human resources development

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KaWaL eLearning Business Skills Training

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

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

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

Benefits of Reskilling your Employees

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

A Complete Guide to Knowledge Management Tools

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

Onboarding Guide
Quick Tips for Success

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

Steps to the Organizational Development Process

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

Key to Success in Online Corporate Training

Many companies are implementing telework as a way of working in the new normal era. Not only has the way of working changed from the traditional way of coming to the office, but the format of training has also changed dramatically. In addition to teleworking, online training is becoming increasingly popular. What are the characteristics of online training during telework that are different from group training? This article will explain common issues and solutions for online training, as well as points to enhance the operational effectiveness of training. What is online training for teleworkers? While teleworking allows employees to work without being restricted by time and location, it becomes difficult to gather employees at the same venue as for traditional training. In such cases, online training will make it easier to conduct training in a telework environment. Online training is training that is taken via a web conferencing system or other means. Learners learn using devices such as PCs, smartphones, and tablets. This type of online training is also called "e-learning training. When implementing online training, it is important to understand the differences from traditional face-to-face group training and to cover the disadvantages unique to telework. Back to Table of Contents Types of Online Training Available for Teleworkers There are two main types of online training that can accommodate telework: "live delivery" and "on-demand delivery. The features of each training method are explained here. Live-streaming training Live training is characterized by real-time delivery of lectures via a web conferencing system or other means, with each learner participating online. Because it is held in real time, it has a realistic feel similar to a group training session. The instructor and learners can interact with each other, so if there is anything that is unclear, a question and answer session can be held on the spot. The instructor can also instruct the learner to speak up and give a lecture similar to a face-to-face meeting. Compared to the on-demand delivery type, it is easier for the instructor and learners to communicate with each other. The advantage of live-delivered training is that it is easy to follow up on areas that learners do not understand on the spot. However, problems with the communication environment may disrupt the course if video or audio is disturbed. Also, since all learners must participate at the same time, it is not suitable for self-paced learning. On-demand delivery-type training On-demand-delivered training is characterized by the use of pre-prepared content. Learners learn using training content shared online. They can watch videos of recorded lectures, view training materials distributed to them, and learn in a variety of other ways. On-demand delivery training allows learners to take the training at their own pace. In addition, since the training content to be delivered can be prepared in advance, it is easier for the management to reduce the burden of preparation compared to the live delivery type, which is held in real time. There is also no need to worry about major impact due to problems with the communication environment. The advantage is that it is possible to provide training of stable quality while minimizing the burden on the operation. However, the drawback is that if the training design is not based on learner output, it is difficult to grasp learner responses during the training. Some measures must be taken to increase the effectiveness of the training, such as providing feedback after the course is completed. Back to Table of Contents Common Challenges and Remedies for Online Training During Telework Online training may face different challenges than traditional group training. If you are holding the training during telework, be sure to understand the common challenges and keep in mind how to deal with them in order to resolve them. Difficulty in creating learner initiative Compared to traditional group training, online training tends to be more difficult to communicate non-verbally, such as through facial expressions and gestures. This makes it more difficult for learners to ask questions and express their opinions than in traditional training, and it is not uncommon for