Information processing device, information processing method and program

Abstract

To visualize and present "the power of an organization" to which a person belongs.SOLUTION: A questionnaire execution part 11 of a server 10 acquires answers to each of a first question (a question of an individual state) as to whether to be behaving, a second question about a state of an organization seen from an individual, a third question about how the individual interacts with surroundings, and a fourth question about a mechanism as an organization, which are asked to each of a plurality of employees belonging to a company as a questionnaire result. A degree calculation part 12 calculates a degree which respective companies of N types (N is an integer value equal to or more than 1) of index elements reach every first question to fourth question on the basis of the questionnaire result. A "power of the entire organization" information generation part 13 generates "power of an organization" information showing power with which the plurality of employees and the company change and grow on the basis of respective degrees of N types of index elements. A visualization presentation part 14 presents the "power of an organization" information as visualization information.SELECTED DRAWING: Figure 3

Description

[Technical field]

[0001] The present invention relates to an information processing device, an information processing method, and a program. [Background technology]

[0002] 2. Description of the Related Art Conventionally, there have been human resource development support systems that diagnose a user's skills and support human resource development based on the results of the diagnosis (see, for example, Patent Document 1). [Prior art documents] [Patent documents]

[0003] [Patent Document 1] JP 2004-246507 A Summary of the Invention [Problem to be solved by the invention]

[0004] Here, skills refer to the abilities that a person has acquired through training, etc. However, the indicator of skills alone cannot measure the current strength of the organization to which the person belongs, such as a company, or the organization's power to change and grow, that is, the "strength of the entire organization," and there is currently no way to express this.

[0005] The present invention has been made in view of the above circumstances, and has an object to make it possible to express the overall power of an organization to which a person belongs. [Means for solving the problem]

[0006] In order to achieve the above object, an information processing device according to an embodiment of the present invention comprises: a question answer information acquiring means for acquiring answers to L questions (L being an integer value of 1 or more) among a first question about the state of the individual, a second question about the state of the organization from the individual's perspective, a third question about the relationship between the individual and those around them, and a fourth question about the structure of the organization, as question answer information, posed to each of a plurality of individuals belonging to a predetermined organization; index element calculation means for calculating the degree of achievement of the predetermined organization for each of N types of index elements (N is an integer value of 1 or more) for each of the L questions based on the question answer information; an "organizational power" information generating means for generating "organizational power" information indicating "organizational power", which is the power of the plurality of individuals and the predetermined organization to at least one of change and growth, based on the respective degrees of the N types of index elements for each of the L questions; A visualization presentation means for presenting the "organization's power" information as visualized information; Equipped with. An information processing method and a program corresponding to the information processing device according to one aspect of the present invention are also provided as an information processing method and a program according to one aspect of the present invention. Effect of the Invention

[0007] According to the present invention, it is possible to express the "power of the entire organization" as the power that causes the organization to change and grow, to which people belong. [Brief description of the drawings]

[0008] [Figure 1] 1 illustrates an overall configuration of an information processing system according to an embodiment of the present invention. [Diagram 2] 2 is a block diagram showing a hardware configuration of a server in the information processing system of FIG. 1. [Diagram 3] 3 is a functional block diagram showing a functional configuration of a server having the hardware configuration of FIG. 2. [Figure 4] FIG. 1 illustrates the concept of human power. [Diagram 5] FIG. 1 illustrates the concept of organizational power. [Figure 6] FIG. 1 illustrates the concept of tissue activation levels. [Figure 7] FIG. 1 is a conceptual diagram showing the relationship of factors that derive tissue force and activation levels. [Figure 8] FIG. 13 is a diagram showing the contents of a questionnaire result among the input elements. [Figure 9]This is a diagram showing an example of deriving "organizational power" in a company. [Figure 10] FIG. 4 is a process diagram showing the operation (processing flow) of the server in FIG. 2 and FIG. [Figure 11] FIG. 11 is a diagram showing the “organizational power” presented by the server as a result of the processing of FIG. [Figure 12] 4 is a diagram showing the visualization results of the visualization numerical values, activity level, "organizational strength", etc. of the first company, which are visualized by the server of FIGS. 2 and 3. FIG. [Figure 13] 4 is a diagram showing the visualization results of the visualization numerical values, activity level, "organizational strength", etc. of the second company, which are visualized by the server of FIGS. 2 and 3. FIG. [Figure 14] FIG. 4 is a diagram showing the visualization results of the visualization numerical values, activity level, “organizational strength”, etc. of a third company, which have been visualized by the server of FIGS. [Figure 15] FIG. 4 is a diagram showing the visualization results of the visualization values, activity level, “organizational strength”, etc. of the fourth company, which have been visualized by the server of FIGS. [Figure 16] FIG. 4 is a diagram showing the visualization results of the visualization values, activity level, “organizational strength”, etc. of the fifth company, which have been visualized by the server of FIGS. DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENTS

[0009] Hereinafter, an embodiment of the present invention will be described with reference to the drawings. FIG. 1 shows the overall configuration of an information processing system 1 according to one embodiment of the present invention. The information processing system 1 shown in FIG. 1 is configured by connecting a server 10 and n (n is any integer value equal to or greater than 1) user terminals 20-1 to 20-n with each other via a predetermined network NW such as the Internet. In the following description, when there is no need to distinguish between the user terminals 20-1 to 20-n, they will be collectively referred to as "user terminal 20."

[0010] The service provided by the service provider using the information processing system 1 in FIG. 1 visualizes the power of change and growth of member companies as "organizational power" and provides it to the members. The user terminal 20 is an information processing device managed for each user, and is constituted by, for example, a personal computer, a tablet terminal, a smartphone, or the like. The server 10 is an information processing device managed by the service provider. The server 10 executes various processes while controlling the operations of the user terminals 20-1 to 20-n.

[0011] FIG. 2 is a block diagram showing a hardware configuration of a server in the information processing system 1 of FIG.

[0012] The server 10 includes a CPU (Central Processing Unit) 101, a ROM (Read Only Memory) 102, a RAM (Random Access Memory) 103, a bus 104, an input / output interface 105, an output unit 106, an input unit 107, a memory unit 108, a communication unit 109, and a drive 110.

