human resource development

In recent years, driven by work-style reforms and the promotion of digital transformation (DX) in education, the adoption of e-learning systems and LMSs has been rapidly expanding among companies and organizations. The e-learning market is projected to reach 384.9 billion yen in fiscal year 2025 (*1), and many organizations are likely considering the implementation or replacement of an optimal e-learning solution. While the use of e-learning is gaining attention from the perspectives of operational efficiency and workforce development, implementation costs and operational burdens often pose challenges. This is where subsidies and grants provided by the national government and local municipalities come into play. There are a variety of programs available to support e-learning implementation, such as the “Human Resource Development Support Grant” and the “IT Introduction Subsidy 2025.” In this column, we’ll provide a detailed explanation of everything from the main types and overviews of grants and subsidies available for e-learning implementation to key points for selecting an e-learning system or LMS (Learning Management System), as well as systems that are compatible with these grants and subsidies. If you’re considering implementing e-learning using grants and subsidies, please be sure to read this article to the end. *The content of this article is current as of June 2025. (*1) Reference: Yano Research Institute Ltd., “Survey on the E-Learning Market (2025)” learningBOX compatible with both the “Human Resource Development Support Grant” and the “IT Introduction Subsidy 2025.” Get a free consultation with our expert staff. Click here for learningBOX materials compatible with the Human Resource Development Support Grant. Download now. What is the difference between grants and subsidies, and what are the benefits of using them? Grants and subsidies are funds provided by the national government or local municipalities that, in principle, do not need to be repaid. Here, we explain the differences between grants and subsidies, the benefits of utilizing them for e-learning and LMS implementation, and key points for applying. The Difference Between Grants and Subsidies: While both grants and subsidies are provided by the national government or local authorities to companies and individuals, they differ in purpose and nature. About Grants Grants are a system designed primarily to stabilize the working environment by providing financial support to businesses working to promote and maintain employment, develop human resources, and improve working conditions. The Ministry of Health, Labor and Welfare is the primary governing body, and the funding comes from employment insurance premiums. About Subsidies: Subsidies are programs through which the national government or local governments provide funds to companies and businesses to support new ventures, promote regional development, and advance public interest projects. To support new ventures, business startups, and employment stability, these programs are primarily administered by the Ministry of Economy, Trade and Industry (METI), as well as other central government ministries and local governments. They are primarily funded by tax revenues. While grants are generally available to anyone who meets the eligibility requirements, subsidies have fixed budgets and a limited number of approved applications, so applying does not guarantee approval. Competition for subsidies is fierce, and applicants must effectively demonstrate the necessity of their project. Regarding Payment Amounts: Generally, grants range from several hundred thousand yen to, at most, several million yen, whereas subsidies are characterized by their large scale, with budgets sometimes reaching several billion yen. Grant and subsidy programs are frequently revised. Be sure to check the official websites of the relevant ministries and local governments for the latest information. Benefits of Utilizing Subsidies and Grants for e-Learning and LMS Implementation One major benefit of utilizing subsidies and grants for e-learning and LMS implementation is the ability to establish a state-of-the-art educational environment while reducing the financial burden. As a result, companies and organizations can implement high-quality systems within their budgets and effectively advance the skill development of their employees and staff. Furthermore, utilizing grants and subsidies lowers the barriers to implementation and enables rapid system deployment. Another major benefit is that receiving this support allows organizations to develop a competitive workforce while mitigating the risks associated with long-term investments in education. Key Points for Applying for Grants and Subsidies There are four important points to keep in mind when applying for grants and subsidies. 1. Confirm the Purpose of the Program: Thoroughly verify that the project you are applying for aligns with the purpose of the grant or subsidy program. Projects that deviate from this purpose are unlikely to be approved, so prior verification is essential. 2. Allow Ample Time for Preparation: It is important to allow plenty of time to prepare the necessary documents and meet application deadlines. If you miss the deadline, you cannot apply, and incomplete documents can lead to delays in the review process or rejection of your application. 3. Plan Your Funding Strategically: Since grants and subsidies are not typically disbursed in full immediately, you need to prepare your own funds and understand the timeframe until disbursement. Plan your funding strategy carefully to ensure you do not run out of funds during project implementation. 4. Fraudulent Claims Are Strictly Prohibited Fraudulent claims are severely penalized, so it is crucial to accurately understand the requirements and rules. If you have any questions, consult the grant or subsidy administration office or an expert. If you are unsure about the application or preparation process, it is also helpful to consult a certified social insurance and labor consultant. Receiving professional support improves the accuracy and speed of your application, which ultimately saves you time and effort. Major Grants and Subsidies Available for e-Learning and LMS Implementation The following are two major types of grants and subsidies from the national government and local municipalities that can be used for e-learning and LMS implementation. Human Resource Development Support Grant; IT Introduction Subsidy 2025. Each of these grants and subsidies will be explained in detail in the next section. Please feel free to contact us to find out how much funding you can receive by implementing learningBOX. Get a Free Consultation Return to Table of Contents “Human Resource Development Support Grant” The “Human Resource Development Support Grant” is a program provided by the Ministry of Health, Labor and Welfare to support corporate workforce development. As of April 2022, e-learning-based training has also become eligible for this grant. If you are considering a reskilling training program designed to utilize the “Human Resource Development Support Grant,” please be sure to refer to this information. Overview of the “Human Resource Development Support Grant” The “Human Resource Development Support Grant” provides subsidies for training expenses and a portion of wages during the training period when employers or other entities implement vocational training or similar programs according to a plan to help their employees acquire specialized knowledge and skills related to their job duties. The Human Resource Development Support Grant consists of the following six courses: Human Resource Development Support Course; Educational and Training Leave Grant Course; Investment in People Promotion Course; Business Expansion and Reskilling Support Course; Certified Training Course for Construction Workers; Skills Training Course for Construction Workers [Reference] Ministry of Health, Labor and Welfare, “Human Resource Development Support Grant” Courses Under the “Human Resource Development Support Grant” That Cover e-Learning The “Human Resource Development Support Grant” consists of six courses. Among these, e-learning is eligible under certain parts of the “Human Resource Development Support Course,” as well as the “Promotion of Investment in People Course” and the “Business Expansion and Reskilling Support Course.” Please note that for e-learning, only the expenses are eligible for the grant. Human Resource Development Support Course The “Human Resource Development Support Course” provides grants for training costs and other expenses when training is conducted according to a plan to help employees acquire knowledge and skills related to their job duties. There are the following three types of training: Human Resource Development Training, Vocational Training Combined with Certified Internships, and Fixed-Term Internship Training: Under “Human Resource Development Training,” e-learning-based training is eligible for subsidies. For “Vocational Training Combined with Certified Internships” and “Fixed-Term Internship Training,” only certain components may be eligible. For details, please refer to the “Guide to the Human Resource Development Support Grant (Human Resource Development Support Course).” Investment in People Promotion Course The “Investment in People Promotion Course” was established based on proposals from the public to accelerate investment in people. This is a time-limited grant program available from Reiwa 4 through Reiwa 8. There are five types of programs, all of which include e-learning training. Advanced Digital Talent Training / Training for Talent in Growth Sectors, etc. Certified Vocational Training Combined with Internships in the Information Technology Field, Fixed-Rate Training, Voluntary Vocational Skills Development Training, and Long-Term Educational Training Leave Systems. For more details, please refer to the “Guide to the Human Resource Development Support Grant: Promoting Investment in People Course (Detailed Version).” Business Expansion and Reskilling Support Course The “Business Expansion and Reskilling Support Course” covers training related to business expansion—such as launching new ventures—as well as training associated with DX (Digital Transformation) and GX (Green Transformation), which aims to reduce carbon dioxide emissions. Training expenses and other costs are subsidized when an employer conducts training—in accordance with a plan—to enable its employees to acquire the knowledge and skills required in new fields. This is a time-limited subsidy available from Reiwa 4 through Reiwa 8. Training conducted via e-learning is also eligible for the subsidy. For more details, please refer to the “Guidance on the Human Resource Development Support Grant (Business Expansion, etc. Reskilling Support Course) (Detailed Version).” There are various requirements regarding which employers are eligible to use the “Human Resource Development Support Grant” and which training programs qualify for funding. Please review the latest information on the Ministry of Health, Labor and Welfare website and make the necessary preparations. What Kind of e-Learning System Meets the Requirements for the “Human Resource Development Support Grant”? First, it is important to understand what requirements are set for e-learning systems and LMSs (Learning Management Systems) for the specific grant you wish to apply for. In the case of the “Human Resource Development Support Grant,” there are no specific system requirements, so you can choose a system that best suits your company. Let’s take a look below to see what features are necessary. Some courses offered through flat-rate services are ineligible Please note that for the “Human Resource Development Support Course,” flat-rate services (subscription-based services) are not eligible for the grant. Training Progress Tracking and Proof of Completion Are Essential For e-learning training, the most important feature is the ability to prove that participants have actually completed the course. In addition to features that allow you to track participants’ progress and completion status, you’ll need functionality to issue certificates of completion and provide training history records after the course is finished. Ability to Track Training Hours: Since training must be conducted during employees’ working hours, it is necessary to manage training hours. Ensure you can prove that the training was conducted within working hours. Smooth Data Export: Required documents, such as subsidy application forms, must be submitted within two months starting from the day after the training completion date. Since you’ll also need to submit LMS data—including documents certifying course completion and training history—a system with features that allow for the smooth export of necessary data is highly beneficial. In addition to meeting application requirements, there are many features—such as those that verify the trainee’s actual participation and reduce operational workload—so please use this as a reference when selecting an e-learning system. To be sure, it’s best to inquire in advance whether the system or LMS you wish to implement is compatible with the “Human Resource Development Support Grant.” Click here for learningBOX materials regarding the Human Resource Development Support Grant. Download Now Return to Table of Contents “IT Introduction Subsidy 2025” The IT Introduction Subsidy is a government program that subsidizes a portion of the costs incurred by small and medium-sized enterprises (SMEs) and small-scale businesses when introducing IT tools. Here, we explain the program overview and the “Standard Category,” which covers e-learning systems. Overview of the “IT Introduction Subsidy 2025” The IT Introduction Subsidy is a program designed to support the introduction of IT tools (such as software and services) to improve operational efficiency and promote digital transformation (DX), with the aim of enhancing labor productivity for small and medium-sized enterprises (SMEs) and small-scale businesses. IT tools (such as software and services) eligible for the “IT Introduction Subsidy 2025” are limited to those that have undergone prior review by the Secretariat and are registered and published on the official website (excluding the Multi-Company Collaboration IT Introduction Category). Small and medium-sized enterprises (SMEs) and small-scale businesses wishing to apply for the grant must form a partnership with an “IT Implementation Support Provider” registered with the IT Implementation Grant Secretariat and submit their application jointly (excluding the Multi-Company Collaboration IT Implementation Category). For details on eligible businesses, please refer to the “Eligible Applicants” section on the Secretariat’s website for the “Subsidy for IT Implementation to Improve Productivity of Services, etc.” (IT Implementation Subsidy 2025). The “Standard Category,” which covers e-learning systems: The “IT Implementation Subsidy 2025” consists of the following five application categories: Standard Category, Invoice Category (Invoice Compliance Type), Invoice Category (Electronic Transactions Type), Security Measures Promotion Category, Multi-Company Collaboration IT Implementation Category. Among these, we will explain in detail the “Standard Category,” which covers “e-learning systems.” Examples of eligible “e-learning systems” include LMS (Learning Management Systems), educational management systems, online training platforms, and internal training content delivery systems. The “Standard Category” of the “IT Introduction Subsidy 2025” supports small and medium-sized enterprises (SMEs) and small-scale businesses by subsidizing a portion of the expenses incurred in introducing IT tools tailored to their specific challenges and needs, thereby helping to improve labor productivity. The subsidy rates and amounts are as follows. The subsidy amount varies depending on the number of processes (business steps). Subsidy Amount 50,000 yen to less than 1.5 million yen 1.5 million yen to 4.5 million yen or less Functional Requirements 1 or more processes 4 or more processes Subsidy Rate Up to 1/2* If the applicant demonstrates that, for at least three months, 30 percent or more of all employees have been employed at a wage of no more than the regional minimum wage plus 50 yen, the subsidy rate is up to two-thirds. Eligible Expenses: Software purchase costs, cloud service fees (up to two years’ worth of cloud service charges), Implementation-Related Expenses: Implementation-related expenses include not only costs for maintenance support and manual creation but also post-implementation “utilization support” aimed at promoting the adoption of IT. Regarding IT tool requirements, the software must support at least one type of business process shown in the figure below (software supporting only generic processes is not eligible). For details on the “Standard Category,” please refer to the “IT Introduction Subsidy 2025 Application Guidelines (Standard Category)” published by the Secretariat of the “Subsidy for IT Introduction to Improve Productivity of Services, etc.” (IT Introduction Subsidy 2025). Support from an “IT Implementation Support Provider” is required to apply for the subsidy. To apply for the “IT Implementation Subsidy,” the eligible company and the vendor providing the IT tool (IT Implementation Support Provider) must submit the application jointly. Furthermore, only IT tools that have been registered