Information processing device, information processing method, and program

Abstract

To provide an information processing device, an information processing method, and a program that enable effort to increase strength and activity level of an organization for the future.SOLUTION: A questionnaire execution unit 11 of a server 10 asks first through fourth questions to each of a plurality of employees belonging to a company, and obtains answers to each of the questions as a questionnaire result. A degree calculation unit 12 calculates, on the basis of the questionnaire result, degree to which each company has achieved N types of index elements (N is an integer value of one or more) for each of the first to fourth questions. A "strength of an entire organization" information generation unit 13 generates, on the basis of respective levels of the N types of index elements, "strength of the organization" information indicating strength of a plurality of employees and the company to change and grow. A recommendation unit 15 performs, on the basis of current activity levels of the N types of index elements for each of the L questions and the current "strength of organization," recommendation related to at least one of an activity level that the organization should aim for and the "strength of organization" that the organization should aim for.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] BACKGROUND ART Conventionally, there have been human resource development support systems that diagnose the skills of users 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] Japanese Patent Application Laid-Open No. 2004-246507 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 ability to change and grow, in other words, 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 aims to enable efforts to be made to increase the strength and activity level of an organization for the future. [Means for solving the problem]

[0006] In order to achieve the above object, an information processing device according to one embodiment of the present invention comprises: a question answer information acquisition means for acquiring, as question answer information, answers to L questions (L is 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; 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 recommendation means for making a recommendation regarding at least one of the degree that the organization should aim for and the "organizational strength" based on the degree of each of the N types of index elements for each of the L questions at a reference time point and the "organizational strength" information at the reference time point; 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. [Effects of the Invention]

[0007] The present invention allows for efforts to be made to increase the strength and activity level of the organization in the future. [Brief explanation of the drawings]

[0008] [Figure 1] 1 shows the overall configuration of an information processing system according to an embodiment of the present invention. [Figure 2] 2 is a block diagram showing a hardware configuration of a server in the information processing system of FIG. 1. FIG. [Figure 3] 3 is a functional block diagram showing the functional configuration of a server having the hardware configuration of FIG. 2. [Figure 4] FIG. 1 illustrates the concept of human power. [Figure 5] FIG. 1 illustrates the concept of organizational power. [Figure 6] FIG. 1 illustrates the concept of tissue activity levels. [Figure 7] FIG. 1 is a conceptual diagram showing the relationship between factors that derive tissue force and activation levels. [Figure 8] FIG. 10 is a diagram showing the contents of a questionnaire result among the elements to be input. [Figure 9] This is a diagram showing an example of deriving "organizational strength" in a company. [Figure 10] FIG. 4 is a process diagram showing the operation (processing flow) of the server in FIGS. 2 and 3. [Figure 11] FIG. 11 is a diagram showing the "organizational power" presented by the server as a result of the processing of FIG. 10. [Figure 12] 4 is a diagram showing the visualization results of the visualization numerical values, activity level, "organizational strength" and the like of the first company, which have been visualized by the server of FIGS. 2 and 3. FIG. [Figure 13] FIG. 4 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 FIGS. 2 and 3. [Figure 14] FIG. 4 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 server of FIGS. 2 and 3. [Figure 15] FIG. 10 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 FIGS. 2 and 3. [Figure 16] FIG. 10 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 server of FIGS. 2 and 3. [Figure 17] FIG. 4 is a diagram showing a first example of a recommendation pattern by the server of FIGS. 2 and 3. [Figure 18] FIG. 4 is a diagram showing an example of a recommendation for achieving a recommended PDS score, as a second recommendation pattern (example) by the servers of FIGS. 2 and 3. [Figure 19]FIG. 4 is a diagram showing an example of a recommendation made by the server of FIGS. 2 and 3 in a third recommendation pattern (example) when, for example, the user has a desired number of years. FIG. [Figure 20] FIG. 4 is a diagram showing an estimation prediction logic showing a growth prediction operation in the server of FIGS. 2 and 3. [Figure 21] FIG. 10 is a diagram showing the current PDS score (PDS result) of Department A in the first case. [Figure 22] FIG. 10 is a diagram showing the current PDS score (PDS result) of Department B in the first case. [Figure 23] FIG. 10 is a diagram showing the ideal PDS score in the first case. [Figure 24] This is a diagram that summarizes the attribute information of departments A and B in the first case and the measures currently being implemented in a comparative manner. [Figure 25] FIG. 10 is a diagram showing the current PDS score (PDS result) of a company in the second case. [Figure 26] FIG. 10 is a diagram showing the recommended PDS scores in the second case. [Figure 27] FIG. 10 is a diagram showing the current PDS score (PDS result) of a company in the third case. [Figure 28] FIG. 10 is a diagram showing the recommended PDS score in the third case. [Figure 29] FIG. 10 is a diagram showing PDS scores ("organizational strength") in the sales department of a company in the second embodiment. [Figure 30] FIG. 30 is a diagram showing PDS scores ("organizational strength") of the sales department in FIG. 29 and the planning department in the same company. DETAILED DESCRIPTION OF THE INVENTION