[0013] The CPU 101 executes various processes according to a program recorded in the ROM 102 or a program loaded from the storage unit 108 into the RAM 103 . The RAM 103 also stores data and the like necessary for the CPU 101 to execute various processes.

[0014] The CPU 101, the ROM 102, and the RAM 103 are connected to one another via a bus 104. An input / output interface 105 is also connected to this bus 104. An output unit 106, an input unit 107, a storage unit 108, a communication unit 109, and a drive 110 are connected to the input / output interface 105.

[0015] The output unit 106 is composed of a display, a speaker, etc., and outputs various information as images and sounds. The input unit 107 is composed of a keyboard, a mouse, etc., and is used to input various information.

[0016] The storage unit 108 is configured with a hard disk, a DRAM (Dynamic Random Access Memory), etc., and stores various data. The communication unit 109 communicates with other devices (such as the user terminal 20 in the example of FIG. 1) via a network NW including the Internet.

[0017] Removable media 111, such as a magnetic disk, an optical disk, a magneto-optical disk, or a semiconductor memory, is appropriately loaded into the drive 110. A program read from the removable media 111 by the drive 110 is installed in the storage unit 108 as necessary. Further, the removable medium 111 can store various data stored in the storage unit 108 in the same manner as the storage unit 108 .

[0018] FIG. 3 is a functional block diagram showing the functional configuration of a server having the hardware configuration of FIG. As shown in FIG. 3, a DB 60 is provided in one area of ​​the storage unit 108 (FIG. 2) of the server 10. The DB 60 stores answers to questions in a questionnaire given to users. Specifically, the answers to the first through fourth questions in a questionnaire given to each employee of the company are stored as the survey results. The first question is about the individual's state, for example, whether they are taking action. The second question is about the state of the organization from the individual's perspective. The third question is about the relationship between the individual and those around them. The fourth question is about the structure of the organization.

[0019] Furthermore, the DB 60 stores calculation results 61 of the calculation processes executed by the CPU 101. Specifically, the calculation results 61 include visualized numerical values ​​for each index element, a visualized numerical value total, a final visualized numerical value obtained by correcting the visualized numerical value total, an activity level, a total activity level, and "strength of the entire organization" information.

[0020] The DB 60 also stores the judgment conditions for replacing the final visualization numerical value with an activity level, deriving the total activity level from multiple activity levels, coefficients for correcting the total visualization numerical value, the company's organizational attributes 62, etc.

[0021] The judgment condition is a judgment condition for replacing the final visualized numerical value with an activity level ("A" to "D"). For example, if the final visualized numerical value is in the first range Y1-Y2, it is converted to "A", if the final visualized numerical value is in the second range Y2-Y3, it is converted to "B", if the final visualized numerical value is in the third range Y3-Y4, it is converted to "C", if the final visualized numerical value is in the fourth range Y4-Y5, it is converted to "D", etc. The organizational attributes 62 of a company are, for example, the year of establishment of the company, the number of employees, the industry, the department, etc. Specific examples of organizational attributes will be described later in the examples.

[0022] In the CPU 101 of the server 10 (see Figure 2), when executing the visualization process of the "organizational power" information, a survey execution unit 11, a degree calculation unit 12, a "total organizational power" information generation unit 13, and a visualization presentation unit 14 function as shown in Figure 3.

[0023] The survey execution unit 11 acquires, as survey results (question response information), responses to a first question about the individual's state, such as whether they are taking action, a second question about the state of the organization from the individual's perspective, a third question about how the individual interacts with those around them, and a fourth question about the organizational structure, in a survey administered to each of a number of employees belonging to a company. Specifically, when each employee of a company becomes a member, i.e., a user, of this service, the survey execution unit 11 reads out the survey stored in DB 60, transmits the survey to each user terminal 20, and obtains information on the responses of each user to the survey, i.e., the survey results, at each user terminal 20, and stores the survey results in DB 60 in association with the user.

[0024] Based on the question response information, the degree calculation unit 12 calculates the degree to which the company has achieved each of N types (N is an integer value of 2 or more) of index elements such as “notice,” “learn,” “be able to do and change,” “expand and connect,” and “continue” for each of the first to fourth questions. "Awareness" is an indicator for determining whether a person recognizes their own role and has a correct self-awareness of their lacking knowledge and skills. "Learning" is an indicator element for determining whether or not one acquires new knowledge or skills that one lacks. "Can change" is an indicator for determining whether or not you can actually take action in your work and change the way you do things from before. "Expanding and connecting" is an indicator for determining whether or not one can share their realizations, learning, and practices with those around them. "Continue" is an index element for determining whether the above can be continued. Specifically, the degree calculation unit 12 reads out the organizational attributes and the survey results stored in DB 60, and assigns a visualized numerical value (score) to each index element ("notice," "learn," "be able to do and change," "expand and connect," and "continue"). Furthermore, the degree calculation unit 12 processes (for example, executes summing or correction processing, conversion processing to level symbols such as activity level and total activity level, etc.) the visualized numerical values ​​(scores) assigned to each index element ("notice", "learn", "can do and change", "expand and connect", "continue") respectively. The activity level is represented by level symbols such as "A" to "D". Such conversion is performed by AI. The level symbol "A" indicates a high level, and the level symbol "D" indicates a low level.

[0025] The "strength of the entire organization" information generation unit 13 generates "strength of the entire organization" information indicating the "strength of the entire organization," which is the power of multiple employees and the company to at least one of change and growth, based on the respective degrees of the N types of index elements for each of the first through fourth questions. Specifically, the "strength of the entire organization" information generating unit 13 generates the total activity level itself or its processed information as "strength of the entire organization" information based on the visualized numerical value and activity level calculated by the degree calculating unit 12. The "strength of the organization" and the activity level of the organization or its processed information are collectively referred to as the "strength of the entire organization". The "strength of the organization as a whole" information generating unit 13 generates the total activity level (see FIG. 12) itself or its processed information (such as converting the total activity level into a numerical value) as "strength of the organization as a whole" information. The total activity level itself is a synthesis of the activity levels. In the example of FIG. 12, the level symbols "D", "D", "B", "C", and "C" of the activity levels obtained for each index element are synthesized to generate the level symbol "C". Such a comprehensive judgment is performed by AI.