and certified by an IT Implementation Support Provider are eligible for application and subsidy. You can search for “IT Implementation Support Providers and IT Tools” that have been approved by the Secretariat under the “IT Implementation Subsidy 2025” using the “IT Tool and IT Implementation Support Provider Search” feature on the Secretariat’s website for the “Subsidy for IT Implementation Support to Improve Productivity of Services, etc.” (IT Implementation Subsidy 2025). When considering the implementation of a system that aligns with the objectives of the “IT Introduction Subsidy,” be sure to verify that the IT tool in question is eligible for the subsidy. We recommend selecting a partner (IT Implementation Support Provider) that has a robust support system in place to assist you thoroughly, from the application process to reporting requirements. Please feel free to consult with us regarding system implementation using the IT Introduction Subsidy. Get a Free Consultation Return to Table of Contents Let’s Implement the Optimal e-Learning System Using Grants and Subsidies In the previous sections, we introduced the grants and subsidies available for e-learning implementation. Now, let’s take a closer look at e-learning systems. We’ll cover typical cost ranges, ways to keep costs down, and recommended e-learning systems. Breakdown of E-Learning Costs Implementing an e-learning system involves various expenses. Let’s take a closer look at exactly what costs are involved. Initial Costs: These are the costs associated with system implementation and environment setup. Fees vary significantly depending on the type of system. Usage Fees: These are monthly or annual service fees that vary based on the number of learners and the duration of use. Customization Costs: These are the costs associated with adding features or modifying the design to meet your company’s specific needs. Optional Fees: These refer to costs associated with using additional features or support services. Course Material Costs: These include expenses for purchasing existing course materials, outsourcing production, or creating in-house materials (such as labor costs), and vary depending on the depth of content and the scale of production. It is important to consider all these factors comprehensively and choose the optimal plan. Average Costs for e-Learning Systems and 3 Ways to Keep Costs Down Do you feel that implementing e-learning costs more than you expected? Here are three specific ways to get started with e-learning smoothly while keeping costs down. 1. Implement a Cloud-Based Solution There are several types of e-learning systems and LMSs, including cloud-based systems (systems provided on online servers) and on-premises systems (systems built on your company’s own servers). Cloud-based systems have a shorter implementation time and can help keep costs down. 2. Choose a Plan That Fits Your Company’s Needs Wisely. E-learning system costs are typically based on a pay-as-you-go model, a fixed monthly fee, or an annual contract. For up to 100 users, the typical range is around 30,000 to 60,000 yen per month, and for 200 users, it’s around 50,000 to 80,000 yen per month. Calculated per user, this amounts to 250 to 600 yen per month. However, costs may vary depending on the service details and contract terms, so when considering implementation, be sure to thoroughly review the plan details and select the optimal plan based on usage frequency and the number of users. 3. Create Training Materials In-House By creating training materials in-house using tools like PowerPoint, you can reduce costs associated with outsourcing or purchasing materials. Additionally, this allows for the creation of flexible materials tailored to your company’s specific learning content and goals, and enables quick revisions and updates to the content. This enables efficient management of training materials while keeping costs down compared to outsourcing to a production company. Currently, many companies offer a wide variety of e-learning services, with a broad range of features and prices. As a result, many people may find it difficult to decide which service to choose. Before comparing numerous services, start by clearly defining your company’s requirements. By creating an implementation plan that meets your company’s requirements, you’ll have clear criteria for selecting a system, and internal proposals and explanations to other departments will proceed more smoothly. learningBOX is eligible for grants and subsidies | Comprehensive support for implementation and applications The e-learning system “learningBOX” meets the eligibility requirements for the “Human Resource Development Support Grant,” which covers e-learning-based training and meets the eligibility requirements for all three courses: the “Human Resource Development Support Course,” the “Promotion of Investment in People Course,” and the “Business Expansion and Reskilling Support Course.” Additionally, the “learningBOX” e-learning system has been certified as an eligible tool under the “IT Introduction Subsidy 2025.” We have established an application support system in collaboration with a specialized social insurance and labor consultant firm, so even first-time applicants can use our service with confidence. The “learningBOX” e-learning system is a Japanese-developed system with a proven track record of over 700,000 registered users and more than 1,500 participating companies (as of the end of March 2025). Even without specialized knowledge, you can easily create e-learning courses. In addition to reducing training operational costs and time, users are experiencing tangible benefits such as standardized training quality and the visualization and quantitative evaluation of learning outcomes. Check out the list of learningBOX features and pricing now! Click here to download the free 5-minute introduction to learningBOX. learningBOX Case Studies The e-learning system “learningBOX” is used by many organizations across all industries and sectors for employee training, training management, recruitment and promotion exams, knowledge sharing, and more. learningBOX is a system with a proven track record of successfully applying for “Human Resource Development Support Grants.” ■ Combining learningBOX with grants to launch a new reskilling initiative → Click here for the case study of chipper Co., Ltd. Success Stories in Employee Training ■ Reducing Time and Costs in Training Operations At companies—primarily listed firms—that provide support for the preparation and disclosure of statutory documents, replacing their existing e-learning system reduced the time spent verifying uncompleted courses by 97%. In addition, internal data shows that the administration of compliance training was reduced by 60 hours, resulting in cost savings of approximately 1.5 million yen. → Click here for the ProNexus Co., Ltd. case study ■ Widely used in areas such as in-house training, manual creation, and exam preparation → Click here for the No.1 Co., Ltd. case study. You can view other case studies on the use of the “learningBOX” e-learning system on the “Case Studies” page. Back to Table of Contents Summary We have introduced grants and subsidies that can be utilized for e-learning implementation. It is important to thoroughly verify the requirements and procedures for each program and effectively utilize the support that aligns with your company’s objectives. To accelerate operational efficiency and talent development, we encourage you to actively consider implementing e-learning. The “learningBOX” e-learning system features a comprehensive support structure and functionality compatible with both the “Human Resource Development Support Grant” and the “IT Introduction Subsidy 2025,” ensuring a smooth process from implementation to application. Make the most of these grants and subsidies to ensure the successful implementation of e-learning at your company. Please feel free to consult with us about implementing learningBOX using grants and subsidies. Free consultation with our expert staff. If you’re in a hurry, you can also consult with us via a web meeting. Schedule a time ▼ We also recommend! Related Articles Return to Table of Contents

In recent years, "reskilling" has been attracting attention due to corporate DX promotion, new business development, and responses to human resource shortages. The use of e-learning has become indispensable for effective and efficient training to obtain skills to cope with new technologies and business operations. However, many people in charge of planning e-learning training may be concerned about such issues as "which system should be introduced," "how cost-effective is it," and "cost is a bottleneck in planning e-learning training. In such cases, the Ministry of Health, Labor and Welfare offers a subsidy to support human resource development. In this article, we will provide an overview of the "Subsidy for Supporting Human Resource Development," the key points for selecting an e-learning system suitable for it, and recommended e-learning systems that meet the requirements for the subsidy. This article is intended as a reference for those who are considering reskilling training projects that are designed to take advantage of the "Human Resource Development Support Subsidy". The "Subsidy for Supporting Human Resource Development" is a system provided by the Ministry of Health, Labour and Welfare to support human resource development of companies. The subsidy covers training through e-learning as well. This section provides an overview of the system and the courses that are eligible for e-learning. The "Subsidy for Supporting Human Resources Development" provides subsidies for training expenses and part of the wages during the training period, when employers provide vocational training to their employees in accordance with a plan to help them acquire specialized knowledge and skills related to their jobs. The following six courses are available as subsidies to support human resource development. Subsidies for human resources development support course, course for granting leave for education and training, course for promoting investment in human resources, course for supporting reskilling for business development, etc., course for certified training for construction workers, course for technical training for construction workers, and course for technical training for construction workers. The "Subsidy for Supporting Human Resources Development" is often mistaken for the "Subsidy for Career Up". The "subsidy for supporting human resource development" is available not only to full-time employees, but also to contract workers, part-time workers, and other workers as long as they are covered by employment insurance. On the other hand, the "Career Up Subsidy" does not depend on whether or not they are covered by employment insurance, but covers non-regular workers such as part-timers, part-time workers, and dispatched workers. The purpose of the "subsidies for human resource development support" is to promote the development of employees' professional skills. The "Career Up Subsidy" is aimed at converting non-regular workers into regular employees and improving their compensation. These two subsidies can be used in conjunction with each other. If you wish to receive both subsidies, please check the requirements and conditions for receiving both subsidies in advance. The Ministry of Health, Labour and Welfare, "Career Up Subsidy" Courses for which e-learning is covered by the "Subsidy for Supporting Human Resources Development" The "Subsidy for Supporting Human Resources Development" includes six courses, of which e-learning is covered by a part of the "Human Resources Development Support Course," "Course for Promoting Investment in Human Resources," and "Business Development and Risk-Riskilling Support Course. Support for Business Development, etc. In the case of e-learning, only expenses are covered by the subsidy. The "Human Resources Development Support Course" provides subsidies for training expenses when training is conducted in accordance with a training plan to help employees acquire knowledge and skills related to their jobs. The following three types of training are available Human Resource Development Training: Training to acquire knowledge and skills related to the job, conducted through OFF-JT. Accredited practical vocational training: Vocational training for practical use accredited by the Minister of Health, Labour and Welfare, which effectively combines on-the-job training and off-the-job training. Fixed-term practical training: Training for fixed-term contract workers to convert to regular workers, etc., through an effective combination of on-the-job training and off-the-job training. In the case of "human resource development training," e-learning training is also eligible for subsidies. Some "approved vocational training with practical training" and "fixed-term practical training" may be eligible for the subsidy. For details, please refer to the website of the Ministry of Health, Labor and Welfare. Course for Promotion of Investment in Human Resources The "Course for Promotion of Investment in Human Resources" was established based on a proposal from the public in order to accelerate investment in human resources. The subsidy is available for a limited period from FY2022 to FY2026. The following five types of courses are available, all of which include e-learning training. ■Training for advanced digital human resources/training for human resources in growing fields, etc.: Training to develop advanced digital human resources or training at graduate schools ■Vocational training with certified practical training in the information technology field: Training combining OJT and OFF-JT to make inexperienced workers in the IT field ready for work ■Subscription-based training: Training through subscription-based training services ■Voluntary Training that workers voluntarily take (subsidies for employers who bear the training costs) ■Long-term leave for education and training systemSubsidies for workers who take long-term leave for education and training or shorter working hours for education and training. For details, please refer to the Ministry of Health, Labor and Welfare website. The "Support Course for Reskilling of Business Expansion, etc." covers training associated with business expansion such as launching a new business, DX (Digital Transformation), and GX (Green Transformation) to reduce carbon dioxide emissions. The subsidy covers training expenses for employers to provide their workers with the knowledge and skills needed in new fields, when such training is carried out in accordance with a plan. E-learning training is also eligible for this subsidy. For details, please refer to the Ministry of Health, Labor and Welfare website. There are various requirements for employers who are eligible to utilize the "Subsidy for Supporting Human Resource Development" and for training that is eligible for the subsidy. For details, please check the latest information on the Ministry of Health, Labor and Welfare website and prepare accordingly. Points to consider when selecting an e-learning system to take advantage of the subsidy In order to take advantage of the "Human Resources Development Support Subsidy," it is important to confirm that the functions of the e-learning system or LMS (Learning Management System) meet the requirements of the subsidy. By selecting an appropriate system, you can proceed with your plan efficiently. What e-learning systems meet the requirements? First, it is important to understand what kind of e-learning system or LMS (Learning Management System) requirements are set for the grant you wish to receive. In the case of the "Human Resource Development Support Grant," there is no specification for the system to be covered, so you can choose the system that best fits your company. Let's check below to see what features are required. Fixed-price services are not eligible for the course Please note that fixed-price services (subscription-type services) are not eligible for subsidies under the "Human Resource Development Support Course. Progress management and proof of completion of training are important In the case of e-learning training, what is important is the ability to prove that trainees have completed the course without fail. In addition to the ability to track the progress and completion status of trainees, the system must be able to provide a certificate of completion and course history upon completion of the training. Tracking of training hours is necessary because training must be conducted during workers' working hours. Be able to prove that the training was conducted during working hours. Smooth output of data You must submit the necessary documents, such as an application for payment, within two months from the day following the date of completion of training. Since it is also necessary to submit LMS data such as documents proving completion of the course and course history, it would be helpful to have a function that enables smooth output of the necessary data. There are many functions that not only satisfy the application requirements, but also ensure that the person is taking the course and reduce operational man-hours, so please refer to them when selecting an e-learning system. It is best to inquire in advance whether the system or LMS you wish to introduce is compatible with the "Human Resource Development Support Subsidy. About e-Learning System Costs There are two main types of