human resources development

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

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

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

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

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

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

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

On-the-job training (OJT) is one of the methods used in corporate human resources training, with a particular emphasis on practical application. It is well-known as a method suitable for training new employees to be ready-to-work professionals. This article explains the basics of OJT training, and provides information on the advantages and disadvantages of OJT training, as well as points for effective implementation. What is OJT training? First, let's check out the basics of OJT training: what it means, how it differs from similar training methods, and even the flow of OJT training in recent years. Meaning of OJT Training On-the-job training (OJT) is an educational method that provides instruction while practicing work in the workplace. OJT is short for "On the Job Training. In many workplaces, it is commonly used as an educational method mainly for new employees and younger employees. Difference between OJT training and Off-JT training Off-JT training is an educational method that provides instruction away from the workplace. Off-JT is an acronym for "Off The Job Training. The difference between OJT training and Off-JT training is whether or not the training is conducted in parallel with the work. Off-JT training, on the other hand, is conducted away from work, with time and space set aside for training. There are several options for conducting Off-JT training. Typical examples include having a person in charge of the human resources department create the training program and instructor, or using training services provided by a specialized company. Training content can be enhanced by outsourcing content creation or requesting outside instructors. Purpose and Importance of OJT Training The main purpose of on-the-job training is to make new hires become immediately competitive. It is important to distinguish between OJT training and Off-JT training. The results of OJT training are likely to be directly related to the work efficiency and productivity of new employees thereafter. It is considered an efficient and effective educational method because it provides practical work experience during the training phase. Trends in OJT training in recent years Remote OJT Training Traditionally, on-the-job training has been conducted face-to-face onsite. In recent years, training has increasingly been conducted online using web conferencing systems and chat tools. When conducted remotely, everything from instruction during training to work management is done online. One of the reasons why remote on-the-job training is attracting attention is the spread of telework due to the impact of the spread of the new coronavirus infection. In response to changes in the work environment, remote on-the-job training is gradually being implemented. OJD OJD is an educational method of developing employee skills. OJD is short for "On the Job Development. OJD is characterized by having employees acquire the skills they will need in the future by working backwards; while OJT aims to acquire the skills necessary for their current job, OJD takes a longer-term perspective and aims to improve employees' skills. In recent years, many companies have introduced OJD to support the careers of their employees against the backdrop of a shortage of human resources. Back to Table of Contents Advantages and Benefits of OJT Training OJT training is expected to bring benefits to the instructor, the teacher, and the company. In this section, we will discuss the benefits of OJT training for each role, and then introduce the effects of introducing OJT training. Merits and benefits for the instructor side Easy early resolution of business concerns and questions The advantage of on-the-job training is that it is easy to ask questions and discuss work-related issues because of the close proximity to the instructor. You can get on-the-spot advice on current concerns and worries, which can lead to early resolution of issues. When you receive guidance on the job, it is easier to make specific improvements in the way you approach and carry out your work. It is easy to have the content adjusted to suit your own characteristics. Generally, OJT training is conducted in small groups, so it is possible to expect individualized instruction in a way that is appropriate for each person's characteristics. Unlike group training where all employees are taught at the same time, it is easier to have the instructor adjust the teaching method according to the individual's level of understanding and ability. You will receive detailed feedback and evaluation, which will motivate you to learn more. Merits and benefits of introducing the system on the teaching side Improvement in understanding of own work OJT training instructors need to be creative in the way they teach and communicate so that others can understand what they are teaching without misunderstanding. In order to explain things in an easy-to-understand manner, they will always be thinking about "when," "what," and "how" to communicate. Through repeated trial and error, it is also an opportunity to review one's own thinking about one's own work and to recognize errors. Opportunity to improve management skills In many cases, senior employees who have been with the company for several years are appointed as supervisors for on-the-job training, which is effective