[0026] The visualization presentation unit 14 presents the "strength of the entire organization" information as visualized information. Specifically, the visualization presentation unit 14 generates and presents a bar graph of "organizational strength" shown in FIG. 10, a level symbol display of "organizational activity level", and a distribution diagram (radar chart) shown in FIG. 11 from the visualization numerical values ​​(scores) and activity levels (level symbols).

[0027] The degree calculation unit 12 has a visualization numerical value totaling unit 31, a visualization numerical value total correcting unit 32, an activity level calculation unit 33, and a total activity level calculation unit .

[0028] The visualization numerical value totaling unit 31 calculates a visualization numerical value total (total degree) by totaling the visualization numerical values ​​for each of the first through fourth questions for each of the N types of index elements.

[0029] The visualization numerical value total correction unit 32 sets a coefficient (predetermined weight) (see, for example, FIG. 12) for each of the N types of index elements, corrects the visualization numerical value total (total degree) for each of the N types of index elements according to the coefficient for each of the N types of index elements, and generates a visualization numerical value total correction value for each index element. The visualization numerical value total correction value is called the "final visualization numerical value." The coefficient is set to a larger value for an item that contributes more to the activity level of the tissue. Correction is not essential.

[0030] The activity level calculation unit 33 calculates M (M is an integer value of 2 or more) levels of activity level for each of the N types of index elements based on the visualization numerical value sum (total degree) for each of the N types of index elements. Specifically, the visualization numerical value total (total degree) corrected by the visualization numerical value total correcting unit 32 is converted into one of the level symbols "A" to "D" of the activity levels in FIG.

[0031] The total activity level calculation section 34 calculates (derives) a total activity level (see FIG. 12) (total activity level) that is a sum of the five types (N types) of activity levels calculated by the activity level calculation section 33.

[0032] The calculation of the visualized numerical value and the determination of the activity level are performed by an AI model. The calculation of the degree and the determination of the activity level performed by the AI ​​model utilize five types of index elements and organizational attributes acquired by the questionnaire execution unit 11. In addition to the AI ​​model, the calculation of the degree and the determination of the activity level may be performed based on a preset algorithm.

[0033] According to such a configuration of the server 10, the visualization values ​​for each of the five index elements are calculated based on the survey results (for each of the first through fourth questions), each value is added up, and the total value is multiplied by the coefficient set for each element to calculate the final visualization value, which is then converted into one of the level symbols "A" through "D" to present the "strength of the entire organization" and / or the total activity level in the form of a graph or diagram (see FIG. 10), thereby making it possible to visualize and express the "strength of the entire organization" as the force that drives change and growth in the company to which the employees belong.

[0034] Here, an overview of this service will be explained. This service provides member users with visualizations of an organization's strength, organizational change, and power to grow (including its power to continue to change). This service asks questions in the form of a questionnaire to people who belong to an organization (a group of two or more individuals) and derives the organization's ability to change and grow from their answers. The ability to change and grow is derived from the answers to the questionnaire questions and attribute information of the organization. Some questions are about individuals who belong to the organization, and others about the organization as a whole. Additionally, some questions are only asked to people in specific roles, such as managers of the organization. By conducting a survey with questions tailored to various angles and perspectives, it is possible to determine the current strength of the organization and its ability to change and grow (the organization's activity level).

[0035] The unique feature of this service is that it uses questions to identify organizational change and growth potential. Specifically, it asks about individual and organizational efforts regarding "behavior that leads to growth." Many of the services that visualize the state of an organization mentioned above diagnose mainly from "emotions (motivation)," but since emotions are temporary and easily changed by external factors, it is difficult to derive the ability to continue growing by only asking about emotions.

[0036] On the other hand, this service can determine an organization's ability to change and grow by asking about the "actions that lead to growth" of individuals within the organization, and the "actions that lead to growth" of the organization.

[0037] In this way, this service can achieve the following benefits by visualizing the changes and growth potential of people and organizations. For example, you can see the growth potential of the current organization. You can also recommend initiatives to change the organization and increase its growth potential. Furthermore, you can match the organization with talent from outside the company or from other departments to increase the organization's growth potential. It is also possible to predict what state the organization will be in in the future. When predicting the future state of an organization, the server 10 can derive the future state of the organization from the current state and the results of visualization.

[0038] Next, the "organizational power", "human power" and "activity level" will be explained with reference to FIGS. Figure 4 is a diagram showing the concept of human power, Figure 5 is a diagram showing the concept of organizational power, and Figure 6 is a diagram showing the concept of organizational activation level. As shown in Figure 4, "people power" is defined as the ability of a person to accomplish things in business situations, and is composed of n elements, including skills. In addition to skills, the elements include capabilities, personality, emotions, attitudes, etc. In other words, "people power" can be said to be a broad definition of skill. Skill refers to the ability acquired through training, and the overall skill of an organization is often the cumulative value of each individual's skill. To judge a person's skills in business, tests such as the Business Basics Diagnostic Test are usually conducted. The results of these tests are often used to derive "personal abilities." When evaluating "personal abilities," the evaluation criteria are the abilities that a person possesses, that is, the ability values ​​of the knowledge and skills that a person has acquired. For example, skills are categorized (defined) into four categories, such as "business knowledge," "planning and control," "thinking," and "communication," and five items are set for each category. The score obtained as an evaluation of each item and category is considered to be that person's skill. The ability of a person to accomplish things, which includes these skills, is considered to be "personal power."

[0039] As shown in Figure 5, organizational power refers to the capabilities of the entire organization, which is a collection of individuals. Organizational power is composed of the "human power" and activity level of n people, and is derived based on users' responses to the explanations in the questionnaire and the attributes of the organization. Elements of organizational power include not only skills, but also abilities, attitudes, and personality.