e-Learning systems: cloud-based and on-premise systems. Cloud-based systems, which utilize a system built on a service provider's server, are considered a service use and are therefore treated as an expense for accounting purposes. On-premise type The "on-premise type," which is built on the company's own servers, is considered the purchase of a software package and is treated as an asset for accounting purposes. Therefore, it is depreciated over its useful life. The initial and monthly costs are different for each type. First, clarify your company's requirements and consider services that meet them. LearningBOX for career development support business through reskilling The e-learning system "learningBOX" can be used for the "human resource development support subsidy," which covers e-learning training in the following three courses: "human resource development support course," "course for promoting investment in human resources," and "course for supporting business development and reskilling. The "Human Resource Development Support Subsidy" covers training through e-learning. *This does not guarantee receipt of the "Human Resources Development Support Subsidy" application. The learningBOX is equipped with the following functions related to the application for the "Human Resources Development Support Subsidy". Certificate of completion of the course is required for the grant application, and learningBOX can issue a "certificate of completion". You can take advantage of the "Clear Conditions" feature, which grants certificates only to users who have attended all the content in a course. The certificate can have a handwritten signature inserted, allowing for certification with the participant's own signature. In addition, course content (what was learned and how to apply it in the future) entered by the participant can also be inserted (creation of a certificate template), and the created data can be downloaded in PDF format. This reduces the burden of the payment application process. Since training must be conducted during workers' working hours, learningBOX enables log-in only during set hours by using the "log-in date and time setting" function. Output of reports In order to apply for payment, it is necessary to submit documents that show the status of training, and learningBOX can easily output data such as learning history and attendance status (output of reports). The "Email Notification" function can be used to send notifications to those who have not attended the training, and the "skip playback" function for video materials can be used to prove that the trainee has attended the training. Other features include an "anti-fraud" function to prevent spoofing and cheating (with some restrictions depending on the plan). These features reduce the burden on managers by reducing the man-hours required to conduct training and the time and effort required to apply for subsidies. learningBOX is a system that has a proven track record in applying for "subsidies to support human resource development. learningBOX is a cloud-based system, so you can start using it immediately after registering an account. The fee structure is easy to implement, and the number of accounts can be increased sequentially according to the scale of the business. While the UI is simple, it is designed to be easy to use from the perspective of both participants and administrators, allowing you to develop training programs as you wish. The introduction of learningBOX assists in the smooth launch of reskilling projects that anticipate the use of human resource development support subsidies. Ease of use and flexibility learningBOX has the advantage that its operation screen is intuitive and easy to understand, allowing smooth introduction even at sites without a high level of IT literacy. In addition, the system is highly customizable and offers a rich set of functions for creating original teaching materials. Back to Table of Contents Conclusion E-learning training utilizing the "Human Resource Development Support Subsidy" is an effective way to succeed in the reskilling business. learningBOX has been supported by many companies as a system that is both easy to use and effective, and has a proven track record in applying for the "Human Resource Development Support Subsidy". It is a system that is both easy to use and effective. Why not use learningBOX in combination with the subsidy to start up a reskilling business? If you are considering setting up a reskilling training business with the "Human Resource Development Support Subsidy" in mind, or if you would like to know more about learningBOX, please download our brochure! Back to Table of Contents

What challenges does your company face in training mid-career employees? Many of you may have the desire to nurture the ambition and initiative to proactively tackle new tasks for the sake of personal growth, but are not able to provide individualized paths for each employee's career, or are unsure of what kind of training content to implement. For those in charge of training and human resources who have such concerns, we would like to introduce “KaWaL eLearning," an e-learning content that makes learning fun and provides skills that can be used at work. The content includes a variety of useful content for employee training, and two mid-career members of learningBOX actually took the training this time. We will share with you their impressions of the training. KaWaL eLearning is an e-learning program provided by Change Inc. that is designed to solve the problems of all people involved in human resource development and at the same time, “encourage action” among members. The eLearning program is not a one-size-fits-all learning style, but rather a learning style that incorporates a mechanism that allows participants to create and repeat deliverables. The content can be used not only for training new employees and younger employees, but also for training mid-career employees. KaWaL eLearning is a new style of video learning that allows students to work on tasks while watching. This is a new style of video learning. It has been well received because it is fun to learn and easy to continue. KaWaL eLearning is a new style of video learning in which students work through assignments as they watch the videos. This helps to reduce waste and improve learning efficiency. Experience in training more than 1 million young people Since its establishment, KaWaL eLearning has supported the growth of more than 1 million (*1) young people, and its curriculum is based on abundant experience in asking "what and how to learn effectively" and "where do they get stuck" in order to be active in the field. 1 KaWaL eLearning lineup based on research by Change Inc. KaWaL eLearning is a learning curriculum full of content necessary for all business people. Courses are designed to match the learner's age so that business skills can be acquired in a minimum amount of time. The content is useful not only for building awareness among new and young employees, but also for reskilling topics and improving skills. Introduction of KaWaL eLearning courses *Multiple contents are available in addition to those listed above. Please click here for details. Back to Table of Contents I took the "How to proceed with project-based work" course This time, I took the "How to proceed with project-based work" course from among the many contents! This time, a mid-level employee of the Sales Department, O, took the course "How to proceed with project-based work" from among the many contents. This is a content to learn how to proceed with project-based work and improve work efficiency in the age of VUCA (*2). 2 VUCA is an acronym for "Volatility," "Uncertainty," "Complexity," and "Ambiguity," and refers to a state in which the future is difficult to predict Contents Structure Chapter 1 How to work in project-type work and The Corona Vortex and VUCA era have made it necessary to think and act further ahead than ever before. The contents based on the PMBOK (*3) have been extracted in essence so that they can be used in everyday project-based work and are explained in an easy-to-understand video. 3 PMBOK stands for "Project Management Body Of Knowledge," a body of knowledge that serves as a standard for project management. Chapter 2 Goal Design The "goal design of the work" clarifies what should be achieved as a result of this work, and what should be given top priority in the work. It also introduces "Scope (definition of requirements)" and "Definition of final output (deliverables)" in an orderly fashion, including organizing and confirming what should be given the highest priority in the work. Chapter 3: Planning Skills covers "Overview of Planning," "Structuring Work (Task Classification and Schedule Management)," "Identifying and Responding to Risks," "Estimating Costs," such as bringing forward the start of work, and finally, "Planning Finally, participants will practice charting and other exercises. Chapter 4: Relationship Skills Students will review "What communication is necessary for work," "Understanding stakeholders," and "Involving stakeholders," in which they will learn the key points to get them involved and move forward, and create a stakeholder map through exercises. Chapter 5: Execution Management Skills Chapter 5: Execution Management Skills After understanding "Negotiation Skills" for people inside and outside the company, and "Communication during Work Execution" in which communication among members such as the four elements of reporting (progress, results, problems, and remaining work) and accepting and understanding the feelings of others are important, participants will conduct an exercise on internal negotiations. Comprehension check (test) You will have 20 minutes to answer the confirmation test on "How to proceed with project-based work". Actual study screen. The actual learning screen from the video "Everyone can use it! How to proceed with project-based work" video O: I sometimes develop new business, so I chose to take this training course to check my skills once again! (I am embarrassed to show my face, so please excuse the icon.) The videos are friendly and practical. The story progresses through the interaction between an employee who is having trouble running a business and an employee who gives advice to the employee. There is also a worksheet to download before proceeding to each chapter. The video includes issues related to personal skills, such as "I'm too busy with deadlines and can't work at my own pace," as well as issues that are important to keep in mind on a regular basis, such as "I don't know how to cooperate with other employees," and I thought this was unique in that it was not just about acquiring skills. The videos are also set at around 20 minutes, making them easy to watch. The course is designed to systematically understand concepts that tend to rely on the senses. Many of you may have heard about business improvement methods that you have heard about only in passing, or have acquired only partial knowledge of methods that you have been told you should try. You can organize and learn such things that you are usually somewhat conscious of as a systematic theory. For example, ◆Creating WBS (work breakdown structure) by identifying tasks for task management ◆Calling stakeholders as "stakeholders" and being aware of related employees as stakeholders, etc. I thought that this content is recommended for all business people. When we hear the word "project," we tend to think of SEs (system engineers), PMs (project managers), and other engineering positions. However, I thought the theme of the video is a problem that everyone feels when conducting business. You can learn a wide range of topics such as how to make requests within the company, how to deal with supervisors and junior staff, and how to build relationships with them. The content is useful not only for those who aspire to become leaders, but also for younger employees who are having trouble understanding what their superiors and seniors are thinking. Back to Table of Contents After that, K, a mid-career employee in the sales department, took the "Become an independent human resource: How to work to meet expectations" course. The contents of this course are designed to teach the three awareness levels that one should have as the foundation of one's work in order to become a person who can "work independently and create results. Chapter 1: Self-Supporting Human Resources and the Three Attitudes The video is a drama-like story in which a second-year employee and a senior employee in his/her fifth year with the company appear and confirm what the problem was through actual client meetings and other scenarios. Self-reliant human resources are those who can work independently and create results, and those who can decide their own work direction and proceed with the involvement of others. In this section, you will learn about the movement and mindset of an independent human resource. Chapter 2: What is "Forward-Looking Thinking?" This chapter explains the specific points for exercising forward-looking thinking, such as "concretely imagine the goal to be achieved in the end. Chapter 3: What is a holistic view? This chapter explains specific points for demonstrating a holistic view, which will enable you to move smoothly toward achieving the objectives of the entire business by developing a holistic view and working in harmony with the rest of the team. Chapter 4, What is Priority? By understanding priority, you will be able to focus on more important tasks and work more efficiently. Here, specific points for demonstrating priority, such as "correctly grasping the level of urgency," are explained. Chapter 5 ENDING, Comprehension Check (Test) In summary, after reviewing and reviewing the previous chapters, you will have 20 minutes to answer the final confirmation test on "Becoming an Independent Personnel" with a time limit of 20 minutes. Actual study screen. From the "Become an Independent Personnel: How to Work to Meet Expectations" video K: I myself feel that it is easier to take action after receiving instructions, but I chose this training because I didn't want to continue like this! The objectives are clear and easy to understand Most of the videos were around 10 minutes long, so I was able to concentrate on the learning process. The overall curriculum time was just right, and I was able to take the course without disengaging in the middle. The content of the course is based on situations that I often find myself in at work, and I was able to relate to many of them and immediately apply them to my own work. It was very easy to take the course because it was clear what skills would be acquired in this chapter. I did not lose sight of the objectives, which is often the case in training courses. In the comprehension check, there were application questions based on what I had learned, and I was able to realize the effects of my learning. The course is applicable to all types of jobs. It is a little difficult to understand what it means to be a self-reliant human resource, but self-management skills, initiative, and teamwork are necessary. I felt that the skills required for self-reliant personnel are essential for further advancement from year to year. Self-reliant human resources are skills and attitudes that are required for any type of job, and I think they are useful in a wide range of fields. If you feel that you are not confident in your skills, I recommend that you take the course. Other recommended contents for training mid-career employees are as follows! How to manage work - Become a businessperson who follows work instead of being overwhelmed by work - Learn how to become a businessperson who "follows work" because work is busy and out of your control. The OJT trainer's mind-set: You can understand the points and communication methods that you need to keep in mind as an OJT trainer while having fun through the game. Back to Table of Contents Learn business skills that can be used in 2021 We have reported on KaWaL eLearning, an eLearning content that is fun to learn and provides skills that can be used in the workplace, with feedback from LearningBOX members. What do you think? We hope you have enjoyed learning about the KaWaL eLearning program, and we look forward to your continued support. If you are looking to enhance the human resource development of your company or organization, please take advantage of "learningBOX ON," which offers multiple training contents that are essential for companies. KaWaL eLearning" is also included, and a free trial course (the free version allows you to try out some of the KaWaL eLearning content) is available. For more information on how to register, please see this article. If you have not yet registered for "learningBOX," we also offer a free plan that allows up to 10 users to use almost all functions (excluding paid options) for free and indefinitely. For more information about KaWaL eLearning, please visit this page. ▼ We also recommend this page! Back to the table of contents