learners to feel anxious and become passive. To prepare for such issues, it is necessary to keep the number of participants in training programs during teleworking to a certain extent. It is also advisable to incorporate small group work into the training program to encourage learners' proactive participation. Unexpected problems are likely to occur. During online training, problems with the Internet environment may occur. Some troubles may be difficult to promptly identify the cause and may not be resolved. The following are examples of common problems. Noise in the audio Difficulty seeing screen-shared material The line is cut off in the middle of the session It is important to have a system in place to deal with unexpected problems as soon as possible. Specifically, separate the roles of facilitators and assistants, and prepare a manual on how to deal with problems. Difficulty for learners to maintain concentration During telework training, learners tend to have a hard time maintaining the proper amount of tension to stay focused. This is because learners are not in direct line of sight of the instructor. Another reason is that actions such as question-and-answer sessions and group work are limited compared to face-to-face training. To create the right amount of tension in training, it is a good idea to establish rules and mechanisms to increase the need to focus on the training. For example, a check test can be administered to review the training content and assess the learner's level of understanding. Back to Table of Contents Points to Increase the Effectiveness of Online Training During Telework Companies offering online training should consider the following initiatives to ensure effective implementation. Finally, the following are some key points to enhance the effectiveness of the training program. Establish an Internet communication environment. A stable communication environment is essential for smooth telework training. However, it may be difficult to maintain a perfect environment in which all participants are completely trouble-free. Therefore, it is ideal if companies can make thorough preparations to minimize problems. For example, a list of environmental settings for PCs and web conferencing systems that are likely to cause problems in online training should be prepared and participants should be asked to check these settings. It is also important to build and select a management system that is error-resistant. Keep in mind that communication is not a one-way street. In online training, it is important to incorporate two-way communication to encourage interaction between instructors and learners and to maintain a moderate level of tension. Learners are basically allowed to attend with video and interact with each other face to face. By seeing each other's faces, it will be easier for communication to be as natural as face-to-face communication. It is also effective to encourage learners to take some action in response to the instructor's questions. In this case, the chat and reaction functions of the web conferencing system can be used to check each learner's response. I understand now! I see. and other simple comments, it is easy to sense the excitement of the meeting. Implement a learning management system suitable for online training. Consider implementing a learning management system suitable for online training. A dedicated management system will facilitate the work of HR personnel, from the creation of training content to the management of learner performance. Learning management systems include functions for distributing training materials and checking the progress of each learner. Using the functions to conduct check tests will also be helpful in enhancing learning management. It is easy to create an environment in which learners can easily maintain their motivation. Back to Table of Contents Conduct Effective Online Training While Teleworking In this issue, we have reported on the features of online training that can accommodate telework, common issues and how to deal with them, and even points to enhance the effectiveness of training. A major issue with online training is that it is difficult for learners to take initiative and have a sense of urgency. When conducting training, consciously incorporating interactive communication and thorough learning management will help maintain motivation. If you are looking for a learning management system for online training, we recommend "learningBOX," a learning management system that provides all the functions necessary for conducting online training, including the creation and distribution of teaching materials, grading, and learning history management. In addition, "learningBOX ON" provides several training contents that are essential for companies. By combining the free information security training and compliance training with in-house content, you can easily design your own original training programs. 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