[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 Figure 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 to 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 of FIG. 1 visualizes the power of change and growth of member companies as "organizational power" and provides it to members. The user terminal 20 is an information processing device managed for each user, and is configured, for example, as a personal computer, tablet terminal, smartphone, or the like, and is each employee of a company that has become a member of this service. The server 10 is an information processing device managed by the service provider, and executes various processes while controlling the operations of the user terminals 20-1 to 20-n.

[0011] FIG. 2 is a block diagram showing the 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, ROM 102, and 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 made up of a keyboard, a mouse, etc., and is used to input various types of 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, optical disk, magneto-optical disk, or 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 needed. Furthermore, the removable medium 111 can also 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 questions 1 to 4 in a questionnaire given to each employee of the company are stored as the survey results. The first question concerns the individual's state, such as whether they are taking action. The second question concerns the state of the organization from the individual's perspective. The third question concerns the relationship between the individual and those around them. The fourth question concerns 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] In addition, the DB 60 stores the judgment conditions for converting the final visualization value into an activity level, deriving the total activity level from multiple activity levels, coefficients for correcting the total visualization value, and the company's organizational attributes 62.

[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", and if the final visualized numerical value is in the fourth range Y4-Y5, it is converted to "D". The organizational attributes 62 of a company include, 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 explained later in the examples.

[0022] In the CPU 101 of the server 10 (see Figure 2), when performing the visualization process of the "organizational strength" information, as shown in Figure 3, a survey execution unit 11, a degree calculation unit 12, a "total organizational strength" information generation unit 13, a visualization presentation unit 14, and a recommendation unit 15 function.

[0023] The survey execution unit 11 acquires, as survey results (question response information), responses to each of the following questions in a survey administered to each of multiple employees belonging to a company: a first question regarding the individual's state, such as whether they are taking action; a second question regarding the state of the organization from the individual's perspective; a third question regarding how the individual interacts with those around them; and a fourth question regarding the organization's structure. 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 DB60, sends the survey to each user terminal 20, and at each user terminal 20, obtains the information on each user's responses to the survey, i.e., the survey results, and stores the survey results in DB60 in association with the user.

[0024] The DB 60 also stores a recommendation model 63 . The recommendation model 63 is a machine learning model based on artificial intelligence (AI), and is trained by machine learning using training data input from the recommendation unit 15 described below, and its intelligence is updated. The training data includes behavioral history, such as the efforts (actions) of users who have been recommended in the past, the process of those efforts, the results, and the situation reached after a specified period or several years, entered on a per-user or per-company basis. The behavioral history is a record of what efforts (the history of actions) were made to reach the activity level and "organizational strength" that the organization should aim for and the recommended target, and as a result, to what extent the desired goal was achieved (the period such as years, activity level, and level evaluation of "organizational strength", etc.). Furthermore, when information on a user or company to be recommended is input from the recommendation unit 15, the recommendation model 63 outputs a recommendation to the user or company in response to the input information to the recommendation unit 15. The recommendation model 63 incorporates estimation prediction logic (see FIG. 20). The estimation prediction logic will be described in detail later with reference to FIG. 20. There are several recommendation patterns depending on the input information. For example, there are patterns in which three pieces of information (recommendations) are output when one piece of input information is received, patterns in which two pieces of information (recommendations) are output when two pieces of input information are received, patterns in which one piece of information (recommendations) is output when three pieces of input information are received, etc. Note that the example patterns shown here are just examples, and the relationship between the input information and the output information, the number of pieces of information, etc. can be changed in various ways.

[0025] 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 change,'' ``expand and connect,'' and ``continue'' for each of the first to fourth questions. "Awareness" is an indicator element for determining whether a person recognizes their own role and has a correct self-awareness of their lack of knowledge and skills. "Learning" is an indicator element used to determine whether new knowledge or skills are acquired to address gaps in knowledge or skills. "Can change" is an indicator element used to determine whether or not a person can actually take action in their work and change the way they do things from before. "Spreading and connecting" is an indicator element used to determine whether awareness, learning, and practice can be shared with those around you. "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 survey results stored in DB60 and assigns a visualized numerical value (score) to each index element ("notice," "learn," "be able to change," "expand and connect," and "continue"). Furthermore, the degree calculation unit 12 processes (for example, performs summing or correction processing, conversion processing into level symbols such as activity level and total activity level) the visualized numerical values ​​(scores) assigned to each index element ("notice," "learn," "be able to change," "expand and connect," and "continue") respectively. The activity level is expressed, for example, by level symbols "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.