[0040] As shown in Figure 6, the activity level of an organization indicates whether the organization is currently in an active state. An active state refers to a state in which positive relationships that encourage mutual growth have been built within the organization. It is derived from the answers to questions and the attributes of the organization. It can be said that the higher the activity level, the greater the organization's power to change and grow. On the other hand, because the power of an organization is made up of the skills, abilities, and personalities of each individual, positive or negative interactions (or no interactions) occur, and it is thought that the power of an organization is not a simple sum. Interactions contribute to the activity level of an organization, and the higher the activity level of an organization, the more positive interactions are occurring.

[0041] Next, the method of deriving "tissue forces" and activity levels will be described with reference to Figures 7 to 9. Fig. 7 is a conceptual diagram showing the relationship between the elements that derive the organizational power and activity level. Fig. 8 is a diagram showing the contents of the questionnaire results among the elements to be input. Fig. 9 is a diagram showing an example of deriving the "organizational power" in a company.

[0042] In this case, as shown in FIG. 7, the input information (INPUT) is the survey results (users' responses to questions X1-X4) and organizational attributes, and these pieces of information are combined to generate and output the organizational strength and activity level. There are four types of questions: Question X1 to Question X4. Question X1 is about the individual's state (whether they are taking action). Question X2 is about the state of the organization as seen from the individual's perspective. Question X3 is about the relationship between the individual and those around them. Question X4 is about the structure of the organization.

[0043] As shown in Figure 8, the survey results show that the subject and respondent differ for each type of question. The subject of question X1 is an individual and the respondent is all employees. The subject of question X2 is the organization and the respondent is all employees. The subject of question X3 is the organization and the respondent is all employees. However, question X3 is also available for managers. The subject of question X4 is the organization and the respondent is human resources.

[0044] In this way, the questionnaire contains questions about the individual's condition and questions about the organizational condition, and some questions are only given to specific people (management staff, human resources staff, senior officials, etc.). By answering the same questions from both the "self" and "organization" perspectives, such as "Are you engaging in actions that will lead to growth?" and "Are the people around me engaging in actions that will lead to growth?" and by getting answers from multiple people to the same questions, the organizational condition can be objectively grasped. Provide specific examples of questions. For example, question X1 (a question for each employee) is a question asking whether the employee is taking actions that will lead to growth and whether there is an environment that will lead to growth. Question X2 (asked to each employee) is, for example, a question asking whether the employees around them are taking actions that will lead to their growth, and whether the organization has an environment that will lead to growth. Question X3 (for managers) asks whether they are taking actions that lead to the growth of their subordinates and whether they are providing an environment that leads to growth. Question X4 (question to human resources) asks whether there is a system in place that leads to the growth of individuals and the organization.

[0045] Other information to be entered is organizational attributes. Organizational attributes are information about the organization to be evaluated, such as the company's industry, business type, job type, type, year of establishment, organizational size, etc. Organizational size is, for example, the number of employees (headcount), etc. In addition, the "strength of the organization" and the activity level of the organization are expressed as the current state of the organization using N indicator elements (for example, five indicator elements such as "notice," "learn," "can change," "can change," and "expand and connect"). "To become aware" means to recognize one's own role and have a correct self-awareness of what knowledge and skills one lacks. "To learn" means to acquire new knowledge and skills about what one lacks. "To be able to do and change" means to actually take action in one's work and change the way one does things from before. "To spread and connect" means to share what one has realized, learned, and put into practice with those around you. "To continue" means to continue doing the above. Among the above elements, the "expanding and connecting" element in particular contributes greatly to the activity level, and the higher the "expanding and connecting" value, the higher the activity level of the organization. Although five index elements have been described here, other index elements may be used, and the number of index elements is not limited, and N elements is sufficient.

[0046] Here, an example will be described in which the organization is, for example, a company, and the "organizational power" of the company is derived. As shown in FIG. 9, the input information (INPUT) input to CPU 101 includes, for example, the organizational attributes of the company (year of establishment, number of employees, industry, department, etc.), questions for each employee, questions for managers, questions for human resources, etc. For example, questions for each employee include, "Are you doing the actions that will lead to your growth?" and "Do the employees around you seem to be doing the same?" By asking both the employees themselves and those around them in this way, the state of the organization can be objectively grasped. The questions for managers include whether or not their subordinates are taking any actions that will lead to their growth. Questions to HR include whether or not there are systems in place that lead to growth. In addition, questions are also included that allow for an understanding of respondents' response tendencies (sweet / spicy, etc.).

[0047] The CPU 101 refers to (reads out) the survey results of companies with attributes similar to the target company and performs a relative evaluation based on the above input information and the company's history of past responses (survey results) stored in the DB 60. Responses that are judged to be lenient / harsh are corrected with a preset correction value before being relatively evaluated.

[0048] Then, the CPU 101 outputs the results of the relative evaluation as output information (OUTPUT), such as the "strength of the organization," the activity level of the organization, the type of the organization, the strengths that the organization has, issues, recommendations for the organization, and the like. The type of organization is determined and presented (extracted) from the state and trends of the organization obtained from the results of the questions. Recommendations to the organization are measures that will lead to the growth of the organization.

[0049] In this way, in the case of deriving a company's "organizational strength," multifaceted answers can be obtained by asking not only employees (individuals belonging to the organization) but also those in specific roles such as managers and human resources. In this way, the input information (INPUT) is not only stored, but is also used to correct the stored data (for example, removing outliers or correcting by median value). Regarding correction of results, questions that have a common understanding or that will produce absolute values ​​(questions that do not require subjectivity, such as sales or results) are asked, and a certain answer, such as that of a person in a managerial position, is set as a standard value, and those that fall outside a certain range are not included in the calculation or are subject to correction. By excluding or correcting the results of respondents that are subject to correction, it is possible to derive highly accurate results.

[0050] Here, the operation of the server will be described with reference to FIGS. FIG. 10 is a process diagram showing the operation (processing flow) of the server in FIG. 2 and FIG. FIG. 11 is a diagram showing the "power of the organization" presented by the server as a result of the processing of FIG.

[0051] In this case, the survey execution unit 11 conducts a survey of users, acquires responses to the survey from each user in step S11 of FIG. 10, and stores the responses in the DB 60 as survey results.

