any location LearningBOX Application Examples Here are two examples of how learningBOX is being used to create and operate business manuals. No.1 Corporation No.1 Corporation, which provides total support for the office environment, business efficiency, and management environment surrounding small and medium-sized businesses throughout Japan, uses learningBOX for a wide range of purposes, including manual creation, in-house training, and preparation for certification exams. Previously, manuals could only be viewed on paper when outside the office, but with the introduction of learningBOX, manuals can now be viewed on smartphones even when outside the office, leading to improved operational efficiency. NAC Corporation NAC Corporation, which provides Kuricla, a home-delivered water that is popular at private homes and businesses, has introduced learningBOX to improve and standardize the service level of its delivery staff. The company has created a test based on the manual and has delivery staff nationwide take the test to deepen their knowledge of the business by going back to the manual. Through continuous testing, the test has spread throughout the company, and staff members feel that they are now able to engage in a more positive approach to their work. Back to Table of Contents SUMMARY In this issue, we explained how to make a manual, the procedures and key points. Manuals not only facilitate various operations, but also help to prevent the creation of a workforce by sharing work procedures, tips, and rules. In addition, the introduction of a tool is recommended for efficient manual creation and operation. LearningBOX" is a platform that anyone can easily use to reduce the "effort" and "cost" of manual creation. With the free plan, up to 10 accounts, including administrators, can use almost all functions for free and indefinitely. Please feel free to contact us if you would like to try it out. We also recommend you to read this page! I want to read it in conjunction with Back to Table of Contents

Employee training is essential for the development of excellent human resources. Many companies tend to conduct training at the time of new hires, mid-career employees, or personnel transfers. However, there are many different types of employee training programs, and many companies often wonder what type of training should be implemented. In this issue, we will introduce the types of training by format, rank, job classification, and theme. Please use this as a reference when implementing new employee training or reviewing existing training. Main types of employee training From time to time, companies conduct training programs for the purpose of human resource development and skill improvement. Here we introduce the different types of employee training programs by format. Types of Training OJT training OJT is an abbreviation for "on the job training," also known as on-the-job training. It tends to be used as an educational method for new and young employees in the workplace. Since trainees can learn know-how efficiently while performing their work duties, it is easy to expect them to become immediately effective after the training, and many companies have adopted this training method. The general flow of on-the-job training is that a senior employee or supervisor first shows the trainee a model, and then the trainee is allowed to take on the challenge and is given guidance and follow-up. While this approach tends to improve motivation and satisfaction because it allows participants to learn practical content, it also has the disadvantage of increasing the workload on the instructor's side. Off-JT Training Off-JT training refers to educational training that takes place away from the workplace. It is an abbreviation for "Off the Job Training" and is also called off-the-job training. Off-JT training can be broadly classified into online training and group training. Online training is training that is conducted via a web conferencing system. Training is conducted using PCs, smartphones, tablets, etc. Online training is also called "e-learning training. Unlike face-to-face training, it is a method that has been attracting attention in the wake of the spread of the new coronavirus because it allows participation regardless of time and location. It is expected to reduce implementation costs, improve learning efficiency, and equalize educational opportunities. On the other hand, group training refers to off-line training such as seminars in which instructors and participants gather at a single venue. Group training can be divided into classroom training and interactive or experiential training. The interactive and experiential format includes role-playing, workshops, and group work. In-house and outsourced training Training that is conducted in-house without outsourcing employee training is called in-house training. On the other hand, employee training that is outsourced is referred to as external training. Specifically, the training curriculum, instructors, facilitators, location, etc. are generally outsourced. Back to Table of Contents Types of Hierarchy-Based Training In some cases, employee training is divided into separate training programs for different levels of employees, such as general employees and managers, because the skills and experience required by each employee's role and job level differ. The following are the types of training by job level. Training for new employees Training for new employees is conducted to raise their awareness as members of society and to acquire basic business manners. Typical examples of training topics include business manner training, communication training, and training in office automation skills such as Excel and Word. For training for new employees, we recommend combining OJT training and Off-JT training. Some examples of training topics that are suitable for a combination of OJT and Off-JT training include business card handling, telephone skills, and business e-mail. The following are some examples of topics that are suitable for combined on-the-job and off-the-job training. Training for young employees Training for younger employees is generally provided for employees in their second or third year of employment. The purpose of this training is to provide young employees who are still developing with the basic skills to fulfill their jobs and the applied skills to achieve their goals. Major training topics include self-management training, career management training, and problem-solving skills training. This is the stage in which participants hone their ability to take initiative, self-management skills, logical thinking, and other skills, and learn ideas and hints for growing into key figures in the organization. Training for mid-career employees In most cases, mid-career employees are defined not only by length of service, but also by their ability to assist leaders in the organization and to build smooth relationships with subordinates. For this reason, our training programs for mid-career employees include follower-ship training and mentor training to develop individuals who can serve as a bridge between the front line and management. In addition, some companies offer training in handling complaints with the aim of building good relationships with customers and improving problem-solving skills. However, many companies do not provide training for mid-career employees, as they play a central role in the organization and are often very busy. In order to nurture the next generation of leaders, human resource departments and managers need to clarify the abilities required of mid-career employees and provide training that enables them to acquire these abilities efficiently. Training for managers Managers are those who are responsible for managing the field from a management perspective, such as department managers and deputy managers, and are accountable for the results of their work. Examples of training topics for managers include leadership training, coaching training, management training, team building training, and labor management training. Leadership training and coaching training provide care and guidance techniques for subordinates, while management training and team building training develop the ability to properly manage human resources. Since the success of managers is directly related to a company's management strategy, it is important to implement training at the right time. Back to Table of Contents Types of Training by Occupation Since the skills required of businesspeople differ by job type, training content should ideally be optimized for each job type. Here we introduce recommended training programs for sales, administrative, and planning positions. Training for Sales Professionals Training for salespeople is designed to improve individual and company-wide sales performance and to reform sales methods. Typical themes include improving proposal skills, sales strategy thinking, remote sales skills, and