[0026] 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 degree of each of the N types of index elements for each of the first to fourth questions. Specifically, the "total tissue force" information generating unit 13 generates the total activity level itself or its processed information as "total tissue force" information based on the visualized numerical value and activity level calculated by the degree calculating unit 12. The "tissue force" and the tissue activity level or its processed information are collectively referred to as the "total tissue force." The "total organizational strength" information generation unit 13 generates the total activity level (see FIG. 12) itself or its processed information (such as by converting the total activity level into a numerical value) as "total organizational strength" 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" obtained for each index element are synthesized to generate the level symbol "C." Such a comprehensive judgment is performed by AI.

[0027] 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 Figure 10, a level symbol display of "organizational activity level", and a distribution diagram (radar chart) shown in Figure 11 from the visualization numerical values ​​(scores) and activity levels (level symbols).

[0028] The degree calculation unit 12 includes 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 .

[0029] The visualization numerical value totaling unit 31 calculates a visualization numerical value total (total degree) by totaling the visualization numerical values ​​of the first to fourth questions for each of the N types of index elements.

[0030] 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, and 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 to generate a corrected visualization numerical value total value for each index element. The corrected visualization numerical value total value is referred to as the "final visualization numerical value." Note that 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.

[0031] 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 total of the visualization numerical values ​​(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.

[0032] The total activity level calculation unit 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 unit 33.

[0033] The calculation of the visualized numerical values ​​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 also be performed based on a preset algorithm.

[0034] The recommendation unit 15 makes a recommendation (for example, a recommendation (recommendation) on how to work toward a goal, etc.) regarding at least one of the activity level (degree) that the organization should aim for and the "organizational strength" that the organization should aim for, based on the activity levels of each of N types (N is an integer value of 1 or more) of index elements (for example, five index elements such as "notice," "learn," "be able to change," "expand and connect," and "continue") for L (L is an integer value of 1 or more, for example, 4) questions at the current time (reference time) and the "organizational strength" at the current time (reference time). An organization is a group of two or more individuals. In this embodiment, a company will be used as an example of an organization. "Organizational strength" refers to the capabilities of the entire organization, which is a collection of individuals. "Organizational strength" is derived based on the answers obtained from questions and the attributes of the organization. Not only skills, but also abilities, attitudes, and personalities are included as elements of "organizational strength." The elements represent the current state of the organization through "organizational strength" and the activity level of the organization. The specific names and contents of the elements are not disclosed, and the number of elements is assumed to be N. The activity level of an organization is one of the indicators that indicates whether the organization is currently in an active state. An active state refers to a state in which positive relationships that promote mutual growth are built within an organization. The level of an organization's activity is determined based on the answers to the questions and the attributes of the organization. The higher the activity level, the greater the tissue's ability to change and grow.

[0035] Specifically, the recommendation unit 15 makes a recommendation to the user by inputting input information to the recommendation model 63 and presenting a recommendation (output information) output from the recommendation model 63 to the user terminal 20. That is, the recommendation unit 15 and the recommendation model 63 constitute a recommendation means.

[0036] Furthermore, the recommendation unit 15 recommends a predicted period T (predicted time) from the present time until the activity level that the organization should aim for and the "organizational power" that is the target of the recommendation are reached.

[0037] Furthermore, the recommendation unit 15 recommends effective efforts to reach the target level (activity level) or "organizational strength" of the organization that is the target of the recommendation. For example, if measures need to be taken to address the indicator elements of "learning" and "being able to do / change," effective initiatives would include educating OJT staff, providing specific feedback in 1-on-1s, and training those who implement 1-on-1s. Other effective measures include conducting skill diagnostic tests, conducting feedback interviews, holding study sessions with experts, and providing ongoing guidance in the workplace.

[0038] The recommendation unit 15 recommends efforts to improve at least one of the skills of an individual, the knowledge that at least one of an individual and an organization should have, and the mindset that at least one of an individual and an organization should have. Knowledge refers to useful information for individuals and organizations, as well as experience and knowledge that adds value. Mindset refers to the way of thinking and approaching work, etc. In addition, human power refers to skills in a broad sense, and refers to the ability to accomplish things.

[0039] The recommendation unit 15 makes recommendations regarding at least one of the activity level and the "organizational strength" that the organization should aim for, based on the attributes of at least one of the individuals and the organization, in addition to the activity levels of each of the N types of index elements for each of the L questions and the current "organizational strength" information (current organizational strength).

[0040] Attributes for a user (individual) include age, gender, career history, etc. In the case of a company (organization), attributes include, for example, industry, company size, year of establishment, department, position, job type, level of investment in education, etc. Attributes are optional information and can be omitted, but the more attribute information there is, the more precise the results you can obtain.