[0052] In step S12, the degree calculation unit 12 and the "organization's overall strength" information generation unit 13 generate the "organization's strength" and the activity level of the organization from the questionnaire results and the organization attributes. "Organizational Power" generates results (degrees) for each of N elements. These results (degrees) are compared with organizations with similar or the same attributes, and the current state (current value) of "Organizational Power" is generated based on accumulated past data.

[0053] Regarding the activity level of the organization, results are generated for each of the N elements, and the activity level as a whole is also generated as a total activity level. In this example, the indicator elements of "notice" and "learn" have high activity levels, but the activity level of "expand and connect" is rated as a low "C", so the overall total activity level is rated as a "C".

[0054] In step S13, the visualization presentation unit 14 outputs (OUTPUT) the type, strengths, challenges, recommendations, etc. as an evaluation of the organization based on the “organizational power” generated in step S12 and the organization's activity level, and presents them to the user. As a type, for example, a type dependent on individual learning is presented. For this type dependent on individual learning, the national average score for the business basics diagnostic test is likely to rise to some extent in the future, but will likely reach a plateau. An example of a strength is when individuals take the initiative to change and grow. As an assignment, for example, they do not teach each other or encourage each other to learn. As a recommendation (measure for growth), for example, create a system where employees can teach each other what they have learned. Create a system to encourage change and growth in new employees. Inject external personnel who have a high score in their own situation of "expanding and connecting."

[0055] An example of display on the user terminal 20 is shown in Fig. 11. In addition to the information output in Fig. 10, a distribution map (radar chart) is displayed on a screen 70 in Fig. 11. The distribution map (radar chart) displays graphs of individual employees and graphs of the company's organization superimposed on each other, so that the user can easily see not only the distribution of the "organizational power" of the user's company, but also the discrepancy between employees (human power) and the company (organizational power).

[0056] In this way, according to the operation of server 10, "organizational strength" and the organizational activity level are generated from the results of a questionnaire administered to users and organizational attributes, and based on the "organizational strength" and organizational activity level, the type, strengths, challenges, recommendations, etc. are presented to the user as an evaluation of the organization based on the "organizational strength" and organizational activity level, so that the user can visually confirm the company's "organizational strength" and organizational activity level.

[0057] Next, a first example of the visualization process of the "power of an organization" in the server will be described with reference to Figs. FIG. 12 is a diagram showing the visualization results of the visualization numerical values, activity level, “organizational strength”, etc. of the first company, which have been visualized by the servers of FIGS. FIG. 13 is a diagram showing the visualization results of the visualization numerical values, activity level, “organizational strength”, etc. of the second company, which have been visualized by the server of FIG. 2 and FIG. FIG. 14 is a diagram showing the visualization results of the visualization numerical values, activity level, “organizational strength”, etc. of the third company, which have been visualized by the servers of FIGS.

[0058] It is assumed that the visualization process by the server 10 has produced visualization results for the first to third companies, as shown in FIGS.

[0059] First, we will explain the visualization results for the first company. The organizational attributes of the company that is the basis for the visualization results of the first company shown in Figure 12 are: year of establishment: 1980, number of employees: 120, industry: food wholesale, departments: sales department, purchasing department, inventory control department, and human resources / general affairs department. In addition, the summary of the survey results of the first company's employees is as follows: Many employees have low scores (X1-X2) regarding their own situation and the situation around them in terms of "notice," "learn," and "be able to change." Many employees gave low scores regarding the promotion of "notice" from their managers (X3). The score for the question to the human resources department about whether or not there is a system to promote "notice" is low (= the score for "continue" is also low) (X4).

[0060] For example, the final visualization results for the first company were as follows: "Notice" score 55, "Learn" score 58, "Can and Change" score 102, "Expand and Connect" score 94, and "Continue" score 69. The activation levels for each were given as "D", "D", "B", "C", and "C". The total activation level, which is a combination of these, was given as "C".

[0061] Then, from the visualization result of FIG. 12, the type, strengths, challenges, recommendations, etc. are output as an evaluation of the first company. For example, there is a type where growth stagnation occurs due to a lack of promotion of "awareness." For this type, it is highly likely that the national average score for the Business Basics Diagnostic Test will not increase in the future. There are no particular strengths, for example. When presenting this to users, we will provide follow-up content such as "There is room for various initiatives to achieve significant growth." One issue is that there is no environment in which managers can help employees realize what knowledge or skills they lack, and as a result, neither learning nor practice is taking place. As a recommendation (measure for growth), for example, create a system where managers tell their subordinates what knowledge and skills they want them to acquire for their roles. For example, setting a talent profile and implementing 1-on-1 meetings are suggested. Inject external personnel with high scores in their own situations of "notice" and "spread and connect."

[0062] The visualization results for the second company are now explained. The organizational attributes of the company that is the basis for the visualization results of the second company shown in Figure 13 are: year of establishment: 2000, number of employees: 80, industry: food wholesale, departments: sales department, purchasing department, inventory control department, and human resources / general affairs department. In addition, the summary of the survey results of the second company's employees is as follows: Many employees have low scores (X1-X2) regarding their own situation and the situation around them in terms of "notice," "learn," and "be able to change." Many employees gave low scores regarding the promotion of "notice" from their managers (X3). The score for the question to the human resources department about whether or not there is a system to promote "notice" is low (= the score for "continue" is also low) (X4).

[0063] For example, the final visualization results for the second company were: "Notice" score 43, "Learn" score 48, "Can and change" score 60, "Expand and connect" score 206, and "Continue" score 63, and the activation levels were given as "D", "D", "C", "A", and "D". The total activation level, which is a combination of these, was given as "A".

[0064] Then, from the visualization results in FIG. 13, type, strengths, challenges, recommendations, etc. are output as an evaluation of the second company. For example, there is the type where each person thinks they are teaching others, but the receiver is a noise. This type is likely not to raise the national average score on the business basics diagnostic test in the future. As a strength, for example, many employees have the desire to teach others (or are teaching others). One challenge is that, for example, when someone tries to teach someone else, the recipient does not feel the need for it or see it as an opportunity to learn. As a recommendation (measure for growth), for example, management and executives will communicate that sharing knowledge with each other will be beneficial for both the individuals involved and the organization as a whole.