What challenges does your company face when it comes to developing young employees and evaluating their performance? We often hear comments such as, “Our current assessment checklists are too abstract and difficult to use,” “How can we conduct effective one-on-one meetings?” and “Young employees don’t feel their performance evaluations are fair.” In this article, we’d like to introduce the “KaWaL Assessment”—an objective diagnostic tool that helps training managers and HR professionals facing these challenges understand young employees’ “foundational workplace skills” from the perspectives of both the employees themselves and their supervisors. We’ll also share how learningBOX members actually used the “KaWaL Assessment” and conducted one-on-one meetings based on the results. What Are “Basic Professional Skills”? First, we’ll explain the meaning and definition of the term “basic professional skills.” We’ll also touch on why these skills have gained such importance in recent years. Let’s start by reviewing the basics. “Basic Professional Skills” is a concept proposed by the Ministry of Economy, Trade and Industry (METI). Defined as “the fundamental skills necessary to work with diverse people in the workplace and local communities,” it consists of three core competencies—“the ability to take the initiative,” “the ability to think things through,” and “the ability to work in a team”—along with 12 competency elements. Please refer to the figure below for the 12 competency elements. “Basic Competencies for Working Adults” Evolves into “Basic Competencies for Working Adults in the Era of a 100-Year Life” Although “Basic Competencies for Working Adults” was first announced in 2006 against the backdrop of the “Era of a 100-Year Life” and the “Fourth Industrial Revolution,” its importance has grown even further in the present day, necessitating a unique approach and perspective specific to the “Era of a 100-Year Life.” In light of these circumstances, “Foundational Competencies for the 100-Year Life” has been newly defined to encompass the competencies required for individuals to continue thriving at every stage of life within their increasingly long-term relationships with companies, organizations, and society. Regarding the three competencies and 12 competency elements of Basic Competencies for Working Adults, it is considered essential for individuals to balance purpose, learning, and integration—while recognizing themselves and engaging in reflection—in order to forge their own career paths. [Reference] Ministry of Economy, Trade and Industry / Foundational Competencies for Working Adults Return to Table of Contents About the KaWaL Assessment The KaWaL Assessment is an “Objective Assessment of Foundational Competencies for Working Adults” provided by Change Co., Ltd., a company engaged in human resource development and related initiatives. Here is an overview of the assessment. What Is the KaWaL Assessment? The KaWaL Assessment evaluates the three competencies and 12 competency elements of Basic Competencies for Working Adults from the perspectives of both the individual and their supervisor (or development manager). It is a questionnaire-based assessment tool that visualizes the competencies of young employees by presenting the results in comparative graphs and charts. Since this assessment tool uses “specific performance standards” as its criteria, it minimizes subjective variation and ensures an objective assessment. [Reference] KaWaL Assessment: Recommended for Developing Young Professionals By conducting the assessment multiple times—such as after a job offer is accepted, upon joining the company, and at the end of the first year—you can analyze strengths, weaknesses, areas for growth, and perception gaps between the employee and their supervisor, which can be leveraged to support the employee’s “future self-development and career planning.” It also allows for comparisons with industry averages as well as evaluations by the employee and their supervisor (or development manager), enabling an objective understanding of the employee’s standing within their industry. By conducting multiple assessments and facilitating objective self-analysis, the employee’s strengths and weaknesses become clear, and the skills that need to be developed become apparent. Back to Table of Contents: About the Objective Assessment of Basic Professional Competencies Now, let’s take a look at the content of the KaWaL Assessment’s “Objective Assessment of Basic Professional Competencies.” The questionnaire-style format allows for quick and easy completion, and results are available the same day. Contents of the Objective Assessment of Basic Workplace Competencies (Self-Assessment and Supervisor Assessment) The Objective Assessment of Basic Workplace Competencies consists of 36 questions covering the three competencies and 12 competency elements of basic workplace competencies (common to both the self-assessment and supervisor assessment). By having the supervisor evaluate the same items as the individual, any gaps in perception regarding these competencies are made visible, enabling appropriate development. In the “Self-Assessment,” you select the option that best matches your daily behavior to proceed with the questionnaire. In the “Supervisor Assessment,” you select the option that best describes the assessment subject’s current work style to proceed with the questionnaire. Once you’ve answered all 36 questions, click the “Take the Assessment” button to complete the process. Here are some sample questions. learningBOX members—Inori Hirota, a junior staff member in the Marketing Department, and Yoda, the Marketing Department Manager—actually took the assessment themselves! Marketing Department, Inori Hirota (Junior Staff) ★ Impressions after taking the assessment: I thought it might be quite a challenge with 36 questions, but since I could answer intuitively, I was able to complete it without much difficulty! Marketing Department Manager, Saori Yoda (Supervisor) ★Impressions after taking the assessment: The process of answering the questions while reflecting on Ms. Hirota’s day-to-day work allowed me to organize my own thoughts as well! Results of the Objective Assessment of Basic Professional Competencies The Objective Assessment of Basic Professional Competencies features an intuitive UI that makes the results easy to read, and the score report is available immediately after the assessment is completed. Scores are broken down by the three core competencies and 12 competency elements of Basic Professional Skills, and comparisons with the supervisor’s assessment and industry averages are presented in tables and graphs, making the results easy to understand intuitively. The intuitive UI and easy-to-read report make the results clear and inspire action. This assessment is designed to determine the current stage of development of the participant’s foundational workplace skills—the abilities necessary to succeed in the professional world. The results help participants identify specific areas they should focus on to continue growing in the future. learningBOX members—Inori Hirota, a junior staff member in the Marketing Department, and Saori Yoda, the Marketing Department Manager—took a look at the assessment results! Marketing Department: Inori Hirota (Junior Staff) ★ Thoughts on the Assessment Results: The tables and graphs are very easy to read, and it’s fun to go through them! It highlighted aspects I hadn’t even considered—such as my strengths and weaknesses—which led to some new discoveries. Marketing Department Manager Saori Yoda (Supervisor) ★ Thoughts on the Assessment Results: I particularly liked how the results of the employee’s self-assessment and the supervisor’s assessment were clearly displayed side-by-side on the chart. It makes it easy to see right away where there are discrepancies. Back to Table of Contents: Utilizing the Objective Assessment of Basic Professional Skills in 1-on-1s The Objective Assessment of Basic Professional Skills evaluates employees from both the employee’s and the supervisor’s (or development manager’s) perspectives. This helps identify gaps in perception between supervisors and employees early on and clarifies which skills need development. Use the assessment results to conduct effective one-on-one meetings. Below, we’ll share an example of a one-on-one meeting between Hirota, a junior employee in the Marketing Department, and Yoda, the department manager. Align Perceptions of Behavioral Standards Where Discrepancies Exist In the performance report, if there is a discrepancy between the supervisor’s and the employee’s perceptions, an item labeled “Competency Elements with a Gap Between Supervisor and Employee” will be displayed. This makes the discrepancy in how the supervisor and employee perceive their day-to-day behavior immediately apparent, allowing you to consider the next steps for the employee’s growth. Let’s resolve these discrepancies through 1-on-1s between managers and employees to foster the professional development of young employees. From actual assessment results ★ A look at an actual 1-on-1 session: Since Hirota (a young employee) works at the headquarters in Hyogo Prefecture and Yoda (his supervisor) works in Tokyo, they held their 1-on-1 online. Yoda (Supervisor): “It shows there’s a gap in ‘Planning Skills,’ doesn’t it? I think you understand that setting goals is important when moving forward with tasks. From there, let’s start by communicating with the relevant stakeholders to establish a shared understanding of the goal we’re aiming for!” Hirota (Young Employee): “That’s right. There have been times when there was a discrepancy between my own perception of the goal and others’, so I’d like to start by being mindful of that!” Yoda (Manager): “Once we have a shared understanding, let’s break down the tasks and clarify what needs to be done to achieve the goal. If you run into any problems or have questions, I’m always here to help, so don’t hesitate to reach out! Let’s identify your strengths and weaknesses and determine the necessary actions. The performance report displays three “strengths” and three “weaknesses” for each employee, based on the results of both the supervisor’s assessment and the employee’s self-assessment. The chart also allows for comparison with the “group average”—such as within the same department—enabling you to objectively assess your current standing. This will allow your manager to provide feedback based on your actual day-to-day behavior, rather than vague impressions. From actual assessment results: Strengths From actual assessment results: Weaknesses ★A scene from an actual 1-on-1 meeting Yoda (Manager): First, let’s start with your “strengths.” In terms of “flexibility,” you don’t stick rigidly to past methods but adapt your approach flexibly depending on the situation. I also think it’s wonderful how, especially when opinions clash, you try to understand the other person’s perspective and the context behind their arguments as much as possible to find a mutual compromise! Hirota (Junior Employee): Thank you. I try to put myself in the other person’s shoes as much as possible to ensure the work goes smoothly. Yoda (Manager): That’s a great attitude! To grow even further, why not try accepting the differences in other people’s ways of thinking and values, and then incorporate and make use of the things you don’t have yourself? Hirota (Junior Staff): I’ll give it a try! Regarding “Weaknesses” and creativity—I actually feel that I’m lacking in this area myself. I enjoy researching various topics that interest me, but… Yoda (Supervisor): That’s true—our scope of work is very broad, and of course, there are bound to be topics that don’t really spark your interest. We cover a variety of subjects in our department’s study sessions, but why don’t you try keeping an eye out for the latest trends and technologies, adding your own perspective, and sharing them with your colleagues? Hirota (Junior Employee): Yes! I’ll do my best, always keeping in mind the need to broaden my horizons and expand my thinking! Let’s visualize growth by comparing results with past assessments. If you take the assessment multiple times, you can compare both your supervisor’s assessment and your self-assessment with past results. Since your growth is visualized for each of the three competencies and 12 competency elements, the results of your development and any remaining challenges become clear. To drive the PDCA cycle of your development plan, you need to conduct assessments on an ongoing basis. By regularly checking whether you’ve truly acquired the competencies you need to develop, you can determine your next steps. From actual assessment results: Comparison with past assessments ★A scene from an actual 1-on-1 meeting: Yoda (Manager): “It looks like your ‘Ability to Identify Challenges’ has dropped slightly. Looking back since the last assessment, what do you think happened?” Hirota (Young Employee): “I feel like I was so caught up in my daily tasks that I wasn’t able to maintain the perspective of asking, ‘Is there anything I can improve?’ or ‘How can I improve next?’” Yoda (Supervisor): It was a hectic time, wasn’t it? Even when there are issues, it takes effort to identify their root causes and try to resolve them. As you mentioned earlier, when you face a problem, let’s start by adopting the mindset of “Is there anything I can improve?” and “How can I improve next time?” and try to figure out the root cause of the issue on your own! Marketing Department, Inori Hirota (Junior Employee) ★ Thoughts After Trying the 1-on-1 It was a very refreshing experience to gain an “objective” understanding of my current foundational professional skills, since the assessment included not only my own results but also my manager’s. Also, discussing the results during the 1-on-1 helped me visualize specific actions I can take next—that was really helpful! Marketing Department Manager Saori Yoda (Supervisor) ★ Thoughts on Trying the 1-on-1 Session Unlike traditional assessments, the provision of objective metrics allowed us to discuss daily behaviors more concretely during the 1-on-1 session. I felt this is a tool that can be useful for junior employees’ self-development and career building, so I definitely want to continue using it in the future! Back to Table of Contents: Incorporating Objective Metrics into Talent Development We’ve introduced the KaWaL Assessment—an objective diagnostic tool for measuring foundational professional skills—along with feedback from learningBOX members. What did you think? Whether talent development is successful or not, objective data is essential for accumulating that knowledge as best practices. By accumulating objective and quantitative data on employees, the process of developing young talent can be transformed into a company asset—namely, development know-how. If you’re looking to strengthen the development of young employees at your company or organization, please take advantage of “learningBOX ON,” which offers a variety of training content essential for businesses. It includes the “KaWaL Assessment,” and we also offer a free trial course (the free version allows you to try out some of the KaWaL Assessment’s features). Please see this article for registration instructions. Even if you haven’t registered for “learningBOX” yet, we offer a Free Plan that allows you to use almost all features (excluding paid options) for free and indefinitely for up to 10 users, so please feel free to contact us. For more details on the KaWaL Assessment, please visit this page. ▼Recommended! Related Articles Return to Table of Contents