fostering a sales mindset. Sales training is effective for new and young employees as well as mid-level salespeople and veterans. For less experienced employees, the training should include basic content such as business manners and document preparation, while for those with a proven track record, the training should be designed to update existing sales techniques. Salespeople are often away from the office, so to increase the effectiveness of the training, it is recommended to make it possible for them to learn regardless of time and location, for example, by using e-learning. Training for administrative staff Training for clerical staff includes business manner training, sales mindset development training, and business documentation training. Because clerical work is often routine and results are difficult to see, there is often a lack of awareness of the need to change the current situation. Therefore, training is intended to review the skills required of clerical workers, improve work efficiency, and prevent errors. In addition, in today's business world, there are many cases where clerical workers are responsible for the initial response to customers. In such cases, it is necessary to conduct telephone response training and CS mindset improvement training to develop staff with a customer perspective. Training for planning staff Training for planning staff is designed to improve their ability to identify the essence of corporate issues, their analytical skills, and their ability to come up with feasible ideas. Typical training topics include information utilization, improvement of planning skills, and marketing thinking. In addition, it is not only in planning positions that the ability to think out of the box is required. In some cases, ideas are generated by salespeople who deal directly with customers or new employees with new sensibilities, leading to new businesses. Therefore, it is advisable to conduct training for planning positions for a wide range of employees. Back to Table of Contents Types of Thematic Training To maximize the effectiveness of employee training, it is important to identify the issues facing your company and then select a theme that meets your objectives. Therefore, in the last section, we will introduce the types of training by theme and purpose. Information Security Training Information security training is designed to prevent security risks such as information leaks and cyber crimes. Business people are exposed to confidential information in all situations. Therefore, information security training should be provided to all employees, regardless of position or job title. In addition, information security training is suitable for an off-JT format centered on classroom lectures, and tends to be implemented for the purpose of enhancing literacy when introducing telework. To quickly share the latest information security case studies and risks, it is recommended to introduce e-learning, which allows flexible addition and modification of the curriculum. Compliance Training Compliance training is conducted to ensure compliance with laws and regulations necessary for corporate operations and to enhance corporate value. The meaning of compliance has been expanding in recent years, and it is important to strengthen awareness of not only laws and regulations but also morals and ethics. For example, in some cases, the use of social networking services is included in the training theme to help employees understand the risk of their private words and actions causing damage to the company. Compliance training tends to be input-based learning, making it suitable for off-JT format or e-learning. It is a good idea to pick up compliance case studies that are likely to be problematic in each industry or business sector and use them as teaching materials. Harassment Training Harassment training is useful for preventing power harassment, sexual harassment, and other disruptive behavior. Although often viewed as training for supervisors and managers, it is best not to limit the target audience, as harassment can occur in all positions. Another benefit of conducting training for all employees is that it helps to standardize standards for harassment, leading to early detection of problems. Perceptions of harassment vary from generation to generation and value system to value system. Therefore, it is important to update the content of harassment training from time to time and provide programs that are in line with the times. Diversity Training Diversity training is designed to enhance a company's competitiveness through respect for diverse human resources and work styles. In today's business world, where the working population is shrinking and human resources are becoming more mobile, it is essential to understand the importance of diversity. In particular, companies that are promoting the appointment of women to management positions and employing foreign nationals, the elderly, and people with disabilities should proactively implement diversity training. Diversity training should not be limited to classroom lectures, but should also include opportunities for discussion among participants. This will allow participants to come into contact with a wide range of ideas and values and deepen their understanding of diversity. Back to Table of Contents Use Different Types of Training to Solve Your Company's Problems In this issue, we have described the basic types of employee training. To increase the effectiveness of employee training, it is important to implement the appropriate type of training according to the issues facing the company and its human resource development policy. Instead of conducting the same training program every year in a routine manner, work on building new training programs or modifying the content after clarifying your company's issues, goals, and target audience. If you are looking for a service that can be used to create manual videos for use during training or to create videos of knowledge, please consider learningBOX. learningBOX is a learning management system with all the functions necessary for training, including creation and distribution of teaching materials, grading, and learner management. In addition, "learningBOX ON" provides several training contents that are essential for companies. Free information security training and compliance training are also available, and by combining them with in-house content, original training programs can be easily designed. We also offer a free plan that allows you to use almost all functions for free and indefinitely for up to 10 accounts, so please feel free to contact us. ▼Here's another recommendation! Also read Back to Table of Contents

Aptitude tests, which have been introduced into the hiring and selection process at many companies, are used as a means to efficiently assess an applicant's personality and suitability for the job, which cannot be fully grasped through documents and interviews. However, there are many people who are considering the introduction of such aptitude tests, but are not sure how to utilize them since there are so many different types. In this article, we will explain in detail the types of aptitude tests, the merits of introducing them, and the example questions they pose. We will also introduce aptitude tests used by many companies, so please use this as a reference when comparing and considering the introduction of aptitude tests. What is an aptitude test? An aptitude test is a test to fairly identify human resources. It is used to ascertain an applicant's abilities and personality, which are difficult to see in interviews and documents. It is often used as a criterion to determine whether a company is hiring the right person for the job, based on the ability values the company is looking for, and the corporate philosophy and culture. However, it is not necessarily true that a person is not apt for the job just because the results of an aptitude test are not good. Recently, an increasing number of companies are using the test for evaluation of existing employees, stress tolerance, and mental health checks. Back to Table of Contents Advantages of Conducting Aptitude Tests Aptitude tests, which have been introduced into employment examinations by many companies, have the advantage of efficiently and fairly assessing an applicant's personality and abilities. What are the other advantages of aptitude tests? Here we will introduce the advantages of aptitude tests in three categories. Allows for objective evaluation of applicants An aptitude test will give you an objective view of an applicant's qualities and personality, as well as their suitability for your company, which is difficult to discern from a resume or an interview. In the employment examination, it is necessary to make objective judgments that are not limited by academic background or appearance. However, many applicants, especially mid-career hires, are used to being interviewed, so it