What Is Wellbeing and its Effects

Corporate efforts are essential for employees to work in a healthy and happy environment. In recent years, due in part to the impact of the new coronavirus infection, the way employees work and the nature of companies are being reevaluated. Under such circumstances, the concept of "wellbeing" has been attracting attention. In this issue, we will explain what the concept of wellbeing means and why it is attracting attention from companies, as well as touch on initiatives to promote wellbeing. We hope that those in charge of human resources and general affairs departments will find this information useful. What is wellbeing? Initially, we will explain the meaning and definition of the term wellbeing and how it differs from similar terms. We will also touch on why wellbeing has become more important in society in recent years. Let's start by reviewing the basics. Meaning and Definition of Wellbeing Well-being is a literal translation of the word "happiness" or "health. The term is defined by the Ministry of Health, Labour and Welfare as "a concept that implies a state of physical, mental and social wellbeing in which individual rights and self-actualization are guaranteed. Source: "Employment Policy Study Group Report Outline (Draft)" (Ministry of Health, Labour and Welfare) It was also mentioned for the first time in the following charter devised at the time of the establishment of the World Health Organization (WHO). Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity. (Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.) Source: "What is the Charter of the World Health Organization (WHO)" (Japan Association of WHO) Well-being is a concept that is being emphasized by WHO and other organizations around the world, and is attracting attention not only in the Japanese business scene but also on a global scale. Difference in Meaning between Well-Being and Health Management Health management" is defined by the Ministry of Economy, Trade and Industry as "the strategic implementation of health management for employees from a managerial perspective. Health management is often confused with wellbeing. The difference between the two is whether they are concepts or specific methods. The difference is that wellbeing is a concept, while health management is a method to achieve it. Management that pursues wellbeing is called "wellbeing management. There is a difference between wellbeing management and health management in the scope of health pursued. Well-being management pursues a wide range of health, including social health. In contrast, health management is considered to be management that pursues primarily physical and mental health. Source: "Health Management" (Ministry of Economy, Trade and Industry) Why wellbeing is becoming more important in society Reinforcement of work styles Social fulfillment, which is part of wellbeing, is essential to the realization of work style reform. The reason for this is that one of the goals of work style reform is "to enable each and every worker to have a better outlook for the future. Companies that are reforming their work styles should also understand the concept of wellbeing. Promotion of SDGs The SDGs (Sustainable Development Goals) are international goals adopted at the UN Summit in 2015. One of the goals of the SDGs is "health and well-being for all. Not only in Japan, the SDGs, which are international goals, also call for the improvement of wellbeing, and are attracting attention worldwide. Spreading Diversity Diversity includes factors such as gender, nationality, personality, values, disability, and work style. In recent years, opportunities for people with diverse values and backgrounds to work together have been increasing. Reasons cited for this include the overseas expansion of Japanese companies and the increase in the number of foreign workers in Japan. Management policies and initiatives that respect diversity are becoming increasingly important. Back to Table of Contents Benefits and Effects of Corporate Well-Being Initiatives The following benefits and effects can be expected when companies engage in wellbeing initiatives. We hope you will consider taking a proactive approach. Easier to improve employee fulfillment When wellbeing improves, employees are more likely to find meaning in their lives. Increased happiness and a sense of fulfillment in their work can be expected to have a motivational effect. Increased employee agency, productivity, and performance can have a positive impact on company performance. Effects can be expected to lead to the retention of human resources. When employees' physical and mental wellbeing is stabilized through wellbeing, it is easier to prevent factors that can lead to employee turnover. As wellness in the workplace spreads throughout the company, it can be expected to have a lasting effect by facilitating human relations in the workplace. Companies can benefit from reducing the costs associated with employee turnover, such as recruiting and training new employees. Back to Table of Contents Examples of Initiatives to Promote Well-Being What measures should you take to promote wellbeing in your company? Finally, here are some specific measures on how to tackle wellbeing and how to achieve it. Promote employee communication Well-being is more likely to improve when employees are able to communicate with each other. This is because it is easier to resolve relationship and work problems. Specific measures to promote communication include the "Thanks Card System. The "Thanks Card System" is a system where employees write words of appreciation to each other on paper or digital cards. Individual letters may be given to each other, or a representative may put them together and post them on a bulletin board. Acquire the necessary knowledge through training. To promote wellbeing within the company, it is effective to conduct training that includes comprehensive knowledge input and practical exercises. This will provide employees with the opportunity to learn more about wellbeing. Training topics such as "harassment training" and "diversity training" can be effective. The advantage of training on a specific topic is that it is easy to delve deeper into the learning content. To avoid the cost of preparing content in-house, please consider using an external service. Improve working conditions and work environment In your commitment to wellbeing, it is also important to create a comfortable work environment for your employees. Reviewing and improving existing systems or introducing new systems can help create a flexible work environment. For example, enhancing benefit packages can improve employee satisfaction. Initiatives such as meal subsidies, the establishment of daycare/nursery facilities, and telework subsidies can also be effective. Back to Table of Contents Aiming to be a company where employees are happy with wellbeing We have described "wellbeing," which is attracting attention worldwide. By considering the happiness and health of employees and working to promote wellbeing, companies can bring a variety of benefits and effects. If many employees do not know much about wellbeing, it is a good idea to support them in acquiring the necessary knowledge through training. To get the word out about wellbeing, we recommend learningBOX, an e-learning system that provides essential functions for internal training, such as content creation and distribution, and participant management. Courses can be designed according to training content, and tests to check employee proficiency can be easily implemented. The system's simple operability and reasonable price have been well received, and many companies have adopted it for their in-house training programs. 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 for more information. ▼Here's another recommendation! Also read. Back to Table of Contents