[0065] We now explain the visualization results for the third company. The organizational attributes of the company that is the basis for the visualization results of the third company shown in Fig. 14 are: year of establishment: 2009, number of employees: 40, industry: consulting, department: consulting headquarters, administration department. In addition, the summary of the survey results of the employees of the third company is as follows: Many employees scored high on their own status of "notice," "learn," and "be able to change" (X1). Many employees have low scores regarding the surrounding circumstances of "notice," "learn," and "be able to change" (X2). Many employees had low scores (X1-X2) regarding their own situation and the situation around them in terms of "expanding and connecting." Many managers gave low scores in terms of promotion from managers in the areas of "notice," "learn," "be able to do and change," and "spread and connect" (X3). The scores for questions to HR regarding the existence of systems to promote "notice," "learn," "be able to do and change," and "expand and connect" were all low (= the score for "continue" was low) (X4).

[0066] For example, the final visualization results for the third company were as follows: "Notice" score 70, "Learn" score 70, "Can and change" score 99, "Expand and connect" score 36, and "Continue" score 54. The activation levels for each were given as "B", "B", "A", "D", and "C". The total activation level, which is a combination of these, was given as "C".

[0067] Then, from the visualization results in FIG. 14, type, strengths, challenges, recommendations, etc. are output as an evaluation of the third company. For example, there is the type that relies on individual learning. For this type, the national average score for the Business Basics Diagnostic Test will likely rise to some extent in the future, but it is likely to reach a plateau. As a strength, for example, individuals take the initiative to change and grow. One challenge, for example, is that they do not teach each other or encourage each other to learn. As a recommendation (measure for growth), for example, create a system where employees can teach each other what they have learned. Create a system to encourage change and growth in new employees. Inject external personnel who have a high score in their own situation of "expanding and connecting."

[0068] Based on this first case, the following can be determined: After tallying up the responses for the first company (see Figure 12) and the second company (see Figure 13), there was no significant difference in the total visualized values ​​for four of the five indicator elements: "notice," "learn," "be able to change," and "continue." On the other hand, in the "expand and connect" category, the first company had a low total score, while the second company had a high total score. The total activity level is derived from the results of each activity level calculated by multiplying the sum of each index element by the activity level. As a result, the total activity level of the first company was assigned a "C." The activity level of the second company was assigned an "A," which means that the second company has a high possibility of growing in the future. Also, like the third company, if the other elements have high values ​​but the value for "Expanding and Connecting" is low, the final activity level will be assigned a "C," resulting in a low result.

[0069] Next, a second example of the visualization process of the "power of an organization" in the server will be described with reference to FIGS. FIG. 15 is a diagram showing the visualization results of the visualization numerical values, activity level, “organizational strength”, etc. of the fourth company, which have been visualized by the server of FIG. 2 and FIG. FIG. 16 is a diagram showing the visualization results of the visualization numerical values, activity level, “organizational strength”, etc. of the fifth company, which have been visualized by the servers of FIGS.

[0070] First, we will explain the visualization results for the fourth company. The organizational attributes of the company that is the basis for the visualization results of the fourth company shown in Figure 15 are: year of establishment: 1975, number of employees: 260, industry: manufacturing, departments: sales department, design department, development department, and administration department. In addition, the summary of the survey results of the employees of the fourth company is as follows: Employees in their 20s and 30s scored high (X1·X2) in terms of their own situation and the situation around them in terms of "notice," "learn," "be able to do and change," and "spread and connect." Employees in their 40s and older had low scores (X1·X2) regarding their own situation and the situation around them in terms of "notice," "learn," "be able to do and change," and "broaden and connect." With regard to the promotion from managers of "notice," "learn," "be able to do and change," and "spread and connect," many managers gave medium scores (X3). When asked questions of human resources regarding the existence of systems to promote "notice," "learn," "be able to do and change," and "expand and connect," the scores were all low (= the score for "continue" was low) (X4).

[0071] For example, the final visualization results for the fourth company were as follows: "Notice" score 57, "Learn" score 73, "Can and Change" score 114, "Expand and Connect" score 134, and "Continue" score 99. The activation levels for each were given as "D", "D", "B", "C", and "C". The total activation level, which is a combination of these, was given as "C".

[0072] Then, from the visualization results in FIG. 15, type, strengths, challenges, recommendations, etc. are output as an evaluation of the fourth company. For example, there is a type where only young people grow. In this type, even if the average score of employees in their 40s or older is high at the moment, it will not grow any more, while employees in their 20s and 30s are likely to grow. One strength, for example, is that young employees learn and teach each other. One of the issues is that veteran employees are not learning, so they are content with the skills they currently have. Since there is no system for continuing and it depends on the work of each young employee, the ratio of employees who do not learn may increase when young employees retire. As a recommendation (measure for growth), for example, encourage veteran employees to "notice" things, such as by making them aware of the roles they should be playing. As a company, create a system to encourage "notice" and "learning."

[0073] First, we will explain the visualization results for the fifth company. The organizational attributes of the company that is the basis for the visualization results of the fifth company shown in Figure 16 are: year of establishment: 1990, number of employees: 300, industry: manufacturing, departments: sales department, design department, development department, and administration department. In addition, the summary of the survey results of the employees of the fifth company is as follows: Regarding their own situation and the situation around them in terms of "notice," "learn," "be able to do and change," and "expand and connect," the scores were moderate for all age groups. Many managers have medium scores in the areas of "notice," "learn," "be able to do and change," and "spread and connect" (X3). When asked questions of human resources regarding the existence of systems to promote "notice," "learn," "be able to do and change," and "expand and connect," the scores were all low (= the score for "continue" was low) (X4).

[0074] For example, the final visualization results for the fifth company were as follows: "Notice" score 56, "Learn" score 69, "Can and Change" score 117, "Expand and Connect" score 136, and "Continue" score 102. The activation levels for each were given as "D", "D", "B", "C", and "C". The total activation level, which is a combination of these, was given as "C".