is often difficult to determine whether they are the right person for your company. By using aptitude tests, it is possible to eliminate the variation in evaluations among hiring managers, and thus screen applicants with a higher degree of accuracy. Can be used to reflect on the selection process. The results of the aptitude test can not only be used in the recruitment selection process, but can also be effectively utilized in the overall recruitment process. For example, the results of the aptitude test can be used to determine what kind of people tend to be selected by the company, and if the company is not attracting the people it wants, it can take countermeasures such as changing the company's recruitment PR. In addition, if you choose an aptitude test that provides results that can be used as a reference for evaluation, staffing, and training after hiring, you will be able to utilize the data even after the employee is hired. Increase opportunities for contact with applicants The use of aptitude tests with services that provide feedback of results to examinees can be used to attract applicants. Many internship and job hunting students tend to want to know what kind of job or company they are suited for. Therefore, aim to attract customers by drawing their attention to your "feedback on results" appeal during the internship period or during the new graduate hiring period. From the participants' point of view, this will lead to an opportunity to know their abilities objectively, so if you can acquire their needs such as "free testing of your abilities" and "knowing your compatibility with the company," you can increase contact opportunities. In this case, be sure to make sure that the feedback sheet is easy to understand and follow. Back to Table of Contents Aptitude Test Administration Methods Aptitude tests are conducted in two main ways: web-based and paper-based. The method of taking the aptitude test varies depending on the test site and the company that operates the test. The following is a detailed explanation of the aptitude test implementation methods. Each method has its own merits and demerits, so please compare and select the method best suited to your company. Mark-sensing method In the mark-sensing method, the applicant fills in the appropriate section of a question with a pencil on a designated paper sheet. In most cases, companies that provide aptitude tests handle the preparation of questions and forms, as well as the scoring. When using the mark-sensing method, most of the questions are to be answered with numbers and symbols, so it is necessary to take measures to prepare questions in a proper way. Also, keep in mind that it may take time and effort to obtain the results of the analysis if the scoring is done in-house. In-house Method The in-house method is a method in which the company prepares its own venue and computers to conduct the test. The examinee takes the aptitude test on a computer provided at the venue. Although the venue and computer must be prepared by the company, the appeal of this method is that the time and effort required to obtain the results can be reduced, as the results can be viewed immediately after the test and used in the selection process. Test Center Method In the test center method, aptitude test providers set up sites throughout Japan where test takers can take the test. Test takers enter their answers on a computer provided at the venue. The advantages of this method are that there is no risk of fraud by the supervisor, and the administration of the test can be outsourced, which reduces the amount of time and effort required. The disadvantage is that the cost of outsourcing is high. Web Method In the Web-based method, examinees take the aptitude test at home, etc. The period during which the aptitude test is taken can be specified by the company. The attractive point of this method is that examinees can take the test at their own time, which lowers the hurdle for taking the test. Companies can also expect to save time and costs since they do not need to prepare a venue, computers, and personnel. Although it is easy to analyze and compile test results, companies need to be aware of the possibility of fraudulent test results, such as substitute testing. Back to Table of Contents Aptitude Test Measurements and Sample Questions Measurement items are broadly divided into two types: ability tests and personality tests. Ability tests are designed to measure basic academic skills such as Japanese and mathematical abilities, as well as general common sense and basic abilities required in the workplace. The questions are presented in the form of an academic achievement test, but the difficulty level itself is not high, and the questions are divided into verbal and non-verbal fields. Personality tests, as the name suggests, measure an individual's personality, values, and thinking. It is used to determine whether you can communicate smoothly and whether you have ambition after joining a company, and to prevent mismatches between you and the company. Ability test (language field) The Language section will test your Japanese language skills. Relationship between two words This is a question to decipher the relationship between two paired words. Choose from the options the word or words that are in the same relationship as the word or words in the question. Meaning of the word or phrase This question is to select a word or phrase from a list of choices that has the same content as the question text. Frequently appearing words and phrases tend to be the same, so it is necessary to understand the exact meaning of the word or phrase. Word usage These are questions in which the examinee selects from a list of options a word or phrase that has the same usage as the word or phrase presented as a question. For example, you will be asked to identify homonyms, figurative words and phrases with the same grammatical usage. Sentence reordering This question is about rearranging disjointed sentences into the correct order. The connection of the whole sentence is inferred from the choices. Fill in the blanks In this question, you are required to fit the appropriate words or sentences into the blanks in the question passage. You must guess from the sentences before and after the blanks and choose the option that gives the correct meaning. Ability Test (Non-Verbal) Questions in the non-verbal field test computational ability. Tsurugame calculation The crane has two legs and the tortoise has four legs, and the question is "If the number of cranes and tortoises together is 0 and the number of legs is 0, how many cranes and tortoises are there? This is a well-known problem that frequently appears in arithmetic problems. Payment of the price These are problems related to the settlement of payments, discounts, installment payments, and installment payments. Many of the questions tend to ask for averages or percentages of the payment. Set This is a problem to derive the number of people or quantity from a group that matches the conditions asked in the problem. Drawing a Venn diagram to visualize the answer will make it easier to derive the answer. Probability These are problems in which the probability of a certain event occurring is derived by calculation. For example, a question might be like "If a coin is tossed twice, find the probability that it will come up face down only once. Reading Tables and Materials This is a problem to read necessary information from tables, graphs, sentences, and other materials presented as a problem, select and discard the necessary information, and calculate. Number of cases Calculate and find out how many patterns there are for various matters, such as the number of times a dice is rolled. Inference Inference is a question in which the examinee reads the information given in the question passage and selects a matter that can be inferred to be "necessarily true. Reasoning is an area of particular importance among the "logic questions" in the non-verbal area of the aptitude test. Speed Math This is the problem of finding speed, time, and distance using formulas. Traveler's arithmetic" is sometimes used as an application of speed arithmetic. Profit-and-loss arithmetic This is a problem to determine the list price, profit, and selling price of a product. It is important to understand the relationship between cost, list price, and selling price. Personality Test Personality tests have answers that are considered favorable but do not have correct answers. There are three trends in the questions that are frequently asked. Personality Traits The atmosphere within a company varies widely from company to company. Questions will be asked to gauge whether the examinee's personality is suited to the company's corporate culture. Adaptability to the organization Not only differences in industry and job type, but also differences in the way work is done and corporate culture vary from company to company. The way