Building Effective Employee Training Programs

New employee training is a training program that provides guidance and education to promote the acquisition of working attitudes, knowledge, and skills. Generally, this training is conducted for new employees who have been hired by a company for the first time as new graduates. Therefore, it is important to note that the purpose of training for mid-career employees is very different from that of training for mid-career employees who are hired for immediate employment. This article explains the purpose of training for those in charge of training new employees. We will also provide tips for setting objectives and planning in order to enhance the effectiveness of training. Four objectives of conducting new employee training (newcomer training) There are four main purposes for conducting new employee training Let's review again the role of new employee training to see why it is necessary to have new graduates attend training after they are hired. Raising awareness as a member of society New employee training conducted immediately after joining the company is meant to help new employees understand the difference between students and working adults, and to make them aware of their responsibilities and awareness as a member of society. At this stage, new employees often still feel like students because they have not yet had the experience of working as a member of society. In order for them to adapt quickly to an environment that differs from their student days and to perform their duties steadily, it is necessary to raise their awareness through training. At work, it is important to make them aware that they will continue to deal with their work and the people they interact with in the workplace for a long time, regardless of mere personal likes and dislikes. Learning basic business etiquette and business skills New employee training is an opportunity for new employees to learn basic greetings, language, telephone skills, and other business manners essential to the performance of their work. It is also an important opportunity for new employees to acquire basic business skills such as reporting, communication, and presentation skills. Depending on the type of job, it may be necessary to conduct training to acquire specialized knowledge and skills. For example, development staff may need classroom training in networking and security, while sales staff may need role-playing training in tele-appointment and sales techniques. Promoting understanding of company rules and corporate culture In order for new employees to smoothly integrate into the company, it is important to deepen their understanding of the company's unique rules, organization-specific atmosphere, and corporate philosophy. Ideally, new employees should be given training to enhance their understanding of corporate rules and corporate culture, which are difficult to grasp prior to joining a company. Adherence to company rules is essential for the smooth operation of the organization, from personal appearance while on the job to the way internal procedures are carried out. Knowing the company's corporate culture also creates a sense of working in the same organization and strengthens the bonds between employees. Promoting communication with peers and superiors Having new employees learn from each other in the same training setting encourages communication and strengthens cooperation during the same period. A major benefit of having colleagues to learn with is that motivation is increased and a desire to grow is more likely to arise. The relationships built during the training period may last long after the training and develop into a relationship where they can consult with each other about their work and share their know-how. In addition, the opportunity for support by managers and senior employees during new employee training encourages casual dialogue in the workplace, making it easier to follow up on work concerns early on in the assignment process. Back to Table of Contents Why it's Important to Clarify the Purpose of New Employee Training In order to make new employee training more effective, it is important to first clarify the purpose of the training within the company. Here we explain why you should clarify the purpose of the training in the preparation stage. It will be easier to put together an appropriate and lean training program. When conducting training for new employees, if specific and clear objectives are set, it will be easier for the human resources department to prepare training content that is both sufficient and sufficient. This will also prevent the risk of wasting time and money on training that does not meet the company's objectives. It is also possible to review the previous year's training curriculum according to the objectives and improve it to further enhance the effectiveness of the training. Easily motivates new employees to take the course If the company shares the purpose of the new employee training in advance, new employees can participate in the training with a clear understanding of why they need to engage in the training. Setting goals in line with the objectives, such as what kind of growth is expected after taking the course, will also help increase motivation. Make sure to clarify specific goals, such as the knowledge and skills to be acquired, before allowing them to participate in the training. Back to Table of Contents Points to Consider When Determining the Purpose and Plan for New Employee Training The following points should be kept in mind when determining the purpose and planning of new employee training. Finally, here are some ideas for companies that are bringing new employee training in-house. Incorporate effectiveness verification and improvement into the plan New employee training is not an end in itself. It is important for new employees to be able to practice and apply what they have learned in the training to their work in the field. To this end, it is effective to have new employees submit periodic reports reflecting on training goals and results, and to ask their supervisors to check the results. These efforts will also help in the effectiveness verification and improvement process to brush up the training content for the next and subsequent sessions. Analyze the results and challenges of past new employee training programs. To improve the current new employee training, we recommend that a survey or interview survey be conducted with employees who received training in the previous year. Questions that could be asked include "Examples of actions that led to positive results from the training," "Complaints and areas for improvement from the training," and "What was useful and what was not useful in the training. Based on the responses, it will be easier to analyze the results and issues from the previous year and reflect them in the next session. Provide opportunities for output as well as input. In order to make the most of what is learned in the new employee training program in the workplace, the trick is to give participants concrete images of situations in which they can apply what they have learned during the training. It is a good idea to provide examples of practical situations in advance, and to incorporate group work and role-playing activities that simulate practical situations. In addition, if the instructor designates the participants to answer questions during the classroom lecture, a moderate sense of tension will be maintained, and it will be easier for each participant to feel a sense of active participation. Back to Table of Contents Keep the Objectives of New Employee Training in Mind to Ensure Success In addition to the purpose and importance of new employee training (newcomer training), we have even explained the key points for determining objectives and plans. The purpose of new employee training is to raise their awareness as a member of society and help them acquire basic manners and skills. It is also important for new employees to deepen their understanding of their company and encourage communication within the company. By keeping in mind the purpose of conducting training, we aim to quickly turn new employees into competitive forces and ensure the success of human resource development. For new employee training, we recommend the business skills-focused training content of KaWaL x learningBOX. In collaboration with Change Corporation, a professional human resource development company, we have prepared a wealth of training video content that is "fun to learn and usable at work. Free trial content is available, so please feel free to contact us if you are looking for more efficient and high-quality training for new employees. ▼Here's another recommendation! Also read. Back to Table of Contents