The number of companies that are focusing—or have already begun focusing—on recruiting “professional talent” and training (reskilling) existing employees is steadily increasing, with the aim of fundamentally reforming existing businesses to improve productivity and developing and expanding new businesses, including those related to digital transformation (DX). On the other hand, securing professional talent is not easy from the perspectives of recruitment costs and available opportunities. Consequently, there are also cases where companies are turning to reskilling existing employees to create new value—such as reforming existing businesses or developing new digital-driven ventures. However, many companies may be struggling—perhaps because their reskilling efforts fail to yield results and lead to repeated setbacks, or because the term “reskilling” has taken on a life of its own within the company without a clear understanding of how to implement it effectively. In this article, we’ll provide a clear and easy-to-understand explanation of reskilling, from its definition to methods for implementation and promotion. If you’re facing challenges with reskilling or are considering implementing it, we hope you’ll find this article helpful. What Is Reskilling? Reskilling refers to the process of acquiring—or enabling employees to acquire—the skills necessary to transition into a new profession or to adapt to significant changes in the skills required for their current role. Globally, companies are making substantial investments to ensure their survival, and reskilling is becoming an integral part of corporate strategy. In Japan, interest in this field is growing, as evidenced by references to the need for developing digital talent and reskilling in the government’s “Basic Policy 2021” (June 2021) and the Japan Business Federation’s (Keidanren) “New Growth Strategy” (November 2020). Differences from Lifelong Learning and Retraining Reskilling is sometimes confused with lifelong learning or retraining, but its essence and purpose are entirely different. “Lifelong learning,” which involves taking time away from one’s job, and simple “retraining” are, at their core, merely ways for individuals to improve their skills to better perform their current roles. In contrast, “reskilling” is part of a business strategy aimed at enabling companies to create new value. Reskilling vs. Lifelong Learning | Definitions | Acquiring the skills and knowledge necessary for new job duties | Repeating the cycle of education and employment throughout one’s life | Purpose | Transforming existing employees into professionals capable of fulfilling new roles | Improving skills to better perform current roles | Who Drives the Learning | Companies | Individuals | Reasons Reskilling Is Gaining Attention | Reasons Reskilling Is Gaining Attention can be attributed to the spread and promotion of DX (Digital Transformation) and GX (Green Transformation). Due to these trends, companies are being forced to undergo significant transformations in their business operations—from strategy to products, services, and business processes. As a result, not only are certain job roles disappearing, but new roles and workflows are emerging, making it an urgent priority to secure personnel capable of adapting to these changes. Return to Table of Contents Background Necessitating Reskilling Let’s examine the background necessitating reskilling from three key perspectives: “Market Trends,” “Business Strategy,” and “Human Resources Strategy.” Market Trends One major factor is the rapid change in the external environment (market). Here are three key factors: Technological advancements centered on digital innovation (DX and GX) Trends emphasizing corporate social responsibility and social impact, such as the SDGs, ESG, and LGBTQ issues Semi-compulsory societal shifts driven by events such as the COVID-19 pandemic Business Strategy In line with these changing market trends, corporate business strategies now require an “approach to management that is not bound by existing frameworks.” For existing businesses, business reform and operational efficiency through the use of digital technology will be necessary, while for new businesses, development and expansion with DX in mind will be required. Talent Strategy: Given market trends and business strategy, securing professional talent capable of creating new value is becoming essential. However, recruitment and retention are undeniably challenging due to the following two factors: There is a chronic shortage of professional talent in an overwhelmingly tight job market. Unless a company has a generous budget or a distinct competitive advantage in recruitment, it cannot make hiring professional talent the cornerstone of its talent strategy. In other words, rather than hiring new talent, reskilling—developing existing employees into professional talent—is what is required. Back to Table of Contents: The Benefits of Reskilling With an understanding of why reskilling is gaining attention and the context behind its necessity, we will now introduce the actual benefits of implementing it. Resolving Talent Shortages: As mentioned in the previous section, securing professional talent capable of creating new value is becoming increasingly difficult. By reskilling existing employees and developing them into personnel with the skills necessary for the business, companies can secure the talent they need internally. Furthermore, this approach is expected to reduce recruitment costs while addressing the talent shortage. However, compared to hiring new employees, reskilling existing staff requires time and a corresponding investment. Improving Operational Efficiency: If reskilling enables employees to master digital technologies, it will advance digital transformation (DX) within the company. In addition to saving time and reducing costs through the automation and streamlining of existing operations, it will also enable accurate data analysis and centralized data management. Streamlining operations creates the capacity to tackle more advanced and innovative tasks, and can also lead to reduced labor costs through decreased overtime hours and improved work-life balance. Generating New Ideas: Acquiring new skills through reskilling increases the likelihood of generating innovative ideas that go beyond existing frameworks. These new skills and ideas not only lead to the launch and growth of new businesses but are also expected to contribute to existing operations, ultimately driving the growth of the entire company. Initiatives for New Businesses Led by Existing Employees Who Understand the Company Even when hiring highly skilled professionals from outside the company, there is a risk that they may not align with the “company itself”—such as its management philosophy or purpose—or that collaboration with existing operations and communication with current employees may not proceed smoothly. By reskilling existing employees who are well-versed in the company’s culture and operations, it becomes possible to minimize these risks and successfully pursue new business ventures. Return to Table of Contents How to Implement Reskilling and Key Points to Keep in Mind By following the five steps outlined below, you can implement the reskilling that companies are now required to undertake. STEP 1: Define the Scope First, determine the job roles to be reskilled based on management and business strategies. We recommend categorizing these roles into quadrants based on importance and required headcount, and prioritizing roles in areas where both importance and required headcount are high. Given limited resources, it is crucial to prioritize the job roles that will have the greatest impact on creating new value. STEP 2: Defining Job and Competency Requirements Once the scope has been defined, clearly document the job descriptions for the target roles and define the necessary competency requirements (e.g., small- to medium-scale project management skills). After defining the competency requirements, break down each competency into learning elements. Developing training programs that incorporate the learning elements included in the competency requirements will help you build an effective reskilling program. STEP 3: Building a Training Framework Next, build a training framework. Building a training framework refers to designing the necessary training programs and learning processes to achieve the desired goals. Since the goals to be achieved through the reskilling initiatives were established in STEP 2, review the reskilling training framework by defining the goals for each training session, developing training programs based on these goals, considering pre- and post-training measures to promote learning retention, and constructing a learning process that takes into account the sequential and parallel relationships between learning activities. STEP 4: Training Implementation Once the training framework is in place, we will implement the training according to the schedule. When implementing training, selecting instructors and preparing course materials are extremely important. Instructors must be well-versed in the subject matter, capable of delivering lectures that match the learners’ motivation and level of understanding, and possess the flexibility to manage unexpected issues. Through thorough preparation and flexible management, let’s bring the vision outlined in STEP 3 to life. STEP 5: Measuring Effectiveness, Follow-Up, and Refining Future Initiatives Once the series of Off-JT sessions is complete, we’ll maximize and measure the effectiveness of Off-JT and promote follow-up for OJT. We’ll assess whether the overall goals of the reskilling initiative and the objectives of each training session have been achieved, and address any shortcomings separately. Effective measures include implementing additional Off-JT sessions, improving the learning environment, collaborating with frontline teams to promote OJT, and monitoring OJT progress. Furthermore, the areas for improvement and best practices identified through these initiatives will serve as valuable input for refining future reskilling initiatives. Back to Table of Contents | Summary: This article has explained everything from the definition of reskilling to its implementation and specific methods for promotion. Implementing reskilling yields various benefits, such as reforming existing businesses, resolving labor shortages, and developing and expanding new businesses—including those in the context of digital transformation (DX). When implementing reskilling, establishing a training framework and delivering training are key points; we recommend “learningBOX” as one tool well-suited for these operations. The e-learning system “learningBOX” offers a full suite of features for creating and distributing training materials, managing grades, and managing learners. A key reason we recommend it is that anyone can easily set up a web-based learning environment. Furthermore, combining it with “KaWaL eLearning”—which allows you to add a wide variety of training content—will further expand the scope of your training programs. When implementing reskilling initiatives, we highly recommend using services that facilitate in-house creation of training content. With learningBOX’s Free Plan, you can use the service for up to 10 accounts at no cost. Please feel free to give it a try. *This article was written based on helpful materials provided by Change Co., Ltd. and reviewed by the company. They offer “Rismore,” a service that promotes reskilling and cultivates professional talent, so if this article has piqued your interest, please be sure to check it out. ▼ Also Recommended! Related Articles Return to Table of Contents

Knowledge management tools are implemented to effectively collect, share, and utilize information—such as the knowledge, skills, and experience—held by organizations and individuals. With various companies releasing tools suited for knowledge management, many people may find themselves unsure of what criteria to use when selecting one. In this article, we’ll explain how to choose a knowledge management tool and provide tips on how to make the most of it after implementation. Please use this as a reference when considering the implementation of a knowledge management tool. What Is Knowledge Management? Knowledge management (KM) refers to a series of processes in which companies and organizations aggregate and share the knowledge, experience, and know-how possessed by individuals to enhance organizational capabilities. The knowledge held by a company or organization consists of two types: knowledge that individuals have gained intuitively through their work (tacit knowledge) and objective knowledge (explicit knowledge) that has been verbalized and documented so that anyone within the company can understand it, and which is shared throughout the organization. In knowledge management, it is crucial to convert tacit knowledge into explicit knowledge so that it can be shared and utilized. The “SECI Model” as a Knowledge Management Methodology: The SECI (Sekki) Model is a representative framework for implementing knowledge management. It can be broadly divided into four steps. Socialization: The process of transmitting tacit knowledge through shared experiences. Externalization: The process of verbalizing an individual’s tacit knowledge and sharing it among team members. Combination: The process of combining externalized explicit knowledge to create new knowledge. Internalization: The process of assimilating newly acquired explicit knowledge as tacit knowledge. When implementing the SECI Model, the key to achieving results is to cycle through these four steps. Back to Table of Contents Benefits of Implementing Knowledge Management Tools The two main benefits of implementing knowledge management tools are “operational efficiency” and “prevention of knowledge silos.” These tools promote communication and knowledge sharing within the organization, leading to improved productivity and sustainable growth. Let’s take a closer look at these two benefits below. Operational Efficiency In terms of improving the efficiency of knowledge management operations, the following benefits can be realized: Improved Searchability: Accessing the database makes it easier to retrieve necessary information, leading to reduced work time. Avoidance of Duplicate Work: Since you can verify whether information already exists, this prevents duplicate efforts in registering or updating information. Strengthened Teamwork: Sharing information and collaborating becomes much easier. When multiple members are involved in the same project, sharing information instantly and exchanging opinions and ideas improves teamwork and enables efficient task execution. Prevention of Knowledge Dependency on Individuals: By introducing knowledge management tools, organizations can share advanced information—such as the wealth of experience and skills held by individuals—thereby gaining the following benefits in terms of preventing knowledge dependency on specific individuals. Prevention of Knowledge Loss: Even when employees are transferred or retire, know-how is not lost, ensuring that business operations can continue smoothly. Visualization of Work: Implicit knowledge acquired intuitively by individuals is articulated, clarifying workflows; this promotes knowledge sharing and contributes to the development of a robust management framework. Raising the Overall Level of the Organization: By enabling other employees to learn the work methods of veteran and high-performing employees, it is possible to raise the overall level of knowledge and skills across the organization. Eliminating reliance on specific individuals and achieving operational transparency will also help prevent operational errors and issues. Return to Table of Contents Types of Knowledge Management Tools Knowledge management tools aggregate information—such as knowledge, skills, and experience—within organizations and among individuals, systematize it, and build a database. Depending on their functions and purposes, they can be broadly classified into the following four types. Help Desk (FAQ) Type: This type of tool systematically organizes frequently asked questions (FAQs) in an easy-to-understand manner, enabling users to resolve inquiries from both inside and outside the company on their own. It is implemented to provide quick access to operational procedures and related knowledge within the organization, such as for customer support or help desk teams handling user inquiries. Document Management (File Sharing) Type: This type is used to share, organize, and search for documents and files within an organization. By implementing tools that not only allow users to upload and share documents but also include management features such as access restrictions and update notifications, information sharing within the organization can be made more efficient. Data Mining and Search-Specialized Type: This type of tool extracts valuable information from large volumes of data and documents and enables quick searches. By utilizing text management and machine learning technologies, it helps identify patterns within documents and find relevant information. It is used as an internal search engine for tasks such as information gathering. Knowledge Sharing (Groupware) Type: These tools are used to effectively share individual knowledge and information within an organization and to promote collaboration. They typically combine groupware features—such as messaging (group chat and bulletin boards), file sharing, and task management—and help improve team productivity. Back to Table of Contents: Criteria for Selecting Knowledge Management Tools Now that we’ve reviewed the types of knowledge management tools, what factors should you prioritize when considering implementation? Rather than choosing based solely on price or features, the following seven points are also important. 1. Clarify Objectives and Requirements Before selecting a tool, it is important to first clarify its intended use and necessary requirements. Establish criteria for choosing the optimal tool by clearly defining the challenges your organization aims to solve, the purpose of implementing the tool, and the requirements necessary to meet those objectives. 2. Is the Tool User-Friendly? Choosing a tool that is easy for users to use makes it easier to share knowledge and information within the organization. Check whether the interface is intuitive, whether users can easily register, update, and view content without specialized knowledge, and whether the search function is user-friendly. It is also helpful to take advantage of free trial periods and demonstrations, and to refer to reviews from existing users. 3. Customization and Scalability: With medium- to long-term operations in mind, it is important to consider whether the tool can be customized to meet your organization’s needs and whether it offers the scalability to add new features. Verify that the tool is flexible and can adapt to your organization’s unique processes and workflows. 4. Mobile Support and Offline Access In today’s business environment, mobile devices—such as smartphones and tablets—play a crucial role alongside desktop computers. Make sure the tool supports mobile devices so users can check information and enter data outside the office, whether they’re on the go or working remotely from home. Tools equipped with mobile apps or responsive design allow users to access information anytime, anywhere. Access in offline environments is also important. Be sure to verify whether information can be accessed even when not connected to a network. 5. Robust Security The information aggregated and shared via knowledge management tools may include confidential data and represents a critical information asset for your company. It is essential to implement risk mitigation measures against threats such as data breaches caused by unauthorized access. Be sure to verify the security features of any tool you are considering implementing. 