of thinking in personnel evaluation also tends to differ from company to company. In this context, we check for adaptability to the organization and confirm that the human nature and way of thinking are suited to the corporate culture. Adaptability to the job There are many different types of jobs within a company, such as sales and technical positions. We use this information to determine what type of job you would be a good match for. Back to Table of Contents Main Types of Aptitude Tests It is important to clarify the purpose of using aptitude tests before considering which test to employ. There are a wide range of aptitude tests, but the following is an introduction to the main aptitude tests used by many companies. Compare the features of each and adopt the one that best suits your company. SPI3 [See: https://www.spi.recruit.co.jp/] SPI is an aptitude test so mainstream that it is said to be used by more than 10,000 companies in Japan. It measures "personality aptitude" and "intellectual ability" to determine what kind of work an applicant is suited for and what kind of organization he or she would fit into easily. The cost is 4,400 yen for a web-based test and 6,050 yen for a test center-based test. Tamatebako [See: http://www.shl.co.jp/] After the SPI, the Tamatebako aptitude test is the second most popular aptitude test used by companies. It is marketed as an aptitude test for companies by HR consulting firm Japan S.H.L. Inc. In addition to basic skills and personality, the Tamatebako I Ver. 2 can output predicted values of stress tolerance and work motivation as abilities to perform tasks smoothly, as well as checkpoints that can be used during interviews. The test is a web-based test that takes only 11 minutes to complete, so it can be administered without any burden on the examinee. The introduction cost is 1,320,000 yen, but there is no limit to the number of examinees. CUBIC [See: https://www.e-jinjibu.jp/] CUBIC is an aptitude test marketed by e-Human Resources Co. The company's motto is "low fees, speedy diagnosis, and friendly and courteous service." After the test, you can send the answer sheet by fax or e-mail, and the results will be delivered to your registered e-mail address in as little as 30 minutes. The convenience of being able to use the service on the same day that you complete the registration procedure is also attractive. Another feature of the test is that it can be conducted in a short time: 20 minutes for the employment aptitude test and 5 minutes for the ability test. The fee for the employment aptitude test is 1,870 yen/person and the ability test is 550 yen/subject, making it relatively inexpensive compared to other company-provided aptitude tests. We also offer pay-as-you-go and flat-rate plans, where the more people use the test, the lower the unit price. GAB [See: http://www.shl.co.jp/] The GAB is a test developed for the purpose of recruiting new graduates marketed by Japan S.H.L. Inc. Measuring parts related to verbal and numerical intelligence, as well as personal aspects, it can predict nine characteristics related to "vitality" and "teamwork" that should be confirmed before entering the company, management and administrative skills that can be expected after entering the company, and the job for which the examinee is suited. The web-based test takes 80 minutes to complete, while the mark-sensing method takes 90 minutes. The cost is 660 yen for the question booklet and 3,850 yen for the scoring process. Uchida Kraepelin Test [See: https://www.nsgk.co.jp/uk] Compared to a test in which the examinee answers from a list of choices presented as "yes" or "no," the test is considered more valid and reliable because it is more difficult for the examinee to intentionally produce an answer that is considered desirable. The administration time is 50 minutes, and the individual diagnostic judgment for each person costs 2,420 yen, but the price varies depending on the judgment format. learningBOX [See: https://learningbox.online/] learningBOX has a diagnostic test creation function that allows the administrator to determine the characteristics and knowledge level of the examinee. This function allows examinees to answer various questions prepared by the administrator and see the results according to their answers. If the test is an aptitude test for employment selection, questions can be prepared to measure the skills and abilities required for the position sought. Based on the results of the analysis, you will be able to take appropriate actions according to the aptitudes and abilities of the examinees. In addition to creating diagnostic tests, you can also manage test administration and results. Since the questions can be edited flexibly, we recommend learningBOX's diagnostic test creation function when conducting aptitude tests. Back to Table of Contents Aptitude tests are recommended to be managed by "learningBOX". Aptitude tests are useful not only in employment examinations, but also in post-employment department assignments and training. There are various types of aptitude tests, and when introducing an aptitude test, it is advisable to compare the features of each test and confirm whether it is suitable for your company before proceeding with the study. With our "learningBOX", you can use the diagnostic test creation function to create aptitude test content for web testing. You can use up to 10 accounts for free for an unlimited period of time, so please feel free to start with a free trial. ▼ We also recommend this one! Also read. Back to Table of Contents

In the selection process for job hunting and mid-career change (mid-career hiring), there is always an employment examination. In addition to the test takers, the companies that administer them need to select and prepare for the most appropriate employment test for their company. In this issue, we will introduce a variety of recruitment tests and look at the patterns of implementation and points to keep in mind when conducting them. Those who are in charge of recruitment in corporate human resources are encouraged to refer to this article. Types of Employment Examinations There are three main types of employment examinations conducted by companies Written examinations This is an examination method to measure abilities in a written format. The specific content of the test includes general common sense questions to ascertain whether the applicant has the necessary qualities as a member of society, and an essay to ascertain what kind of ideas the applicant has. If the company focuses on technical or professional positions, a specialized test related to that field will also be required in many cases. Aptitude Test There are aptitude tests to determine your aptitude and personality for the profession. Aptitude tests can be taken at home on a computer or at a test center. SPI3, CAB, and GAB are used by many companies. Interview Test This is a face-to-face test in which applicants are asked to present themselves and their reasons for applying for a job. Interviews include individual interviews, group interviews, and group discussions. This method is used to evaluate the personality of the applicant, which is not evident in the written test. It is an essential test in determining the final acceptance or rejection of an applicant. Back to Table of Contents Introduction Patterns for Employment Examinations There are two main patterns of employment examinations: written and web. Both have their advantages and disadvantages, so choose the one that best suits the characteristics of your company. Written Recruitment Examination First, let's look at the advantages and disadvantages of the written employment examination. Advantages of Introducing a Written Employment Test The advantage of a written test is that it can determine the applicant's character, which cannot be determined from the application documents alone. If the test is conducted in-house, it can also be used to check whether the applicant is able to greet people and has good business manners. Also, if the venue and time are set, it will be easier to supervise the test and prevent fraud. Disadvantages of Introducing a Written Employment Test The disadvantage of the written employment test is that it is a manual process, which takes time and costs a lot of money to tabulate the results. In some companies, the scoring and results are managed by the company's own staff rather than outsourced, placing a heavy burden on employees. In addition to the cost of preparing question papers, there may be additional service fees and storage costs if transportation is required. Web-based Recruitment Examination Next, let's look at the advantages and disadvantages of the Web-based employment examination. Advantages of Introducing Web-based Recruitment Examinations The advantage of implementing a Web-based recruitment test is the ease with which test results can be compiled and analyzed. The Web is particularly suitable for