as management training. In some cases, employees are required to experience OJT training as one step toward acquiring the leadership skills required of managers. Another major advantage is that it provides an opportunity for those who teach to accumulate teaching expertise, improve their skills, and grow. Benefits from the Company's Perspective Communication among members is expected to be revitalized. OJT training will inevitably increase opportunities for interaction within the company, which can be expected to invigorate communication. Conversations will naturally occur through work instruction and feedback, and the bond between new employees and senior employees will be strengthened. Good relationships may be fostered and trust may be built between members. Easier to keep training costs down compared to off-JT training. Since OJT training is conducted by employees of the company, there is no need to incur personnel costs for outside instructors. In addition, there is no need to keep a separate schedule from work or to rent a training venue, as is the case with off-JT training. Another feature of OJT training is that it can be implemented without incurring special costs for training. Back to Table of Contents Disadvantages and Cautions of OJT Training On-the-job training has both advantages and disadvantages of providing on-site instruction. The following points should also be kept in mind when introducing OJT training in your company. Disadvantages and points to note for the instructor The degree of effectiveness varies depending on the instructor. The effectiveness of learning through on-the-job training tends to depend on the ability and skills of the instructor. It is important to note that depending on the level of the instructor, there is likely to be a difference in the quality of instruction received by the trainee. Another drawback is that if the instructor and the trainee are incompatible, it is difficult for the training to produce positive results. If the training is completed with inadequate instruction, there is a risk that it will interfere with business operations. Difficulty in acquiring systematic learning The strength of OJT training is that it provides practical learning, but on the other hand, it tends to be difficult to learn systematically in the field. Off-JT training, which is conducted in the form of classroom lectures, e-learning, and other educational methods are suitable for systematic learning. Depending on the content of the learning, it may be a good idea to consider using other methods in combination rather than relying solely on OJT training. Disadvantages and points to note on the teaching side Instructors of on-the-job training have the risk of disrupting their normal work duties. The instructor is responsible for his/her own work and additionally assumes the role of instructor. It is important to note that focusing too much on OJT training in a limited amount of time leaves little time for normal work. The lack of resources may make it difficult to carry out the work or reduce the quality of the output. Disadvantages and Cautions from the Company's Perspective In some cases, new employees may feel that they are left out of the OJT training program by their instructors. If this situation occurs, the HR department in charge of planning and management may be skeptical of the system's design. It is also important to be aware of cases where leaders feel that they are "left to the field. This can easily be caused by a lack of follow-up from the members around them or a lack of rules regarding on-the-job training. Companies that introduce on-the-job training should consider how to support new employees and their supervisors. If the burden on new employees and instructors is left unaddressed, it can lead to a sense of distrust in the organization. Back to Table of Contents Key Points for Effective OJT Training How should we tackle OJT training to make the most of its benefits and operate with caution? Finally, we will provide some key points to realize in order to effectively implement OJT training and lead it to success. Promote it not only by the instructor but also by the entire workplace When introducing on-the-job training to your company, it is important not to leave the training of new employees to the instructors. The company should understand the instructors' normal workload and ensure that they are not overburdened by OJT training. In addition, supervisors and senior employees on site should provide support so that the instructor does not carry the burden alone. Ideally, mid-career employees around them should be willing to help by offering advice on how to communicate and providing feedback on the training plan. Combine with e-learning OJT training can also be combined with e-learning, which can increase learning efficiency by applying the knowledge systematically acquired through e-learning to OJT training. By having trainees learn through e-learning before they go out into the field, it will be easier to reduce the amount of time spent on OJT training. This is also a measure to avoid the risk of increasing the workload of the instructor. Conduct workshops and case studies for leaders Providing workshops and case study opportunities as support to instructors for on-the-job training can help them care for their instructors and improve their teaching methods. In many cases, instructors are in charge of OJT training with insufficient training know-how because they themselves have no experience of being trained in an appropriate manner. By providing a place for leaders to learn, there is a possibility to improve the lack of leadership skills within the company. This is also a recommended measure in cases where