6. Post-Implementation Adoption Support (Customer Success) Even after implementing a knowledge management tool, ongoing support is essential for its effective use. Whether the tool provider offers a Customer Success (CS) program is a key consideration during the selection process. Verify that the provider offers support—such as implementation assistance and user training from CS representatives, as well as regular updates and technical support—to ensure your organization can make the most of the tool. This will promote knowledge sharing, effective communication, and collaboration within your organization. 7. Evaluating Usage Costs and Cost-Effectiveness When selecting a knowledge management tool, it is also important to assess usage costs and cost-effectiveness. It is advisable to understand the costs associated with implementation and operation, including initial setup fees, subscription fees, additional costs for customization and customer support, and maintenance fees. To evaluate cost-effectiveness, we recommend using the following metrics to measure and compare changes in key figures before and after implementation: Changes in the time and resources required for information sharing and problem-solving Changes in the time required to complete specific tasks or processes Return to Table of Contents Points to Consider When Using Knowledge Management Tools Next, we’ll take a closer look at key points to keep in mind when using knowledge management tools. Use the following four points as a guide to make effective use of the tool. 1. Define the Purpose of Using the Knowledge Management Tool As mentioned in Chapter 4, “Criteria for Selecting a Knowledge Management Tool,” the first step is to define the purpose of its use. This is a crucial step for clarifying what information will be shared among employees and how the tool will be utilized. The key is to set these objectives from the user’s perspective. By establishing specific goals—such as “improving operational efficiency,” “facilitating the smooth progress of new projects,” or “streamlining new employee training”—you can clarify how the tool should be used and what information needs to be shared. 2. Clarify the Knowledge to Be Shared Once you have established the purpose of using the tool, the knowledge that should be shared will become clear. For example, identify the specific knowledge you want to share, such as technical expertise, operational manuals, internal training materials, and market trends. Once you have determined the knowledge to be shared, deciding “how to share it” is another key consideration. Specifically, the following three methods can be considered: Compile information in an FAQ format; improve searchability to make knowledge easier to find; and utilize the tool’s chat or bulletin board features. The optimal method for sharing varies depending on the purpose of the knowledge and the skill level of the employees using it. Select the best sharing method while taking user feedback into account. 3. Establish a System for Integrating Knowledge Management Tools into Daily Operations To effectively utilize the tool, a clear system for incorporating it into daily operations is essential. It is necessary to establish mechanisms for knowledge sharing and utilization, such as setting schedules for regular updates and revisions, conducting in-house training to improve tool proficiency, and phasing in the tool gradually based on actual business needs. 4. Improve and Streamline Workflows By documenting workflows and visualizing processes using these tools, you can identify bottlenecks and find efficient ways to improve them. By utilizing workflow and task management features, you can monitor the progress of work while making necessary adjustments and setting priorities, which will lead to improved productivity and enhanced competitiveness across the entire organization. Additionally, data accumulates as the tools are used. Let’s put the “PDCA cycle” into practice: create improvement proposals based on hypotheses built from this data, and after implementation, reflect on what worked and what didn’t to develop the next set of improvement proposals. Return to Table of Contents: Making Effective Use of Knowledge Management Tools This article explained how to select and utilize knowledge management tools. Ideally, you should select a tool by clarifying your organization’s implementation objectives and focusing on key points such as whether it is easy for anyone who wants to use it to do so, and whether appropriate support is available to ensure adoption after implementation. We recommend “learningBOX” as one of the tools well-suited for knowledge management. learningBOX is an e-learning system that offers a full suite of features for creating and distributing learning materials, managing grades, and managing learners. Its key advantage is that anyone can easily set up a web-based learning environment. Furthermore, when combined with “learningBOX ON,” which allows you to add a wide variety of training content, you can design original learning materials and further expand the scope of knowledge sharing. When implementing knowledge management initiatives, be sure to take advantage of services that facilitate in-house training content creation. With learningBOX’s free plan, you can use the service for up to 10 accounts at no cost. Feel free to give it a try. ▼ Also Recommended! Related Articles Return to Table of Contents

Employee training is essential for developing top talent. Many companies tend to conduct training when new hires or mid-career hires join the company, or when employees are reassigned. However, there are various types of employee training, and it’s not uncommon for companies to struggle with deciding which types to implement. In this article, we’ll introduce the different types of training, categorized by format, organizational level, job type, and theme. Please use this as a reference when implementing new employee training programs or reviewing existing ones. Main Types of Employee Training Companies conduct training on an ongoing basis to develop talent and enhance skills. Here, we’ll introduce the types of employee training by format. Types of Training Formats OJT Training OJT training refers to educational training in which guidance is provided while employees perform actual work tasks in the workplace. OJT stands for “On-the-Job Training” and is also known as in-the-workplace training. It is often used as a training method for new hires and junior employees. Since it allows participants to efficiently learn practical know-how while performing their duties, employees are expected to be immediately productive after the training, making it a popular method adopted by many companies. The typical OJT process involves a senior employee or supervisor first demonstrating the task, followed by allowing the trainee to attempt it while providing guidance and support. While this approach fosters practical learning and tends to boost motivation and satisfaction, it also has the drawback of placing a heavy burden on the instructor. Off-JT Training Off-JT training refers to educational training conducted away from the actual workplace. It is an abbreviation for “Off-the-Job Training” and is also known as off-site training. Off-JT training can be broadly categorized into online training and in-person training. Online training refers to training conducted via web conferencing systems or similar platforms. It is conducted using computers, smartphones, or tablets. Online training is also known as “e-learning.” Unlike in-person training, participants can join regardless of time or location, making it a method that has gained attention amid the spread of the novel coronavirus. It is expected to reduce implementation costs, improve learning efficiency, and promote equal access to educational opportunities. On the other hand, in-person training refers to offline training formats, such as seminars, where instructors and participants gather at a single venue. A key characteristic of in-person training is that it is divided into lecture-based formats and interactive or experiential formats. In interactive or experiential formats, activities such as role-playing, workshops, and group work are conducted. In-House vs. Outsourced Training: Employee training conducted internally without outsourcing is called in-house training. Conversely, employee training outsourced to external providers is referred to as external training. Specifically, it is common to outsource the training curriculum, instructors, facilitators, and venue. Back to Table of Contents: Types of Tier-Based Training Since the skills and experience required of employees vary depending on their roles and hierarchical levels, employee training is often tailored to specific tiers, such as general employees and managers. Next, we will introduce the types of tier-based training. Training for New Hires Training for new hires is conducted with the aim of fostering a shift in mindset toward professional life and helping them acquire basic business etiquette. Typical training topics include business etiquette, communication skills, and office software skills such as Excel and Word. For new hires, it is recommended to combine on-the-job training (OJT) with off-the-job training (Off-JT). It is advisable to use Off-JT training to impart basic knowledge and then use OJT training as an opportunity to assess the participants’ understanding of what they have learned. Training topics well-suited for a combination of OJT and Off-JT include exchanging business cards, handling phone calls, and writing business emails. Training for Young Employees Training for young employees is generally designed for those in their second or third year on the job. It is conducted to help these employees, who are still developing, acquire the foundational skills needed to perform their duties effectively and the applied skills necessary to achieve their goals. Key training topics include self-management, career management, and problem-solving skills. This stage focuses on honing proactive initiative, self-management skills, and logical thinking, while providing the mindset and insights needed to grow into key members of the organization. Training for Mid-Level Employees: The term “mid-level employees” generally refers not only to those with a certain number of years of service but also to individuals who assist leaders within the organization and strive to build smooth relationships with their subordinates. Therefore, training for mid-level employees often includes followership and mentoring programs to develop individuals who can serve as a bridge between the front lines and management. In addition, some companies offer complaint-handling training aimed at building good relationships with customers and improving problem-solving skills. However, since mid-level employees often play central roles within the organization and are frequently very busy, there are quite a few companies that do not provide such training. To nurture the next generation of leaders, HR departments and management need to clearly define the competencies required of mid-level employees and provide training that allows them to acquire these skills efficiently. Training for Managers Managers are professionals who oversee frontline operations from a perspective close to that of senior management—such as department heads or deputy heads—and are responsible for achieving results. Examples of training topics for managers include leadership training, coaching training, management training, team-building training, and labor management training. In leadership and coaching training, participants learn how to support and mentor subordinates, while management and team-building training help them develop the ability to manage personnel effectively. Since the performance of managers is directly linked to a company’s business strategy, it is crucial to conduct training at the right time. Return to Table of Contents Types of Training by Job Category Since the skills required of business professionals vary by job category, it is ideal to optimize training content to suit each specific role. Here, we introduce recommended training programs for sales, administrative, and planning roles. Training for Sales Professionals Training for sales professionals is conducted with the aim of improving individual and company-wide sales performance and reforming sales methods. Key themes typically include enhancing proposal-making skills, developing strategic thinking in sales, mastering remote sales techniques, and fostering a sales mindset. Sales training is effective not only for new hires and junior employees but also for mid-level and veteran salespeople. For less experienced employees, it’s advisable to include foundational topics such as business etiquette and document preparation, while for high-performing employees, training should focus on updating their existing sales approaches. Since sales professionals are often away from the office, it is recommended to utilize e-learning and other methods that allow for learning anytime and anywhere to maximize the effectiveness of the training. Training for Administrative Staff Training for administrative staff includes business etiquette training, training to foster a sales mindset, and training in business document preparation. Since administrative work involves many routine tasks and results are often difficult to quantify, employees tend to lack awareness of the need for change. Therefore, the goal of training is to reassess the skills required of administrative staff, leading to improved operational efficiency and the prevention of errors. Furthermore, in today’s business environment, it is not uncommon for administrative staff to handle initial customer interactions. In such cases, it is necessary to conduct training in areas such as telephone etiquette and customer service mindset development to cultivate staff who can adopt a customer-centric perspective. Training for Planning Staff Training for planning staff is conducted with the aim of honing their ability to identify the root causes of corporate challenges, their analytical skills, and their capacity to generate feasible ideas. Typical training themes include information utilization, improving planning skills, and marketing-oriented thinking. Furthermore, creative thinking is not limited to planning staff. Ideas often emerge from sales staff who interact directly with customers or from new hires with fresh perspectives, sometimes leading to new business ventures. Therefore, it is advisable to offer planning-oriented training to a broad range of employees. Back to Table of Contents: Types of Training by Theme To maximize the effectiveness of employee training, it is important to first identify your company’s challenges and then select themes that align with your objectives. Finally, we will introduce the types of training categorized by theme and purpose. Information Security Training Information security training is conducted to prevent security risks such as data leaks and cybercrime before they occur. Business professionals have opportunities to handle confidential information in all kinds of situations. Therefore, it is advisable to provide information security training to all employees, regardless of their position or job type. Furthermore, information security training is well-suited to an off-the-job (Off-JT) format centered on classroom instruction, and it is often conducted to improve employees’ digital literacy when implementing remote work. To quickly share the latest case studies and risks related to information security, it is recommended to implement e-learning, which allows for flexible additions and changes to the curriculum. Compliance Training Compliance training is conducted with the aim of ensuring strict adherence to laws and regulations necessary for corporate operations and enhancing corporate value. The scope of compliance has been expanding in recent years, and it is important to raise awareness not only regarding laws and regulations but also regarding morals and ethics. For example, some training programs incorporate the proper use of social media as a theme to help employees understand the risks that their private words and actions could pose to the company. Since compliance training tends to be input-focused, it is well-suited for off-the-job training (Off-JT) formats and e-learning. It is advisable to select compliance case studies that are particularly relevant to specific industries and sectors and incorporate them into the training materials. Harassment Training: Harassment training is useful for preventing disruptive behaviors such as power harassment and sexual harassment before they occur. While it is often viewed as training intended for supervisors and managers, harassment can occur in any position, so it is best not to limit the target audience. Furthermore, conducting training for all employees helps standardize the criteria for what constitutes harassment, which can lead to the early detection of problems. Perceptions of harassment vary by generation and values. Therefore, it is important to update the content of harassment training as needed to provide programs that are in line with current societal norms. Diversity Training Diversity training is conducted with the aim of enhancing a company’s competitiveness by fostering a work environment where employees respect one another’s diversity and different work styles. In today’s business environment, where the workforce is shrinking and labor mobility is increasing, an understanding of diversity is essential. In particular, companies promoting the advancement of women into management roles or actively hiring foreign nationals, older adults, and people with disabilities should proactively implement diversity training. It is recommended that diversity training include not only classroom-based knowledge acquisition but also opportunities for participant discussion. This allows participants to engage with a wide range of perspectives and values, deepening their understanding of diversity. Return to Table of Contents: Solve Corporate Challenges by Selecting the Right Type of Training In this article, we’ve covered the basic types of employee training. To maximize the effectiveness of employee training, it is important to implement the appropriate type of training based on the challenges your company faces and your talent development policies. Rather than routinely conducting the same training every year, clearly define your company’s challenges, goals, and target audience, and then work on developing new training programs or revising existing content. If you’re looking for a service to help create instructional videos for training or to convert knowledge into video format, please consider “learningBOX.” learningBOX is a learning management system that offers all the features necessary for training, including the creation and distribution of training materials, grading, and learner management. Additionally, “learningBOX ON” provides a variety of training content essential for businesses. It includes free information security and compliance training modules, which you can easily combine with your company’s in-house content to design your own original training programs. We also offer a Free Plan that provides access to virtually all features for an unlimited period at no cost for up to 10 accounts, so please feel free to contact us. ▼ Also Recommended! Related Articles Return to Table of Contents