recruitment tests for career-track positions, which have a large number of applicants. Also, since the information is not managed on paper, problems such as damage or loss of information do not occur. The increased efficiency also shortens the recruitment period and reduces recruitment costs. Disadvantages of Introducing Web-based Recruitment Examinations The disadvantage of the Web-based employment examination is that it is difficult to confirm whether the person is really taking the test. In fact, some companies have experienced problems due to doubles or substitute Web-based employment examinations. Therefore, if the test is to be conducted accurately, companies will need to take measures such as supervising the test and requiring applicants to present identification documents, even if the test is conducted over the Internet. Back to Table of Contents Types of Web Tests There are numerous types of so-called web tests (aptitude tests) that are used when conducting employment examinations. The main types are as follows SPI CAB GAB TAP IMAGES Uchida-Kraepelin test IMAGES Tamatebako (collection of rare Japanese vessels) TG-WEB SPI (Synthetic Personality Inventory) See : https://www.spi.recruit.co.jp/ SPI is an aptitude test that measures examinees' personality and basic abilities. It is provided by Recruit Management Solutions, Inc. and is used by many companies. In particular, this aptitude test is often used for hiring new graduates, but recently it has also been adopted for civil service examinations. The test consists of three parts: verbal, non-verbal, and personality tests. The verbal test is characterized by its knowledge of the Japanese language, and the non-verbal test is characterized by its knowledge of mathematics, arithmetic, and other mathematical subjects. The personality test questions are about daily behavior and attitudes, and while the difficulty level of the SPI itself is not that high, the number of questions is large, and time allocation must be taken into consideration. In addition to the written test, there are also home web-based tests and tests taken at dedicated test centers (test centers). The SPI was upgraded in 2005 and 2013, and SPI3 is the latest version. CAB (Computer Aptitude Battery) See : http://www.shl.co.jp/ CAB stands for Computer Aptitude Battery and is an aptitude test mainly for SEs and programmers. Mental arithmetic law-like nature command list Symbols All of these questions ask about administrative and intellectual skills and aptitude. You can also research nine traits such as teamwork and vitality. The test is basically a written test in mark-sheet format, but a web-test version, the Web-CAB, is also available. GAB (Graduate Aptitude Battery) See : http://www.shl.co.jp/ GAB stands for Graduate Aptitude Battery, a comprehensive aptitude test. Like the SPI, it is used in many employment examinations, including those of general trading companies, specialized trading companies, and securities firms. The GAB is similar to the SPI, but the GAB is primarily an ability test that asks about processing ability and requires speed in answering questions. TAP See : https://www.tap-tekisei.com/ TAP is an aptitude test often used in the food and beverage, distribution, and financial industries. TAP is less well-known than other aptitude tests, but its difficulty level is high, and it can be administered with high quality. Comprehensive Type: Standardized test with ability and personality questions Personality type: Personality questions only, and the test is short (15 minutes). Shortened type: The exam time is shorter than the comprehensive type at 30 minutes. The ability test focuses on mathematical knowledge such as four arithmetic rules, profit-and-loss arithmetic, and the n-decimal system, and can be taken in a written mark-sheet format or via the Web. IMAGES See : http://www.shl.co.jp/ IMAGES is an aptitude test that is sometimes used in comprehensive aptitude tests for new graduates. The content is not significantly different from the GAB, but IMAGES is characterized by the fact that the ability test and personality test can be conducted in a short period of time, 30 minutes each. IMAGES is chosen by companies that "have many openings and want to measure basic abilities in a short period of time. In addition to verbal, non-verbal, and English questions, this aptitude test can also be used to check an applicant's English ability. Uchida Kraepelin Test See : https://www.nsgk.co.jp/uk The Uchida-Kraepelin Test is a unique psychological test administered by the Japan Institute of Psychotechnology. The test consists of simple single-digit calculations for 15 minutes each in the first half and the second half, and shows whether the person taking the test is mentally stable or not. The test is used not only by companies but also by government agencies to see whether or not a person can perform a monotonous task with precision and without omission. Please note that the Uchida-Kraepelin test is not web-based and is basically conducted in writing only. Tamatebako See : http://www.shl.co.jp/ Tamatebako is an aptitude test offered by Japan S.H.L., known for its CAB and GAB. As a web-based test that can be taken at home, it is widely used by major companies. It is characterized by the fact that it is composed of verbal, non-verbal, and English ability tests, as well as a personality test that measures matching with a company and motivation to work. The time available per question is short, and each question must be solved in about 10 seconds. This aptitude test is ideal for measuring the applicant's accuracy and speed. TG-WEB See : https://www.humanage.co.jp/service/assessment/service/tg_web.html 　　TG-WEB is an aptitude test that measures verbal, non-verbal and personality aptitude. Although it is not well known yet, it is more difficult than SPI or Tamatebako, and companies are increasingly introducing it. The TG-WEB is not a written test and can be taken online or at a test center. learningBOX See : https://learningbox.online/ learningBOX has a diagnostic test creation function that allows you to determine the characteristics and knowledge level of the examinee. It is characterized by the ability to prepare appropriate questions on your own in a flexible manner according to the skills and abilities required for the type of job you are seeking. Based on the results of the analysis, you will be able to take appropriate actions according to the aptitudes and abilities of the examinees. It will also help you make hiring decisions. In addition to creating diagnostic tests, you can also manage test administration and results. Back to Table of Contents What to Consider When Conducting Aptitude Tests Using aptitude tests in employment testing will provide useful data for recruiting. Here are some points to keep in mind when conducting external aptitude tests. Focus on reliability When implementing an external aptitude test, check the reliability of the test. Even if you can introduce a test at a low cost, it will not be effective if it is not reliable. Specifically, you can confirm the reliability of the test by looking at its track record, such as "which companies have introduced the test" and "how many people take the test each year. Confirm that it is in line with your company's needs Next, you need to understand whether or not the aptitude test is in line with your company's needs. It is important to use the information obtained from the aptitude test in situations other than recruitment. Correct implementation will make it easier to evaluate, assign, and train employees after hiring. If it is difficult to research, take a look at actual case studies. If there are examples of other companies in the same industry, you can say that the aptitude test will meet the needs of your company as well. Do not rely on the test results. Aptitude tests can be helpful in hiring, but don't get too hung up on the results. The results may vary depending on the applicant's physical condition and condition. Even if the results are not good, you may find that some employees will perform well after joining the company. It is important to understand and recognize that the aptitude test is only one part of the hiring process, and it is also important to take into account the impression you made during the interview and the content of the application documents. Back to Table of Contents SUMMARY We have presented various types of employment examinations. Many of the employment tests, both written and web-based, have both advantages and disadvantages. Be sure to incorporate the ability and aptitude tests that are most appropriate for your company. If you are considering implementing a web-based recruitment test, please try our learningBOX for free. If you are considering implementing a web-based recruitment test, please try our learningBOX for free. We also recommend Also read Back to Table of Contents