the company does not yet have an OJT training system in place; in addition to the OJT training supervisor, the person in charge of the human resources department who plans the company's human resource development may also participate in the training. Back to Table of Contents To design training programs that take advantage of the benefits of on-the-job training This article has explained the basics of OJT training, the benefits of introducing OJT training, points to keep in mind, and key points for effective implementation. OJT training is an educational method suitable for practical learning, and its strength lies in its ability to immediately turn new employees into competitive forces. For companies, it also has the advantage of keeping training costs down. However, care must be taken in how it is implemented, as a lack of support for new employees and their instructors can lead to a sense of distrust toward the company. To cover such disadvantages of OJT training, the method of combining it with e-learning is effective. Because systematic learning can be provided online, it is expected to increase the learning efficiency of OJT training. E-learning is also recommended because it helps reduce the burden on instructors. If you want to implement OJT training through e-learning, please use "learningBOX". learningBOX is an e-learning system equipped with essential functions for in-house training, such as content creation and distribution, and participant management. Courses can be designed in accordance with in-house training content, and tests can be easily conducted to check employee proficiency. The system's simple operability and reasonable price have been well received, and many companies have adopted it for on-the-job training. We also offer a free plan that allows you to use almost all functions, so please feel free to try it out. ▼Here's another recommendation! Also read. 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Each and every employee that makes up an organization possesses a diverse range of knowledge gained through their own work. It is believed that the consolidation and sharing of this useful information and its effective utilization by a company can enhance its organizational strength. This is why the "knowledge management" method is attracting attention. In this article, we will explain the basics of knowledge management and the characteristics of the method. It also touches on common mistakes and their countermeasures, so please refer to this article when introducing the method. What is Knowledge Management? First, we will explain basic knowledge about "knowledge management," which is attracting attention in the business scene. First, let's take a look at the meaning of the term, the basic concept, and the effects and merits of its introduction. Meaning of 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. The concept of knowledge management is based on "knowledge management" proposed by Ikujiro Nonaka, a management scholar. In his book, he explains the management techniques that Japanese companies should engage in in the future, while unraveling the factors behind Japan's success in the 1980s, when the country excelled in manufacturing. Necessary Concepts for Knowledge Management At the core of knowledge management is knowledge management that converts "tacit knowledge" within an organization into "formal knowledge. Tacit knowledge refers to knowledge, experience, skills, know-how, etc. that are not verbalized and held by individuals. Tacit knowledge is that which is difficult to share unless it is expressed in words or sentences. For example, the sales talk practiced by the company's top salespeople is one example of tacit knowledge. Formal knowledge, on the other hand, refers to knowledge, experience, skills, and know-how that are verbalized in a way that anyone in the company can understand. It is important to transform tacit knowledge of individuals into formal knowledge by expressing it in words, sentences, diagrams, etc., for effective knowledge sharing within a company. Effects and Benefits of Knowledge Management Increased productivity through more efficient operations Knowledge management ensures that the knowledge necessary to carry out work is shared without exception, and prevents inconsistencies in quality from occurring among employees. Employees will be able to easily resolve unclear points on their own, which will reduce the likelihood of work stagnation in the field. It will also be easier to identify unnecessary work and improve work procedures. Improved efficiency of human resource development Visualization of business-related knowledge clarifies the knowledge and skills that should be included in employee training, leading to more efficient training. It is also possible to learn from the work styles of veteran employees and excellent employees to raise the overall level of knowledge and skills. Another benefit is that it prevents the division of duties and facilitates a smooth handover. Improved customer management Enhanced knowledge management is expected to centralize your company's customer data and increase responsiveness. By sharing customer data within the company, which was previously held by a specific employee, it is possible to respond quickly and improve the quality of service. It is also effective in enhancing cooperation between departments. Back to Table of Contents Knowledge Management Methodology What methods can be considered when incorporating knowledge management into your company's management? Here are some typical methods of implementing knowledge management. Utilize the SECI model The SECI (SECI) model is a typical framework for knowledge management. It provides specific procedures