[0075] Then, from the visualization results in FIG. 16, type, strengths, challenges, recommendations, etc. are output as an evaluation of the fifth company. For example, there is a type where every generation shows a fair amount of growth, but there are concerns about continuity. This type is likely to show some improvement in the average score for the Business Basics Diagnostic Test in every generation. One of our strengths is that people of all ages are consistently involved in "learning." One challenge is that, for example, none of the categories are particularly high level and the continuity is not high, so after a few years, people may become content with the skills they currently possess. As a recommendation (measure for growth), for example, encourage employees to become more aware of the role they should play from a medium- to long-term perspective. As a company, create a system to encourage employees to become aware and learn.

[0076] Based on this second case, the following can be determined: There was not much difference between the total values ​​of the index elements of the fourth and fifth companies, and the activity levels for each element and the total activity level also showed the same results. On the other hand, when looking at the visualization results in detail by hierarchy, the fourth company had high scores overall for young employees but low scores for other veteran employees. Also, for the fifth company, there was no significant difference in the averages for any hierarchy. As a result, although the total visualized values ​​of the index elements of the fourth and fifth companies were not significantly different and the activity levels were also the same, there were differences in the results for each hierarchy, resulting in different evaluations being output.

[0077] Although one embodiment of the present invention has been described above, the present invention is not limited to the above-described embodiment, and modifications, improvements, etc. within the scope that can achieve the object of the present invention are included in the present invention.

[0078] In the above-described embodiment, a company has been used as an example of an organization, but the organization is not limited to a company and may be, for example, an organization, a company, a group, an association, a collection of people, etc., and any organization consisting of a collection of multiple individuals will suffice.

[0079] For example, in the above-described embodiment, the user may be any person who is registered as a member of this service, such as an employee (employee or officer) of a company (organization, group, etc.) or an ordinary person.

[0080] In the above embodiment, the activity level and the total activity level are expressed by "A" to "D" and the like, but may be expressed by other examples.

[0081] In the above embodiment, four questions have been described, including a first question about the individual's condition, a second question about the state of the organization from the individual's perspective, a third question about the relationship between the individual and those around them, and a fourth question about the structure of the organization. However, this is merely an example, and other questions may be used, and the number of questions is not limited to four, but may be three or less, or five or more. That is, answers to each of L questions (L is an integer value of 1 or more) may be acquired as question answer information (for example, questionnaire results, etc.). The questions can be broadly divided into two categories: questions about how individuals interact with those around them, and questions about the structure of the organization from the individual's perspective.

[0082] In the above embodiment, five types of index elements, such as "notice," "learn," "be able to do and change," "expand and connect," and "continue," have been described as examples, but the types of index elements are not limited to four and may be N types (N is an integer value greater than or equal to 1).

[0083] In the above embodiment, the operation of the "total organizational strength" information generation unit 13 has been described as being performed by an AI model, but for example, the "organizational strength" of various companies may be used as learning data, and machine learning may be performed to generate or update an AI model to adapt to changes in the "organizational strength" in the industry, including other companies. In addition, instead of using AI models, rule-based logic may be used to generate, for example, "organizational power" information.

[0084] For example, the hardware configuration shown in FIG. 2 is merely an example for achieving the object of the present invention, and is not particularly limited.

[0085] In addition, the functional block diagram of the server 10 shown in Fig. 3 is merely an example and is not particularly limited. In other words, it is sufficient that the information processing device has a function capable of executing the above-mentioned series of processes as a whole, and the functional blocks and databases used by the information processing device to realize this function are not particularly limited to the example in Fig. 3.

[0086] Further, although an example in which the functional blocks and the database are arranged on one server has been described, the arrangement location is not limited to that in FIG. 3, and may be arbitrarily distributed and arranged on a plurality of information processing devices. Furthermore, one functional block and database may be configured as a single piece of hardware, may be provided in separate hardware, may be configured as a single piece of software, or may be configured as a combination of these.

[0087] When the processing of each functional block is executed by software, a program constituting the software is read from a network or a recording medium into a computer such as a CPU of an information processing device. The computer may be a computer built into dedicated hardware, or may be implemented in an information processing device capable of executing various functions by reading various programs, such as a server, or a general-purpose smartphone or personal computer.

[0088] A recording medium containing such a program is not only composed of removable media that is distributed separately from the device body in order to provide each user with the program, but also composed of a recording medium that is provided to each user in a state in which it is pre-installed in the device body.

[0089] In this specification, the steps of describing a program to be recorded on a recording medium include not only processes that are performed chronologically according to the order, but also processes that are not necessarily performed chronologically but are executed in parallel or individually.

[0090] In addition, in this specification, the term "system" refers to an overall device that is composed of a plurality of devices, a plurality of means, etc.

[0091] In summary, the information processing apparatus to which the present invention is applied is sufficient if it has the following configuration, and can take various different embodiments. That is, an information processing device to which the present invention is applied (for example, the server 10 in FIG. 3, etc.) a question answer information acquiring means (e.g., the questionnaire execution unit 11 in FIG. 3 ) for acquiring answers to L questions (L being an integer value of 1 or more) posed to each of a plurality of individuals (e.g., employees) belonging to a predetermined organization (e.g., a company) as question answer information (e.g., a questionnaire result), the answers being one of a first question about the individual's state (e.g., whether they are taking action, etc.), a second question about the state of the organization as seen by the individual, a third question about the relationship between the individual and those around them, and a fourth question about the structure of the organization; an index element calculation means (e.g., the degree calculation unit 12 in FIG. 3 ) for calculating the degree (e.g., the degree out of a maximum score of 50) of the predetermined organization (e.g., a company) to which each of N types (N is an integer value of 1 or more) of index elements (e.g., notice, learn, be able to change, expand / connect, continue, etc.) has been reached for each of the L questions based on the question response information (e.g., questionnaire results, etc.); an "organizational power" information generating means (e.g., the "organizational power" information generating unit 13 in FIG. 3) for generating "organizational power" information indicating the "organizational power" that is the power of the plurality of individuals (e.g., employees, etc.) and the predetermined organization (e.g., a company, etc.) to at least one of change and growth, based on the degree (e.g., the degree of the maximum score of 50 points) of the N kinds of index elements for each of the L questions; A visualization means (e.g., the visualization unit 14 in FIG. 3 ) for presenting the “organizational power” information as visualized information; Equipped with. This makes it possible to express the "power of an organization" as the force that causes change and growth in the organization (e.g., a company) to which people (e.g., employees) belong.