In recent years, many companies have introduced aptitude tests as part of their hiring process. The data that can be measured and the methods of utilization vary depending on the content of the test, but some may say, "I want to know which aptitude test can measure the data that my company is looking for. In this article, we will explain the basics of aptitude tests, including tips on how to implement aptitude tests that suit your company, as well as the benefits of conducting aptitude tests and the format in which they are taken. We will also introduce a service that allows you to create your own original aptitude tests, so if you are having trouble with your recruitment activities or personnel evaluation, please take a look at this page. In what situations are aptitude tests useful? An aptitude test is a diagnostic test to determine a person's aptitude for a job or a new position. The test can be used to diagnose a wide range of things, including basic skills, personality, adaptability to the workplace, and general common sense. Below we introduce the situations in which aptitude tests are useful and the advantages of using them. Increasing your company's visibility By advertising that "we will provide individualized feedback on the results of the aptitude test" during the recruitment process, you can expect to improve your company's name recognition. Most job hunters are searching for the kind of company that is right for them. An aptitude test that provides an objective diagnosis of the trends in the type of work for which you are suited will be very useful. In addition to the test results, it is a valuable opportunity for the examinee to hear the opinions of those in the field. It will be an opportunity for the examinee to get to know the company by saying, "That company gives me feedback on my aptitude test, so I should apply for a job there. If you are using aptitude tests for new graduate recruitment, it is particularly effective to use them during the internship period or in the early stages of new graduate recruitment, when students are more motivated to analyze themselves. Make your company look attractive By conducting feedback interviews in addition to the aptitude test, you can create opportunities to make contact with examinees. In addition to providing more opportunities to showcase your company, if you are courteous and approachable to the examinees during the interview, you can make your company look more attractive to them, such as "I can expect generous follow-up after I join the company" or "I would like to work here because the atmosphere seems good. When conducting feedback interviews, it is necessary to choose a proper test that provides a feedback sheet that is easy for the examinee to understand. Selection in the employment examination Aptitude tests are useful in determining personality, basic skills, and general common sense, which are difficult to see in an interview. It is possible to prevent mismatches between a company and its human resources by providing data on whether an applicant is a good fit for the company and the type of work he/she is suited for. It is difficult to grasp an applicant's personality only through an interview, and it is not uncommon for the interviewer to be biased in his or her evaluation of the applicant. An aptitude test that can evaluate applicants objectively and impartially can reduce the burden on HR personnel during the selection process. However, it is important to note that a poor aptitude test result does not necessarily mean that the applicant is not qualified for the position. Back to Table of Contents What does the aptitude test measure? The items measured in aptitude tests are mainly divided into two categories: ability tests and personality tests. Since the data obtained from each of these tests is different, select the test items according to what you want to measure. It is also possible to conduct only one of the two tests. Below is an explanation of the elements that can be measured by the ability test and the personality test. Ability test: Measures basic abilities such as reading comprehension, calculation, graphics, and general common sense Ability test is a test to measure whether you have the ability to acquire and practice the skills and knowledge required for your job, and whether you have the ability to think and respond in order to carry out your duties, from the perspective of logical thinking and numerical processing ability, etc. The questions are similar to those in general achievement tests, such as whether the applicant can read sentences correctly and perform simple calculations, and are not very difficult. Personality test: Measures human nature, cooperativeness, etc. Personality tests quantify an applicant's personality, such as human nature and values, to determine whether the applicant will fit in at the workplace and whether the applicant is close to the type of person the company is looking for. Personality test results are useful not only for employment selection, but also for determining post-employment assignments and human resource development. In addition, although it is a separate test from the personality test, it can also measure workplace adaptability, such as willingness to be an asset to the company after joining the company and willingness to work, and stress tolerance. Understanding the type of stress to which you are vulnerable will help you avoid the risk of early separation from the company. Back to Table of Contents Aptitude Test Test Format There are two types of aptitude test formats: paper tests and web tests. While it is possible to take the test at your company's testing site, it may also be convenient to take the test at one of our nationwide testing centers. Each testing method and venue has its own advantages and disadvantages. Paper test A paper test is a written test. Since the test is administered by gathering examinees at a venue, it is necessary to arrange a venue and provide supervisors and other personnel, but the risk of fraud can be reduced by setting the venue and time. There are two types of paper tests: objective and descriptive. The objective type is easy to score and tabulate, while the descriptive type is unique in that it can also measure writing ability. Web Tests Web testing is a type of testing that is conducted over the Internet from a computer or smartphone. As long as you have an Internet environment, you can take the test regardless of time and location, eliminating the need to arrange a large venue and assign a supervisor, thereby reducing costs. Web-based testing, which can be taken anytime and anywhere, is attractive because it is less burdensome for the test taker and less complicated for the company to tabulate and analyze the test results. Taking the test at a test center In the case of taking tests at test centers, examinees go to test centers located in major cities throughout Japan. Generally, the test centers are operated by aptitude test providers, so the test itself can be outsourced, reducing the amount of time and effort required. Since supervisors are assigned to the test, the risk of fraud is also reduced. Test takers must travel to the venue, but since test centers are located throughout Japan, this reduces the burden of travel compared to conducting the tests in-house. However, it should be noted that there are costs associated with outsourcing. Back to Table of Contents Tips for Conducting the Right Aptitude Test for Your Company The advantage of private aptitude tests is that they are easy to use, but they do not necessarily match the culture of the company or the items to be tested. In order to implement an ideal aptitude test, it is necessary to consider various points, such as setting objectives, the number of questions, and the balance of response time. Below are some ideas and tips for creating an aptitude test suitable for your company. Define the purpose of conducting aptitude tests Since different companies offer different aptitude tests for different purposes of use and different methods of testing, it is important to clarify the purpose of conducting aptitude tests at your company. When creating questions in-house, it is also important to clarify the purpose of the aptitude test, such as whether the test will be used for employment selection or for assignment and human resource development, and to consider the desired test format and the budget allocated for the test. Consider the balance between the number of questions and response time. In aptitude tests, it is also important to balance the number of questions and response time. If the number of difficult questions or the number of questions is too large and the response time is too short, the applicant may not be able to answer all the questions within the time limit and accurate data may not be measured. In addition, if the test is too long, the physical and mental burden on the examinee may also hinder accurate data measurement, and the negative image of "this company's aptitude test is