for sharing individual knowledge and experience throughout the organization to generate new discoveries and innovations. The process in the SECI model is divided into four steps: Socialization, Externalization, Combination, and Internalization. The key to successful results is to follow this cycle in your efforts. Introduce dedicated knowledge management tools. This is a method of introducing dedicated information sharing tools for knowledge management. These products are called "knowledge sharing tools" or "knowledge bases. Adopting an existing tool is less burdensome than building your own dedicated system. Some dedicated tools include FAQ and SNS functions. By creating a database of knowledge, users can smoothly go through the business process of asking and answering questions, making corrections, and updating information. This can be expected to increase work efficiency and productivity. However, if the number of files and documents created increases and categorization becomes complicated, it may take time to reach the necessary information. It is important to organize information appropriately and to select tools with enhanced search functions. Back to Table of Contents Common Knowledge Management Failures and Countermeasures While there are many successful knowledge management measures, there are also many cases of failure. In order to get the hang of success, we will provide information on common failures and their countermeasures. Failure to gain employee understanding and foster a culture of utilization This is a failure to create an environment in which it is easy for employees to accumulate knowledge or to motivate them to do so. If there is no benefit to sharing information in the first place, or if employees are too busy with their normal work to have the resources to input information into IT tools, knowledge will not be accumulated. In addition, organizational cooperation may be hampered by the desire to prevent internal rivals from learning about one's know-how. To address these issues, it is effective to make it known that knowledge sharing leads to positive personnel evaluations. Let managers and executives express their appreciation and praise for employees who actively share their knowledge. We recommend that you also begin to create an environment where knowledge sharing opportunities are regularly scheduled and where employees can provide knowledge to each other. Lack of clear operational rules makes data difficult to use. Failure to provide sufficient explanation of the introduced knowledge sharing tool, resulting in a loss of usability. If no operation rules are provided in advance, employees may accumulate data in an unregulated manner. This can lead to a situation where necessary information is not found or a lot of unnecessary data is registered, making it difficult to use the tool. To prevent such a situation, it is important to clearly state your company's policy when introducing a knowledge sharing tool. By establishing a method for registering and managing data, you can easily access the knowledge you need. Employees are reluctant to use the tool due to operability problems. This is a failure that reduces the number of users due to problems with the usability of the knowledge sharing tool. If the tool is difficult to understand how to operate or if it is time-consuming to register data, it may put a burden on employees. This can lead to a situation where business efficiency declines despite the introduction of the tool. When introducing a knowledge sharing tool, it is advisable to conduct a test operation using a free trial to check for operability problems. When selecting a tool, it is ideal to receive feedback from the person in charge in the field. We recommend that you download the product documentation as well as confirm even the feel of the product. Back to Table of Contents Knowledge Management Improves Business Operations and Organizational Strength! This article describes knowledge management, which improves the organizational strength of a company. Valuable tacit knowledge may exist within an organization that has not yet been shared. It would be ideal if tacit knowledge could be converted into formal knowledge and useful expertise and skills could be more widely and effectively utilized. When introducing a knowledge sharing tool or creating a knowledge sharing mechanism, we recommend "learningBOX," which can flexibly respond to the manualization of work. learningBOX, an e-learning system, offers 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. Up to 10 accounts of learningBOX can be used free of charge. Please feel free to try our free plan first. ▼Here's another recommendation! Also read. Back to Table of Contents

Employee training is designed to enhance employees' skills and understanding of the business. Typical examples include communication training, training for new employees, and training for managers. However, many companies leave training to outside training companies and may not be able to grasp the effects of training. In this issue, we will discuss the advantages and disadvantages of in-house training, suitable themes for in-house training, and tips for success. Let's take this opportunity to review how you conduct employee training and link it to the growth of your business. Table of Contents 01Merits and Demerits of In-House Training Advantages Disadvantages 02Training suitable for in-house production and outsourcing Training topics suitable for in-house production Training topics suitable for outsourcing 03Key Points for Successful In-House Training Clarify competencies Establish an evaluation system for instructors Regularly update training content Appropriate allocation of content to be