Katz's Three-Skill Approach to Leadership

Ideally, a company's human resource development should enable employees to acquire appropriate skills as their positions change. In particular, managers are required to have not only their own abilities, but also the skills to lead their subordinates and team members to achieve results. This is where the "Katz Model" framework can be utilized. In this issue, we will explain the outline of the Katz Model, how to utilize it, and points to keep in mind. Examples of training themes that can be easily implemented at each level will also be discussed, so please make use of the Katz Model in your human resource development planning. Fundamentals of the Katz Model The Katz Model is a framework used to develop and evaluate human resources, particularly at the managerial level. This section explains the meaning and components of the Katz Model. What is the Katz Model? The Katz Model is a theory that categorizes and articulates the abilities required for management positions by hierarchy and skill level. The framework divides managers into three levels: lower management, middle management, and top management. In addition, necessary business skills are divided into three categories: technical skills, human skills, and conceptual skills. This framework was proposed by American management scholar Robert L. Katz in the 1950s and continues to be used as a guideline for human resource development and organizational development. The three tiers that make up the Katz Model Top Management Top management includes the chief executive officer (CEO), chief operating officer (COO), chairman, president, and vice presidents. Since they are involved in determining management policies and strategies, they have few opportunities to give specific instructions in the field. Middle Management Middle management applies to positions such as general managers, section managers, area managers, and branch managers. They are required to understand the decisions of top management, communicate them to lower management, and facilitate the execution of business operations. Lower Management Lower management includes section chiefs, managers, chiefs, and other on-site supervisors. They are in a position to supervise members based on instructions from middle management and are involved in on-site operations. Even ordinary employees without a position are considered lower management when they are assigned as project leaders, etc. Three skills that make up the Katz Model Technical Skills Technical skills are specialized knowledge and skills for performing specific tasks. Also referred to as business execution skills, these skills include PC operation skills, bookkeeping and language qualifications, product knowledge, and the ability to make service proposals. Compared to the other two skills, technical skills tend to refer to skills that are more relevant to the workplace. Human Resource Skills Human skills are interpersonal skills. It represents the ability to build good relationships not only with superiors, subordinates, and other people in the workplace, but also with customers, consumers, and all other parties involved in work. It consists of elements such as leadership, communication, presentation, and listening skills. Conceptual Skills Conceptual skills, also described as conceptualization skills, are the skills required to understand the essence of things and make appropriate judgments. It is the ability to objectively analyze any event that needs to be addressed, such as problems that occur in organizational operations or changes in the market, and to find effective approaches. Personnel with high conceptual skills have acquired the following abilities. Logical thinking (logical thinking) Lateral thinking (horizontal thinking) Critical Thinking Multi-faceted perspective intellectual curiosity spirit of inquiry ability to apply flexibility Acceptance, etc. Back to Table of Contents How to Use the Katz Model to Develop Human Resources The following are some key points for human resource development using the Katz Model. Reflect the ideas of the Katz Model in your skill acquisition and management training methods to promote the growth of your human resources. Create a map of the abilities required at each level. First, create a map of competencies required for each level and position. The advantage of this is that employees will be more aware of the abilities they lack and those they need to improve. This can be used when setting goals and evaluating personnel performance. Prepare training programs that enable employees to acquire the three skills. <Examples of training themes based on the Katz model Technical Human conceptual Top Management Business strategy planning Business planning Financial management Risk management Advanced negotiation Organizational Development Middle management (executive/managerial level) Numerical analysis of financial statements Market analysis Leadership Leadership ・ Teaching Coaching