too short or too long" may be conveyed to the examinee's surroundings through social networking services and other means. In particular, when a company conducts both a private test and its own original test, the number of questions tends to increase and the test time becomes longer, so care should be taken. Use in conjunction with private tests to get more detailed data. Combining private sector tests with in-house original tests makes it relatively easy to measure detailed data. It is recommended that private tests be used to measure basic academic skills and personality, while original tests be used for more specialized areas or areas that are difficult to identify with private tests. If all of the questions are original, it will require more effort and cost to create the questions. It is recommended that basic content be covered by private tests, and original tests be used to cover areas that cannot be determined from private test data alone. Not only will this save you time and effort in creating questions, but it will also more accurately measure the data you are looking for. Back to Table of Contents For aptitude testing, we recommend learningBOX's diagnostic test creation function! To conduct aptitude tests, we recommend learningBOX's diagnostic test creation function. The diagnostic test creation function allows you to determine the characteristics and knowledge level of your learners. Learners answer a variety of questions prepared by the administrator, and the results can be viewed according to their answers. For example, if the test is an aptitude test for employment selection, questions can be prepared to measure the skills and abilities required for the position sought. Based on the results of the analysis, you would be able to make appropriate responses based on the aptitudes and abilities of the learners. If you are conducting a hiring selection process, it will also help you make a hiring decision. In addition to creating diagnostic tests, you can also manage test administration and results. When conducting aptitude tests, why not try using learningBOX's diagnostic test creation function? Back to Table of Contents Original Aptitude Tests Are More Practical with Tools Aptitude tests are commonly used as a means of employment selection, but they can also be used for personnel evaluation and staffing, and can be useful in appealing to those seeking employment or a new job. Aptitude tests vary in format and test items. After understanding the usefulness of aptitude tests, clarify the purpose of implementing aptitude tests in your company and consider the direction of the test content. Our e-learning system "learningBOX" has a diagnostic test creation function and is recommended for those who wish to create their own original aptitude tests. We also offer a free plan that allows you to use up to 10 accounts for free and indefinitely, so why not try it out on a trial basis first? We also offer materials that provide detailed information about the system and how to utilize it. If you are having trouble creating and implementing original aptitude tests, please consider learningBOX. We also recommend you to read this page! I also want to read Back to Table of Contents

Organizational Development" is an effective way to revitalize an organization and create a state where employees can achieve results individually and as a team. The measures may lead to solutions to current organizational issues. Please consider taking initiatives to achieve an organization that can maximize performance. This article explains the basics of organizational development, the advantages and disadvantages of implementing it, as well as the procedures and key points. We will also introduce the main methods and frameworks of organizational development, which HR professionals are encouraged to refer to. What is Organizational Development? At the beginning, we will provide you with basic knowledge about the meaning and purpose of organizational development, as well as the reasons for and background of the attention it is receiving. Let's start by deepening your understanding of why you should engage in organizational development for future practice. Meaning and Significance of Organizational Development Organizational development is a term that refers to the concept and efforts to revitalize an organization through the relationships and interactions between people in the organization. It is also called "OD," which is short for "Organization Development" in English. In organizational development measures, issues within the organization are brought to the surface, and the goal is to create a state in which each and every employee thinks about solutions as a party to the issue. Main Objectives of Organization Development Organizational development is designed to ensure that an organization continues to function healthily while adapting to a constantly changing environment. It plays an important role in creating a corporate culture in which individuals work on their own initiative to address organizational issues. Setting up mechanisms and rules that create synergy in the group is another important approach in organizational development. Reasons and Background for the Attention to Organizational Development The reason why organizational development is attracting attention in the Japanese business scene is because organizations are required to change along with the changing work styles of individuals. This is due to the spread of performance-based values, the diversification of employee employment patterns and nationalities, and the increasing complexity of communication methods with the spread of IT technology. Many companies are unable to fully utilize their own human resources due to their inability to adapt to these changing times. Companies need to revitalize their organizations and create an environment that maximizes their strengths. This calls for organizational development that emphasizes relationships among individuals and teams and enhances the quality of communication. Back to Table of Contents Difference between Organizational Development and Human Resource Development A term similar to organizational development is "human resource development. Here we explain the meaning of human resource development and how it differs from organizational development, comparing the two. There are differences between organizational development and human resource development in terms of subject matter and methods. Human resource development refers to efforts to enhance individual performance by encouraging employees to acquire knowledge and skills. It is not uncommon for it to be used in the same sense as "human resource development. The objective is to improve the abilities of each individual employee by having them acquire knowledge and skills that are currently lacking. Training, workshops, and other methods are used for this purpose. On the other hand, organizational development targets the relationships among individuals and teams and their interactions. Organizational development methods include the creation of an environment and structure within the organization. The table below compares the differences between organizational development and human resource development, using the two issues of "new employee turnover" and "early career development of young employees" as examples. <Differences in factor identification and measures between organizational development and human resource development (1) Organizational Development Human Resource Development Challenges New employee turnover Factors to be addressed Difficult environment for new hires and their supervisors to build a relationship Lack of management skills of the new employee's supervisor Examples of measures Introduction of a feedback system from subordinates to their supervisors Implementation of training and workshops for supervisors of new employees <Differences between factor identification and measures for organizational development and human resource development (2) Organizational Development Human Resource Development Challenges Rapid development of young employees Factors to be addressed Problems in the young employee's relationship with his/her supervisor, differences in perception of issues Lack of knowledge and skills of younger employees Examples of measures Improvement of rules for 1-on-1 meetings Implementation of training for younger employees Back to Table of Contents Advantages and Disadvantages of Organizational Development Before undertaking organizational development, it is important to keep in mind the advantages and disadvantages. Ideally, it is best to consider the burdens that may be placed on the organization, while at the same time taking into consideration the ways in which the efforts can be made to bring about better results. Merits of Organizational Development Maximize organizational performance When a company engages in organizational development, it can have a positive impact not only