produced in-house 04Improve the efficiency of human resource development by internalizing training programs! Advantages and disadvantages of bringing training in-house First, here are some of the advantages and disadvantages of bringing training in-house. When promoting in-house training, take measures to reduce the disadvantages while taking advantage of the advantages. Advantages You can expect to improve the skills of the employees who serve as instructors. When training is conducted in-house, personnel are selected from within the company to serve as instructors. The advantage is that the employees who serve as instructors can expect to improve their skills, since training requires not only speaking, but also the ability to convey know-how and knowledge and to have the participants understand. By being creative and creative in making the training content easy to understand, we can improve the skills of both the instructor and the participants. Easier to implement training directly related to business content The advantage of in-house training is that it is easier to implement training that is directly related to the content of the business because it is conducted by personnel who are involved in the company's operations. It is easy to construct a curriculum that matches management strategies and the work environment, and to provide highly unique training programs. Easy to revise and update training programs If the production of training content is completed in-house, it is easy to revise and update programs in response to changes in laws and regulations or social conditions. If the content is outsourced to an external training company, in many cases it is not possible to change the content, and even if they are able to do so, it is costly. On-site know-how can be accumulated in the company. When training is outsourced, what can be learned are general business skills and knowledge. The advantage of bringing training in-house is that you can share company-specific know-how and knowledge held only by specific personnel. Knowledge assets can be accumulated within the company, making human resource development and team building easier even as human resources become more mobile and work styles more diverse. Disadvantages May increase internal costs In-house production of training programs may increase costs compared to outsourcing, since the entire series of tasks must be performed by in-house resources. Specifically, training instructors, planning, creating training programs, arranging training venues, and measuring effectiveness all require a certain amount of cost, time, and effort. After considering the purpose of in-house production, make sure that the benefits are worth the increased costs. Need to train instructors from scratch. Since the employees who will serve as instructors are not likely to be professionals in teaching, it is necessary to train instructors from scratch if training is to be conducted in-house. Insufficiently trained instructors may provide their own style of instruction, making it difficult to provide appropriate guidance. It is a good idea to have employees who will serve as instructors receive the training necessary for human resource development in advance. Typical examples include delivery skills in public speaking and facilitation skills. It is recommended to train several people to serve as instructors so that the quality of the training can be assured even if the instructor role is taken over. Inability to acquire outside expertise and know-how When training is conducted in-house, it is difficult to acquire knowledge and know-how that the company does not have. The reason for this is that everyone from the instructor to the trainees is made up of employees of the company. If new experiences and perspectives that have not penetrated the company cannot be acquired, it may not lead to the improvement of skills and motivation as expected. Lack of standards for training outcomes and satisfaction. Professional training companies generally establish standards for training-related results and satisfaction, and conduct interviews and questionnaires with employees after implementation. However, when training is conducted in-house, there are many cases where training is conducted without standards, and the results tend to be disregarded. Ideally, standards regarding knowledge retention and penetration should be designed and checked after the training is conducted. Back to Table of Contents Training Suitable for In-House and Outsourcing In employee training, it is effective to use both in-house and outsourced training depending on the content, so that outside perspectives can also be incorporated. The following is an overview of the types of training suitable for in-house and outsourced training. Training themes suitable for in-house production Training aimed at sharing management philosophy and vision Explanation and sharing of management philosophy and vision are training themes that are difficult to outsource and suitable for in-house production. Since these contents are unique to the company and cannot be persuasively explained by an external lecturer, having an employee of the same company who has a deep understanding of the subject matter will increase credibility. However, it is important to note that if there is a difference in enthusiasm between the instructor and the participants, the content may not be conveyed in a one-sided manner. For example, in training programs for mid-career employees or new employees who have little sense of belonging to the company, there is a tendency for a difference in enthusiasm to emerge. The trick is to make sure that the lecturers are sympathetic and convincing, for example by drawing on