“Organizational development” is an effective way to revitalize an organization and create an environment where employees can achieve results both individually and as a team. Implementing these initiatives has the potential to resolve current organizational challenges. We encourage you to consider these efforts with the goal of building an organization capable of maximizing performance. In this article, we’ll explain the basics of organizational development, as well as its benefits and drawbacks, implementation procedures, and key points. We will also introduce the main methods and frameworks used in organizational development, so HR professionals are encouraged to use this as a reference. What Is Organizational Development? First, we’ll cover the basics, including the meaning and purpose of organizational development, as well as the reasons and background behind its growing popularity. Let’s start by deepening our understanding of why organizations should pursue organizational development, laying the groundwork for future implementation. The Meaning and Significance of Organizational Development Organizational development refers to the concepts and initiatives designed to revitalize an organization through the relationships and interactions among its people. It is also known as “OD,” an abbreviation of the English term “Organization Development.” Organizational development initiatives aim to bring internal challenges to the surface and create an environment where each employee takes ownership and actively contributes to finding solutions. The Main Objectives of Organizational Development Organizational development is conducted with the goal of ensuring that an organization continues to function healthily while adapting to a constantly changing environment. It plays a crucial role in fostering a corporate culture where individuals take the initiative to address organizational challenges. Establishing systems and rules that generate synergy within the group is also a vital part of organizational development. Reasons and Background for the Growing Focus on Organizational Development The reason organizational development is gaining attention in the Japanese business world is that organizations are being called upon to transform in response to changes in individual work styles. Factors contributing to this trend include the spread of performance-based values, the diversification of employee employment statuses and nationalities, and the increasing complexity of communication methods driven by the widespread adoption of IT technology. There are many companies that have been unable to keep pace with these changes and are failing to fully utilize their human resources. Companies need to revitalize their organizations and create an environment that maximizes their strengths. Consequently, there is a growing need for organizational development that emphasizes relationships between individuals and teams and enhances the quality of communication. Back to Table of Contents: The Difference Between Organizational Development and Human Resource Development A term similar to “organizational development” is “human resource development.” Here, we will explain the meaning of human resource development and how it differs from organizational development by comparing the two. Organizational development and human resource development differ in their focus and methods. Human resource development refers to initiatives aimed at employees that encourage the acquisition of knowledge and skills to enhance individual performance. It is not uncommon for this term to be used interchangeably with “employee training.” The goal is to improve each individual’s capabilities by helping current employees acquire the knowledge and skills they lack. Methods such as training and workshops are commonly used for this purpose. On the other hand, organizational development focuses on relationships between individuals and teams, as well as their interactions. Organizational development methods also involve shaping the organizational environment and establishing systems within the organization. The table below compares the differences between organizational development and human resource development, using the two challenges of “new employee turnover” and “rapidly making young employees productive” as examples. Differences in Factor Identification and Measures Between Organizational Development and Human Resource Development ① Organizational Development Human Resource Development Challenge Employee turnover among new hires Factors addressed An environment where it is difficult for new hires to build relationships with their supervisors Insufficient management skills of new hires’ supervisors Examples of measures Introduction of a system for subordinates to provide feedback to supervisors Conducting training and workshops for supervisors of new hires Organizational Development Differences in Identifying Factors and Implementing Measures Between Organizational Development and Human Resource Development (Part 2) Organizational Development Human Resource Development Challenge: Making young employees productive as soon as possible Factors Addressed: Issues in the relationship between young employees and their supervisors, differences in problem recognition, and a lack of knowledge and skills among young employees. Examples of Measures: Improving the rules for one-on-one meetings; conducting training for young employees. Return to Table of Contents: Advantages and Disadvantages of Organizational Development. Before embarking on organizational development, it is important to understand the advantages and disadvantages in advance. Ideally, you should be able to implement initiatives that yield better results while taking into account the burden placed on the organization. Benefits of Organizational Development: Maximizing Organizational Performance. When a company engages in organizational development, positive effects can be expected not only for individual employees but also for the organization as a whole. A key benefit is the potential to enhance individual and team performance. This leads to organizational improvement by fostering the generation of good ideas and accelerating decision-making. Since organizational development initiatives are less reliant on individuals and focus on changing the organizational structure itself, they are likely to yield sustainable results. Strengthening Branding: Organizational development initiatives enable individuals and teams to share common goals and values, which in turn strengthens the company’s branding. Since individuals and teams can act with a clear understanding of the company’s direction, this enhances the brand value and service quality provided to customers. It is possible to build a strong brand from within the organization. Enhanced Organizational Cohesion and Morale When organizational development stimulates communication within the organization, positive interpersonal relationships are fostered in the workplace, creating an environment that encourages cooperation and dialogue. A key benefit is that the sense of belonging to the same organization boosts work motivation. Furthermore, interaction among members fosters a corporate culture that encourages proactive and positive initiatives, which in turn can lead to improved morale. Disadvantages of Organizational Development: Risk of Increased Workload Depending on the specific organizational development initiatives, it may become necessary to change current workflows. Please be aware that if the methods of collaboration between individuals or teams change, there is a risk that on-site operational efficiency may temporarily decline. For example, if a new progress tracking sheet is introduced to facilitate collaboration between teams, the burden of data entry could be greater than anticipated. In such cases, you should also consider the possibility that employees may lack sufficient time to devote to their regular duties. There is a risk of employee resistance or apathy. Some employees within the organization may be critical of the changes brought about by organizational development. If you do not address these employees’ concerns, you risk provoking resistance within the organization after implementation. Furthermore, if you continue with the initiatives while many employees remain apathetic, there is a risk that they will become mere formalities and ultimately fail. Given that some employees may not be cooperative with organizational development, it is advisable to consider implementation methods and strategies for handling such situations in advance. Return to Table of Contents: Steps and Key Points for Implementing Organizational Development We will explain the process of implementing organizational development in four steps. We will also highlight key points to keep in mind at each stage, so please use this as a reference. Step 1: Assess the Current Situation and Clarify Objectives First, based on your company’s current situation, clarify the objectives of organizational development. The key here is to identify specific, fact-based problems rather than abstract issues. Gathering information through employee interviews and surveys is an effective approach. Once your company’s challenges are clear, visualize the gap between the desired state of the organization and the current reality. Based on the results of your analysis and your company’s mission and vision, determine the direction of your organizational development. Step 2. Plan a Concrete Action Plan Based on the direction established in the first step, determine specific organizational development actions. Once you’ve considered the measures, it’s important to call for cooperation from the front lines. Involving key personnel within the organization to gain their support will help foster leadership and make it easier to implement the measures. Step 3. Test the Effectiveness of Measures by Starting Small This is the stage where you launch the measures and verify their effectiveness. We recommend proceeding on as small a scale as possible, such as by initially limiting implementation to specific departments or teams. Start with a pilot program to identify any potential challenges, and then gradually expand the scope to a larger scale. Step 4. Roll Out Successful Initiatives Company-Wide Once you’ve verified the effectiveness and confirmed success through the small-scale pilot, roll out the organizational development initiative company-wide. It’s important to analyze the results of the initiative and, once the reasons for its success are clear, incorporate those insights into future initiatives. Additionally, continue to evaluate effectiveness even after company-wide implementation and make ongoing improvements. Return to Table of Contents: Methods and Frameworks for Organizational Development Finally, we’ll introduce some representative methods and frameworks widely used in organizational development at many companies. Why not consider incorporating these into your company’s organizational development initiatives? AI (Appreciative Inquiry) “AI (Appreciative Inquiry)” is a method that uses questions to help individuals and organizations envision their potential and desired future state, and to devise action plans. It is also known as “AI,” an abbreviation of the English term “Appreciative Inquiry.” “Appreciative” means “to find value,” and “Inquiry” means “to ask questions.” In the AI method, each team identifies the positive qualities of individuals, their desired future states, and factors contributing to success, and asks each other probing questions to delve deeper. Engaging employees in this process fosters a habit of sharing positive perspectives. World Café “World Café” is an interactive method that facilitates free-flowing discussions in a relaxed, café-like environment. It is typically conducted in small groups, where participants deepen their mutual understanding by discussing predetermined themes. Group members rotate on a timed basis, and at the end, the entire group shares their insights. In the World Café, there is no need for debate. The purpose is to provide an opportunity for employees from different positions to speak on an equal footing and to foster mutual understanding within the organization. The “4S of Soft Factors” refers to four interrelated elements that serve as benchmarks for organizational management. It is called the “4S” because it takes the initials of “Corporate Philosophy (Shared Value),” “Corporate Culture (Style),” “Human Resources (Staff),” and “Capabilities (Skill).” Analyzing the “Soft 4S” relevant to your own organization can also lead to strategic planning. The “Soft 4S” is a concept that appears in the “7S Framework” proposed by the management consulting firm McKinsey & Company. The 7S Framework consists of the “Soft 4S” and the “Hard 3S.” The “Hard 3S”—“Strategy,” “Structure,” and “Systems”—are said to be easier to control than the “Soft 4S.” The Tuckman Model: The “Tuckman Model” is a framework proposed by psychologist Tuckman that illustrates the stages of organizational development through five distinct phases. These stages are “Forming,” “Storming,” “Norming,” “Performing,” and “Adjourning.” By referring to the Tuckman Model, you can use an understanding of the challenges that commonly arise in each stage to help build your organization. This model is also frequently used in team building and is well-suited for organizations aiming to achieve high performance. Back to Table of Contents: Guide Your Company Toward Growth Through Organizational Development We have covered the basics of organizational development so far. Through organizational development, you can revitalize your organization by leveraging internal relationships and interactions. While this approach can be expected to enhance performance, it may also lead to increased workload for frontline staff or resistance from employees, so there are important considerations to keep in mind when implementing it. Please consider measures to guide your organization toward growth, using the procedures and key points we’ve introduced as a reference. To ensure the success of organizational development initiatives, collaboration with key personnel on the front lines is essential. When conducting management training for managers and leaders as part of your organizational development efforts, please make use of the e-learning system “learningBOX.” learningBOX is a learning management system that offers a full suite of features necessary for conducting in-house training, including the creation and distribution of course materials, grading, and management of learning histories. Additionally, “learningBOX ON” provides a variety of training content essential for businesses. It includes free information security and compliance training modules, which you can easily combine with your company’s in-house content to design custom training programs. We also offer a Free Plan that provides unlimited access to nearly all features at no cost for up to 10 accounts, so please feel free to contact us for more information. ▼Recommended Reading! Return to Table of Contents