on individual employees, but on the organization as a whole. The benefits include the potential to improve individual and team performance. It can lead to organizational improvements, such as better ideas being generated and faster decision-making. Because organizational development efforts are less dependent on individuals and are an approach to changing the organizational structure itself, they can be expected to have lasting effects. Strengthening Branding Organizational development measures can strengthen your company's branding by ensuring that individuals and teams share the same goals and values. Individuals and teams will be able to act based on an understanding of the direction they should take as a company, which will enhance the brand value and service quality provided to customers. It is possible to build a strong brand from within the organization. Improved sense of unity and morale in the organization When communication within an organization is enhanced through organizational development, good relationships are built in the workplace, leading to easier cooperation and dialogue. The benefit is that the sense of unity of belonging to the same organization increases work motivation. The interaction among members also fosters a corporate culture of positive and good initiatives, which can be expected to improve morale. Disadvantages of Organizational Development There is a risk of increased workload Depending on the content of the organizational development measures, it may be necessary to change the current workflow. Please note that there is a risk of temporarily reducing work efficiency in the field when the way of cooperation between individuals or teams in the business is changed. For example, in cases where a new progress management sheet is introduced for collaboration among teams, the burden of inputting information may be greater than expected. In this case, the possibility of a shortage of time that can be spent on normal work should be taken into consideration. There is a risk of employee resistance or indifference. Some employees in the organization may be critical of change through organizational development. If these employees are not confronted, there is a risk of backlash within the organization after implementation. In addition, if many employees remain indifferent to the policy, there is a risk that it will become a formality and end in failure. It is a good idea to consider in advance how to introduce the measures and how to deal with the situation, taking into account that some employees may not be cooperative in organizational development. Back to Table of Contents Procedures and key points for implementing organizational development This section describes the flow of implementing organizational development, divided into four steps. We will also introduce points to note at each step, so please take a look at them. Step 1: Grasp the current situation and clarify the objectives First, clarify the purpose of organizational development based on the current status of the company. The key point is to identify specific problems based on facts, not abstract issues. Gathering information through interviews with employees and questionnaires is effective. Once your company's issues have been identified, visualize the gap between the state of the organization you should aim for and the current situation. Based on the results of the problem analysis and your company's corporate philosophy and vision, determine the direction of organizational development. Step 2: Planning a concrete action plan Based on the direction established at the beginning, we will decide on specific organizational development actions. Once the actions are considered, it is important to call for cooperation from the field. When doing so, involving key people in the organization and gaining their support will demonstrate leadership and make it easier to implement the measures. Step 3: Test the effectiveness of the measures with a small start This is the stage where measures are initiated and their effectiveness is tested. It is recommended to start as small as possible, for example, by limiting the implementation to a few departments or teams at first. After understanding the potential issues that may arise, the scope of the project should be gradually expanded to a larger scale. Step 4: Introduce successful measures to the entire company Once the effectiveness of the measures has been verified and success is recognized in the small start, organizational development is introduced to the entire company. Once the results of the measures are analyzed and the reasons for success are clarified, it is important to reflect them in the next measures. After company-wide implementation, continue to verify the effectiveness of the measures and make repeated improvements. Back to Table of Contents Methods and Frameworks for Organizational Development Finally, we would like to introduce some typical methods and frameworks that are used in many companies' organizational development. Why not incorporate them into your own organizational development measures? AI (Applied Inquiry) AI (Appreciative Inquiry) is a method of developing action plans by asking questions that help individuals and organizations to envision their potential and what they want to become. AI is also called "AI" for the English word "Appreciative Inquiry," which means "to find value" and "Inquiry" means "to ask questions. In the AI method, each team asks each other in-depth questions to find out the good parts of individuals, what they are striving for, and what makes them successful. Allowing employees to engage in this process brings about the habit of sharing positive images. World Café The World Café is an interactive method of free discussion in a relaxed café-like environment. Basically, small groups of people work together to deepen their understanding of each other while discussing a pre-determined theme. Group members rotate on a timed basis, and at the end of the session, the participants share their findings as a whole. The World Café does not require discussion. The purpose is to provide an opportunity for employees in different positions to talk openly with each other and to promote mutual understanding within the organization. The 4Ss of Software The "4Ss of Soft" are four interrelated elements that serve as benchmarks for organizational management. The 4Ss stand for "Shared Value," "Style," "Staff," and "Skill. Analyzing the soft 4Ss of your organization can lead to strategic planning. The soft 4Ss are a concept that appears in the "7Ss of Organization" proposed by McKinsey & Company, a management consulting firm. The 7Ss of an organization consist of the "4Ss of software" and the "3Ss of hardware. The 3Ss of hardware, meaning "Strategy," "Organizational Structure," and "System," are said to be easier to control than the 4Ss of software. Tuckman Model The Tuckman Model is a framework proposed by psychologist Tuckman that shows the growth stages of an organization in five stages. The stages are divided into "Formation Phase," "Disruption Phase," "Unification Phase," "Functional Phase," and "Scattering Phase. The Tuckman model can be used as a reference for organizational development based on the issues that are likely to arise during each of these processes. This model is often used in team building, and is suitable when aiming for a high-performing organization. Back to Table of Contents Lead Your Company to Growth through Organizational Development We have discussed organizational development. Organizational development can revitalize the organization through relationships and interactions within the organization. While it can be expected to enhance performance, it can also lead to a burden on the field and employee resistance, so there are some aspects to be aware of when introducing it. Please refer to the procedures and key points described above and consider measures that will lead your organization to growth. Cooperation with key persons in the field is essential to the success of organizational development measures. When conducting management training for managers and leaders for organizational development, please use our e-learning system "learningBOX". learningBOX is a learning management system that provides all the functions necessary for conducting in-house training, such as creating and distributing teaching materials, grading, and managing learning histories. LearningBOX is an e-learning system. In addition, "learningBOX ON" provides several training contents that are essential for companies. Free information security training and compliance training are also available, and by combining them with in-house content, original training programs can be easily designed. We also offer a free plan that allows you to use almost all functions for free and indefinitely for up to 10 accounts, so please feel free to contact us. ▼Here's another recommendation! Also read Back to Table of Contents