their own experiences, or by having management or leaders take the stage. Training on company-specific rules Training aimed at understanding company rules needs to be conducted multiple times for each topic, and it is more efficient to conduct it in-house. By dividing training into themes of varying importance, such as the use of common IT tools, information security, and personnel evaluation, you can aim for the permeation of company rules. Training related to job types and job descriptions Training related to practical work is a desirable theme to be produced in-house, as it is easy to reflect the company's know-how and awareness. The advantage is that participants can deepen their understanding of work procedures, points to keep in mind, and their importance, and instructors can reconfirm these points. Even in workplaces where on-the-job training is the norm, there are cases where in-house training is held in order to prevent the work from becoming too individualized. Training topics suitable for outsourcing Training on general knowledge appropriate to job level For basic topics required in business, professional instructors are more accustomed to teaching and can provide high-quality training. For example, consider outsourcing when conducting level-specific training, such as business etiquette courses for new employees or labor management training for managers. Training on specialized knowledge and the latest case studies When learning about specialized knowledge or the latest case studies used in the industry, it is more cost-effective to outsource the training, as it places a heavy burden on the instructor. Check your company's human resource development policy and the instructor's training track record, and select the most suitable external instructor to improve your organization's capabilities. Training on proprietary know-how When dealing with know-how or management methods originally developed by other companies, it is common to invite the person in charge from the company that developed the know-how or management methods or from an affiliated company to serve as a lecturer. However, since the person in charge may not be familiar with the training program, it is important for the company to take the initiative, for example, by communicating its requirements for the training program in a preliminary meeting. Back to Table of Contents Key to Successful In-House Production of Training What points should you be aware of in order to promote the in-house production of training programs and link it to the development and growth of human resources? Here are some tips for successful in-house training. Clarify competencies Competency is a term often used in human resource systems and human resource development to describe the behavioral characteristics of individuals who excel in a particular job or role. Behavioral characteristics refer to the ideas that underlie an individual's behavior in a certain way. In some cases, in business settings, it refers to know-how, expertise, and skills. If training is to be conducted in-house, define competencies that match the content. For example, if training is to be conducted on leadership development, the "image of the leader the company seeks" must be clearly defined before it can be reflected in the content. It would be a good idea to find role models within the company and ascertain their behavioral characteristics through questionnaires or other means. Establish an evaluation system for instructors. When conducting in-house training, design an evaluation system for instructors in addition to standards related to results. If instructors' behavior during training is evaluated, it will prevent the training from becoming merely an opportunity to distribute materials and provide knowledge, and it will also help instructors improve their skills. If your company does not have an instructor training program or past in-house training experience, it is recommended that you consult with a company that provides in-house training support services. Update training content regularly. Training content is not completed once it is created. Review and update the content each time you conduct training to improve the quality of the content. If there are laws, regulations, or systems related to your business, it is also important to check for any amendments or operational changes. Appropriately assign content to be produced in-house. As mentioned above, some training content is suitable for in-house production while others are not. It is important to appropriately assign content to be produced in-house, taking into consideration factors such as cost, instructor training level, originality, and expertise. Back to Table of Contents Streamline Human Resource Development by Bringing Training In-House! In this issue, we have explained the advantages and disadvantages of in-house training and the key points for success. Although in-house production of training may seem like a high hurdle, it can be achieved if the training of instructors and the distribution of content are properly conducted. In order to avoid losing the knowledge and skills that your company possesses due to personnel turnover, you should work on in-house production of training programs. To create the materials necessary for in-house training, please use our "learningBOX," an e-learning system equipped with functions essential for in-house training, such as creating and distributing teaching materials and managing trainees. Courses can be designed according to the content of in-house education, 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 if you are considering in-house production of training programs. We also recommend this! Also read Back to Table of Contents