Let’s look at what we mean by “autonomous human resources.” In the past, in Japan, employee development has been a long-term effort, performed using on-the-job training (OJT), in which employees learn the knowledge and skills they need through the course of actually engaging in operations, and using job rotation, in which employees are reassigned to various positions to develop wide-ranging skills through their job experience. However, in the age of VUCA, employees must be able to tackle problems without any clear answers, working with those around them to address the issues they face. Developing these autonomous human resources requires a framework for cultivating personnel who can respond to changes in human resource strategies. It also requires a transformation of the mentalities of employees. Companies that achieve this can cultivate a corporate culture in which employees autonomously learn from each other.
In recent years, a great deal of attention has been turned to “reskilling” -- autonomously learning new skills in order to respond to technological innovations and business model changes. Reskilling consists of four steps: visualizing skills, developing learning programs, supporting employees in their learning, and putting their skills into practice.
First, the gaps between the skills a company needs and the skills an employee currently has are visualized. Then, a learning program is developed to fill these skill gaps. The company must also create a system that supports the employee in their ongoing study. Then, it is important that these skills be put to use. Companies can ensure that employees thoroughly retain the skills they have learned by actively providing them with opportunities to use those skills, such as by having them participate in internal internships or projects. Employees who only engage in classroom learning will retain roughly 20% of what they have learned, but with actual experience, that retention rate rises to 75% or even higher.
Toshiba’s Generalist/LM/CM assists with this step. It provides a skill map function which companies can use to visualize the gaps between the skills needed by their human resource strategies and the skills possessed by employees, together with learning functions.
Changing employees’ mentalities regarding learning is also an important part of successful reskilling. Just as identifying the gaps between the skills needed by human resources strategies and the skills of employees is vital for companies, at the individual employee level, it’s important to realize the gaps between one’s own vision (career aspirations) and one’s current skill level. First, individual employees must clarify their career aspirations by communicating with their superiors and they must identify the skills that they will need to achieve those career aspirations. Then it is important that they must be provided with environments that allow them to learn anywhere, at any time, as well as the time they will need to study, so that they can fill these gaps.
Generalist/LM provides access to several hundred items of learning content, all accessible via the cloud. In the future, we plan to prepare a “learning portal” that will not only serve as a space where people can study the skills they need, but will also use advanced AI analysis to recommend optimal learning content based on employee skill levels, assisting with ongoing learning.
We believe that when companies promote and assist with employees’ autonomous study, they foster a “learning culture” in which employees also learn from each other. Employees will use the knowledge they have gained at work in their communications with others, which will help boost the performance of the company itself.