Critical thinking Problem-solving skills Planning skills Lower management (leaders/supervisors) Computer skills Computer skills ・ Business e-mail Communication skills Listening skills Followership Harassment Logical thinking Training suitable for acquiring technical skills OJT training, in which education is conducted in parallel with on-the-job work, tends to be more suitable for acquiring technical skills. This is because practical experience tends to be more important than systematic learning of specialized skills. Create an environment where you can receive direct instruction from experienced employees. Training suitable for acquiring human skills Human skills are easily acquired through both on-the-job training and group training. in the case of on-the-job training, salespeople have the opportunity to observe and learn interpersonal negotiation skills such as negotiation and presentation skills by being on the same floor with experienced sales members. In addition, by mixing role-playing in group training, it is easier to foster a practical image. It is also recommended to take advantage of training programs offered by outside professional companies. Training suitable for acquiring conceptual skills Conceptual skills are easily acquired through group training. This is because highly abstract topics such as logical thinking and critical thinking are often easier to understand if they are learned carefully and in sequence. Group training also makes it easier to practice through group work. Planning training for each of the three hierarchical levels Training suitable for top management Training for top management focuses on improving management skills. Specifically, training in business strategy planning, financial management, risk management, negotiation, and organizational development are useful. Another advantage of participating in training programs conducted by external organizations is the opportunity to build a personal network with the management of other companies. Training suitable for middle management Leadership training, coaching training, and critical thinking training are recommended for middle management. This is because middle management needs to correctly grasp the intentions of upper management and communicate them to subordinates before taking command. In addition, in order to perform their duties smoothly, they need to deepen their understanding of the company's products, as well as have the ability to analyze markets and financial statements and other numerical analysis skills. Suitable Training for Lower Management Examples of training for lower management include training to acquire basic business skills such as PC skills, business writing skills, and logical thinking. This is because, compared to the other two levels, lower management has more opportunities to work in the field. In addition, given their position as team supervisors, it is a good idea for them to take compliance and harassment training, as well as communication training. Back to Table of Contents Points to Consider When Utilizing the Katz Model When utilizing the Katz Model, be careful not to take an overly limited view of the skills required at each level. It is important to assume the risk of misinterpretation of the Katz Model by employees and to inform them regularly. If it is difficult to acquire all skills through on-the-job training or group training, e-learning is recommended. This is suitable for cases where employees are too busy with their work to have time for group training, or where there is no suitable instructor for the content of the training, as the courses can be taken according to the individual's ability. Back to Table of Contents Introducing the Katz Model Concept to Improve the Bottom Line of Organizational Strength In this issue, we have provided basic knowledge of the Katz Model, how to utilize it for human resource development, and points to keep in mind. The Katz Model can be used to develop not only managers, but also all human resources in an organization. Let's clarify the skills that should be emphasized for each position and job title, and make use of them to improve organizational capabilities. If you want to implement training using the Katz Model through e-learning, we recommend learningBOX. learningBOX is an e-learning system equipped with essential functions for internal training, such as content creation and distribution, and course participant management. Courses can be designed according to training content, and tests can be easily conducted to check employee proficiency. The system's simple operability and reasonable price have earned it a favorable reputation, and many companies have adopted it for their in-house training programs. We also offer a free plan that allows you to use almost all functions, so please feel free to contact us for more information. ▼Here's another recommendation! Also read. Back to Table of Contents
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