As part of the new normal, many companies are implementing remote work. Not only has the way work is conducted changed compared to the traditional office-based model, but the format of training has also undergone significant changes. Along with the shift to remote work, there is a growing trend toward conducting training online. What are the characteristics of online training during remote work that differ from in-person training? In this article, we will explain common challenges with online training, how to address them, and key points for maximizing the effectiveness of training programs. What Is Online Training Suitable for Remote Work? While remote work allows employees to work without being constrained by time or location, it makes it difficult to gather employees in the same venue, as is typical with traditional training. In such cases, introducing online training can make it easier to conduct training even in a remote work environment. Online training refers to training conducted via web conferencing systems or similar platforms. Learners participate using devices such as computers, smartphones, or tablets. This type of online training is also known as “e-learning.” When implementing online training, it is important to understand the differences from traditional in-person group training and to address the specific challenges unique to remote work. Back to Table of Contents Types of Online Training Suitable for Remote Work There are two main types of online training suitable for remote work: “live streaming” and “on-demand.” Here, we’ll explain the characteristics of each training method. Live Streaming Training Live streaming training is characterized by conducting sessions in real time. Lectures are delivered using web conferencing systems, and learners participate online individually. Because the sessions are held in real time, they offer a sense of immediacy similar to in-person group training. Instructors and participants can interact with each other, so if there is something they do not understand on the spot, they can ask questions and receive answers immediately. Additionally, instructors can conduct lectures in the same way as in-person sessions, such as by prompting learners to speak. Compared to on-demand training, it’s easier for instructors and learners to communicate with one another. A key benefit of live-streamed training is that instructors can easily address areas where learners are struggling on the spot. However, if video or audio quality is disrupted due to connectivity issues, it may hinder the learning experience. Furthermore, since all learners must participate at the same time, this format is not well-suited for learning at one’s own pace. On-Demand Training On-demand training is characterized by the use of pre-prepared content. Learners study using training materials shared online. They can watch recorded lecture videos, review distributed training materials, and engage in a variety of learning methods. On-demand training allows learners to proceed at their own pace. Furthermore, since the training content can be prepared in advance, the administrative burden on the organizers is generally lower compared to live, real-time training. There is also no need to worry about significant disruptions caused by connectivity issues. The advantage is that it allows for the delivery of training of consistent quality while minimizing the administrative burden. However, a drawback is that it can be difficult to gauge learner reactions during the training if the program is not designed to elicit learner output. Measures to enhance the effectiveness of the training—such as conducting post-training feedback sessions—are therefore necessary. Back to Table of Contents: Common Challenges and Solutions for Online Training During Remote Work Online training may present challenges different from those of traditional in-person training. When conducting training while working remotely, it is important to understand common challenges and have solutions ready to address them. Learners May Struggle to Take the Initiative Compared to traditional in-person training, online training tends to make it more difficult to engage in nonverbal communication, such as facial expressions and gestures. As a result, the barrier to asking questions or sharing opinions is higher than in traditional training, and it is not uncommon for learners to feel anxious and become passive. To address these challenges, it is often necessary to limit the number of participants in training sessions held while working remotely. It is also advisable to incorporate small-group activities into the training program to encourage active participation from learners. Unexpected Technical Issues Are Common During online training, internet connection problems may occur. Depending on the issue, it may be difficult to quickly identify the cause, and in some cases, the problem may not be resolvable. Common issues include the following: Audio static Shared materials are difficult to see The connection drops midway through It is important to establish a system for addressing such issues promptly in the event of unexpected problems. Specifically, take measures such as separating the roles of the facilitator and the assistant, and preparing a manual on how to handle such issues. Learners may find it difficult to maintain concentration. During remote training, learners tend to lack the moderate sense of tension needed to stay focused, as they are not physically present where the instructor can directly observe them. Another reason is that, compared to in-person training, interactive activities such as Q&A sessions and group work are often more limited. To instill a moderate sense of urgency in the training, it is advisable to establish rules and systems that reinforce the need for focused participation. For example, you could administer a review quiz to assess learners’ understanding of the training content. Back to Table of Contents: Tips for Enhancing the Effectiveness of Online Training During Remote Work Companies offering online training should consider the following measures to ensure effective delivery. Finally, we’ll explain key points for enhancing the effectiveness of the training. Ensure a Stable Internet Connection A stable internet connection is essential for smooth online training during remote work. However, it is difficult to maintain a perfect environment where absolutely no issues arise for all participants. Therefore, it is ideal for companies to thoroughly prepare to minimize such issues. For example, one effective measure is to create a checklist to verify the settings of computers and web conferencing systems—which are common sources of problems during online training—and have participants review it. It is also important to build or select a management system that is less prone to errors. Strive for Two-Way Communication In online training, it is important to incorporate two-way communication to encourage interaction between instructors and learners and maintain an appropriate level of engagement. Learners should generally attend with their video on so that their faces are visible during interactions. Seeing each other’s faces makes it easier to communicate naturally, just as in a face-to-face setting. It is also effective to prompt learners to take some kind of action in response to the instructor’s questions. In such cases, utilizing the chat or reaction features built into the web conferencing system allows you to gauge each participant’s response. Even simple comments like “I understand!” or “I see!” posted by participants can help create a sense of excitement in the session. Implement a Learning Management System Suited for Online Training You should also consider implementing a learning management system (LMS) designed for online training. Utilizing a dedicated LMS streamlines HR staff tasks, from creating training content to managing learner performance. Learning management systems come equipped with features such as the ability to distribute training materials and track each learner’s progress. Utilizing these features to administer quizzes can also help strengthen learning management. This makes it easier to create an environment where learners can maintain their motivation. Back to Table of Contents: Conduct Effective Online Training Even While Working Remotely In this article, we’ve covered the characteristics of online training suitable for remote work, common challenges and their solutions, and key points for maximizing training effectiveness. A major challenge with online training is that learners often struggle to maintain a sense of initiative and focus. When conducting training, you can help maintain motivation by consciously incorporating interactive communication and ensuring thorough learning management. For those looking for a learning management system for online training, we recommend “learningBOX.” learningBOX is a comprehensive learning management system that includes all the features necessary for conducting online training, such as creating and distributing training materials, grading assignments, and managing learning histories. In addition, “learningBOX ON” offers a variety of training modules essential for businesses. It includes free information security and compliance training courses, which you can easily combine with your company’s in-house content to design your own original training programs. We also offer a Free Plan that provides access to nearly all features for an unlimited period at no cost for up to 10 accounts, so please feel free to contact us. ▼We also recommend this! Related Articles Return to Table of Contents

Corporate initiatives are essential for ensuring that employees can work in a healthy and happy manner. In recent years, partly due to the impact of the COVID-19 pandemic, there has been a reevaluation of how employees work and how companies operate. Against this backdrop, the concept of “well-being” has been gaining attention. In this article, we’ll explain what the concept of well-being entails and why it’s attracting attention from companies, while also touching on initiatives to promote well-being. We hope this information will be useful to those in human resources and general affairs departments. What Is Well-Being? First, we’ll explain the meaning and definition of the term “well-being,” as well as how it differs from similar terms. We’ll also touch on why well-being has gained such prominence in society in recent years. Let’s start by reviewing the basics. Meaning and Definition of Well-being Literally translated, “well-being” means “happiness” or “health.” The Ministry of Health, Labor and Welfare defines it as “a concept that refers to a state of physical, mental, and social well-being in which an individual’s rights and self-actualization are guaranteed.” [Source] “Summary (Draft) of the Report by the Employment Policy Research Group” (Ministry of Health, Labor and Welfare) It was also first mentioned in the following charter, which was drafted upon 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.” [Source] “What Is the Constitution of the World Health Organization (WHO)?” (Japan WHO Association, a public interest incorporated association) Well-being is prioritized by global organizations, including the WHO, and is a concept that is gaining attention not only in the Japanese business world but also globally. The Difference in Meaning Between Well-being and Health Management “Health management” is defined by the Ministry of Economy, Trade and Industry as “considering the health management of employees and others from a management perspective and implementing it strategically.” Health management is often used interchangeably with well-being. The difference between the two lies in whether they are concepts or specific methods. Well-being is a concept, whereas health management is a method for achieving it. Management that pursues well-being is called “well-being management.” Well-being management and health management differ in the scope of health they pursue. Well-being management is a management approach that pursues a broad range of health, including social well-being. In contrast, health management is defined as a management approach that primarily pursues physical and mental health. [Source] “Health Management” (Ministry of Economy, Trade and Industry) Why Well-being Is Becoming Important in Society Strengthening Work-Style Reform Social fulfillment—which is part of well-being—is essential to the realization of work-style reform. This is because one of the goals of work-style reform is “to ensure that every single worker has a better outlook for the future.” Companies working on work-style reform would do well to understand the concept of well-being as well. Promoting the SDGs The SDGs (Sustainable Development Goals) are international goals adopted at the United Nations Summit in 2015. One of these SDG goals is “Good Health and Well-being for All.” Not limited to Japan, the SDGs—as international goals—also call for improving well-being, and this issue is garnering global attention. Promoting Diversity Diversity encompasses factors such as gender, nationality, personality, values, disability status, and work styles. In recent years, there have been increasing opportunities for people with diverse values and backgrounds to collaborate. Reasons for this include the expansion of Japanese companies overseas and the increase in foreign workers within Japan. Management policies and initiatives that respect diversity have become increasingly important. Return to Table of Contents Benefits and Effects of Companies Prioritizing Well-Being When companies prioritize well-being, they can expect the following benefits and effects. We encourage you to actively consider implementing such initiatives. Employee Satisfaction Tends to Improve When well-being improves, employees find it easier to discover meaning in their lives. As their happiness increases and they begin to feel a sense of fulfillment in their work, this can lead to higher motivation. As employees take more initiative and their productivity and performance improve, this has the potential to positively impact the company’s business performance. Expected Effects on Employee Retention When employees’ physical and mental well-being is stabilized through well-being initiatives, it becomes easier to prevent factors leading to turnover before they arise. If a wellness-oriented work culture takes root within the company, sustainable benefits—such as smoother interpersonal relationships in the workplace—can be expected. For companies, this represents a clear benefit, as it helps reduce costs associated with employee turnover—such as recruitment and training new hires. Return to Table of Contents Examples of Initiatives to Promote Well-Being What kinds of measures should companies implement to promote well-being within their organization? Finally, we’ll introduce approaches to well-being and specific measures to help achieve it. Promoting Communication Among Employees When communication among employees flows smoothly, it becomes easier to improve their well-being. This is because it makes it easier to resolve interpersonal issues and work-related concerns. Specific measures to promote communication include the “Thank-You Card System.” This system involves employees writing words of gratitude to one another on paper or digital cards and sharing them. This can be done by having individuals hand-deliver the cards or by having a representative collect them and post them on a bulletin board. Providing Training to Acquire Necessary Knowledge To raise awareness of well-being within the company, it is effective to conduct training that includes comprehensive knowledge transfer and practical exercises. This provides employees with opportunities to deepen their understanding of well-being. Training programs such as “harassment training” and “diversity training” are likely to be effective. The advantage of training focused on specific themes is that it allows for a deeper exploration of the subject matter. To reduce the cost of developing in-house content, consider utilizing external services. Improving Working Conditions and the Workplace Environment In well-being initiatives, it is also important to create an environment where employees can work comfortably. Reviewing and improving existing policies, or introducing new ones, can enable more flexible work arrangements. For example, enhancing employee benefits can lead to increased satisfaction. Initiatives such as meal allowances, the establishment of daycare centers, and the provision of telework subsidies are also effective. Back to Table of Contents: Aiming to Be a Company Where Employees Can Work Happily Through Well-Being We have explained “well-being,” a concept that is gaining global attention. By prioritizing employee happiness and health and working to promote well-being, companies can also reap various benefits and positive outcomes. If many employees are unfamiliar with well-being, it is advisable to support them in acquiring the necessary knowledge through training. If you’re looking to raise awareness about well-being, we recommend the e-learning system “learningBOX.” learningBOX is an e-learning system equipped with essential features for in-house training, such as content creation, distribution, and learner management. You can easily design courses aligned with your training objectives and administer tests to assess employees’ proficiency. It is popular for its simple usability and reasonable price, and has been adopted by many companies for their in-house training. We also offer a free plan that allows you to use almost all features indefinitely and at no cost for up to 10 accounts, so please feel free to contact us. ▼ Also Recommended! Related Articles Return to Table of Contents