[0092] In the information processing device (for example, the server 10 in FIG. 3 ), The index element calculation means (for example, the degree calculation unit 12 in FIG. 3) a total degree calculation means (e.g., the visualization numerical value summing unit 31 in FIG. 3 ) for calculating a total degree (total visualization numerical value) by summing up the degree for each of the L questions for each of the N types of index elements; having It is possible.

[0093] In the information processing device (for example, the server 10 in FIG. 3 ), The index element calculation means (for example, the degree calculation unit 12 in FIG. 3) a degree correction means (e.g., visualization numerical value total correction unit 32 in FIG. 3 ) for setting a predetermined weight (coefficient) for each of the N types of index elements and correcting the total degree (visualization numerical value total) for each of the N types of index elements in accordance with the predetermined weight (coefficient) for each of the N types of index elements (the corrected total degree is the final visualization numerical value); having It is possible.

[0094] In the information processing device (for example, the server 10 in FIG. 3 ), The index element calculation means (for example, the degree calculation unit 12 in FIG. 3) an activity level calculation means (e.g., the activity level calculation unit 33 in FIG. 3) for calculating M (M is an integer value of 2 or more) levels of activity levels for each of the N types of index elements based on the total degree for each of the N types of index elements; having It is possible.

[0095] The index element calculation means (for example, the degree calculation unit 12 in FIG. 3) A total activity level calculation means (e.g., the total activity level calculation unit 34 in FIG. 3) for calculating a total activity level (total activity level) by combining the N types of activity levels; having The "tissue force" information generating means (for example, the "total tissue force" information generating unit 13 in FIG. 3) generates the total activity level itself or processed information thereof as the "tissue force" information. It is possible. [Explanation of symbols]

[0096] 1···information processing system, 10···server, 20, 20-1, 20-n···user terminal, 101···CPU, 102···ROM, 103···RAM, 104···bus, 105···input / output interface, 106···output section, 107···input section, 108···storage section, 109···communication section, 110···drive, 111···removable media, 11···survey execution section, 12···degree calculation section, 13···“organization overall strength” information generation section, 14···visualization presentation section, 31···visualized numerical value summing section, 32···visualized numerical value sum correction section, 33···activity level calculation section, 34···total activity level calculation section, 60···DB, NW··network

Claims

1. a question answer information acquiring means for acquiring answers to L questions (L being an integer value of 1 or more) out of a first question about the state of the individual, a second question about the state of the organization from the individual's perspective, a third question about the relationship between the individual and those around them, and a fourth question about the structure of the organization, all of which are posed to each of a plurality of individuals belonging to a predetermined organization, as question answer information; index element calculation means for calculating the degree of achievement of the predetermined organization for each of N types of index elements (N is an integer value of 1 or more) for each of the L questions based on the question answer information; an "organizational power" information generating means for generating "organizational power" information indicating "organizational power", which is the power of the plurality of individuals and the predetermined organization to at least one of change and growth, based on the respective degrees of the N types of index elements for each of the L questions; A visualization presentation means for presenting the "organization's power" information as visualized information; An information processing device comprising:

2. The index element calculation means a total degree means for calculating a total degree by summing up the degrees for each of the L questions for each of the N types of index elements; The information processing apparatus according to claim 1 ,

3. The index element calculation means a weight correction means for setting a predetermined weight for each of the N types of index elements and correcting the total degree for each of the N types of index elements in accordance with the predetermined weight for each of the N types of index elements; 3. The information processing device according to claim 1, further comprising:

4. The index element calculation means an activity level calculation means for calculating M (M is an integer value of 2 or more) levels of activity levels for each of the N types of index elements based on the total degree for each of the N types of index elements; The information processing apparatus according to claim 3 ,

5. The index element calculation means an overall activity level calculation means for calculating an overall activity level by combining the N types of activity levels; With The "total tissue force" information generating means generates the total activity level itself or processed information thereof as the "total tissue force" information. The information processing device according to claim 4.

6. An information processing method executed by an information processing device, a question answer information acquisition step of acquiring answers to L questions (L being an integer value of 1 or more) among a first question about the state of the individual, a second question about the state of the organization from the individual's perspective, a third question about the relationship between the individual and those around them, and a fourth question about the structure of the organization, all of which are posed to each of a plurality of individuals belonging to a predetermined organization, as question answer information; an index element calculation step of calculating a degree of achievement of the predetermined organization for each of N types of index elements (N is an integer value of 1 or more) for each of the L questions based on the question answer information; an "organizational power" information generating step of generating "organizational power" information indicating "organizational power", which is the power of the plurality of individuals and the predetermined organization to at least one of change and growth, based on the respective degrees of the N types of index elements for each of the L questions; a visualization presentation step of presenting the "organizational power" information as visualized information; An information processing method comprising:

7. On the computer, a question answer information acquisition step of acquiring answers to L questions (L being an integer value of 1 or more) among a first question about the state of the individual, a second question about the state of the organization from the individual's perspective, a third question about the relationship between the individual and those around them, and a fourth question about the structure of the organization, all of which are posed to each of a plurality of individuals belonging to a predetermined organization, as question answer information; an index element calculation step of calculating a degree of achievement of the predetermined organization for each of N types of index elements (N is an integer value of 1 or more) for each of the L questions based on the question answer information; an "organizational power" information generating step of generating "organizational power" information indicating "organizational power", which is the power of the plurality of individuals and the predetermined organization to at least one of change and growth, based on the respective degrees of the N types of index elements for each of the L questions; a visualization presentation step of presenting the "organizational power" information as visualized information; A program that executes control processing including:

Images