[0041] Skills are something that can be improved through appropriate training, such as the skills acquired through training, and the skills of an organization as a whole are often the cumulative value of individual skills. On the other hand, "organizational strength" is composed of the skills, abilities, personality, etc. of each individual, and therefore is thought to be not a simple total value, as positive or negative interactions (or no interactions) occur. Interactions contribute to the activity level of the organization, and the higher the activity level of the organization, the more positive interactions are occurring. In this embodiment, "organizational strength" and activity level together are called the PDS score.

[0042] According to such a configuration of the server 10, the results of the questionnaire (for each of the first through fourth questions) are used to calculate visualized numerical values ​​for each of the five index elements, which are then summed up, and the total value is multiplied by the coefficient set for each element to calculate the final visualized numerical value, which is then converted into one of the level symbols "A" through "D" to represent the "strength of the entire organization" and / or the total activity level. Based on the current activity levels of each of the N types of index elements for each of the L questions and the current "organizational strength" information, recommendations are made for taking effective measures regarding at least one of the activity level that the organization should aim for and the "organizational strength" that the organization should aim for, thereby enabling the organization to take effective measures to increase its "organizational strength" and activity level.

[0043] Here, we will explain the outline of this service. This service visualizes the strength of an organization, its changes, and its ability to grow (including its ability to continue to change) and provides this information to member users. 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 from their answers, it derives the organization's ability to change and grow. The ability to change and grow is derived from the answers to the questionnaire questions and the organization's attribute information. Some questions are about individuals who belong to the organization, while others are about the organization as a whole. In addition, some questions are only administered to people in specific roles, such as organizational managers. 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).

[0044] The unique feature of this service is that it derives organizational change and growth potential through questions. Specifically, it asks about individual and organizational efforts regarding "behaviors that lead to growth." Many of the services mentioned above that visualize the state of an organization primarily diagnose based on "emotions (motivation)," but because emotions are temporary and easily changed by external factors, it is difficult to derive the ability to continuously grow by simply asking about emotions.

[0045] On the other hand, this service can derive the organization's ability to change and grow by asking about the "behaviors that lead to growth" of individuals within the organization and the "behaviors that lead to growth" of the organization.

[0046] In this way, this service can achieve the following effects by visualizing the changes and growth potential of people and organizations. For example, you can see the growth potential of your 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 its 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 visualization results.

[0047] Next, "organizational power," "human power," and "activation 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 activity level. As shown in Figure 4, "human power" is defined as the ability of a person to accomplish things in a business setting, and is composed of n elements, including skills. Elements include skills as well as capabilities, personality, emotions, and attitudes. 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 skill of an organization as a whole is often the cumulative value of individual skills. To assess a person's business skills, tests such as the Business Basics Diagnostic Test are usually conducted. The results of these tests are often used to derive a person's "ability." When evaluating a person's "ability," the evaluation criteria are the abilities that the person possesses, that is, the ability values ​​of the knowledge and skills that the 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 for each item and category is considered to be that person's skill. The ability of a person to accomplish, which includes these skills, is considered to be "personal power."

[0048] As shown in Figure 5, organizational strength refers to the capabilities of the entire organization, which is a collection of individuals. Organizational strength is composed of the "human strength" and activity level of n people, and is derived based on users' responses to the questionnaire explanations and organizational attributes. The elements of organizational strength include not only skills, but also abilities, attitudes, and personalities.

[0049] 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 based on the answers obtained from the questions and the attributes of the organization. The higher the activity level, the greater the organization's potential for change and growth. 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 is not a simple sum. Interactions contribute to the activity level of the organization, and the higher the activity level of the organization, the more positive interactions are occurring.

[0050] Next, a method for deriving "tissue forces" and activation levels will be described with reference to FIGS. Fig. 7 is a conceptual diagram showing the relationship between elements for deriving organizational strength 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 "organizational strength" in a company.

[0051] In this case, as shown in Figure 7, the input information (INPUT) is the survey results (each user's answer to questions X1-X4) and organizational attributes, and by combining this information, the organizational strength and organizational activity level are generated and output (OUTPUT). There are four types of questions, from 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 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.

[0052] 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 the 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.

[0053] As such, questionnaires contain questions about the state of individuals and questions about the state of the organization, and some questions are only asked to specific people (management, human resources, executives, etc.).By answering the same questions, such as "Am I doing what I do?" and "Are the people around me doing what I do?", and evaluating them from both the "self" and "organization" perspectives, and by obtaining responses from multiple people to the same questions, it is possible to objectively grasp the state of the organization. Provide specific examples of the questions. For example, question X1 (asked of each employee) asks whether the employee is engaging in actions that will lead to growth, and whether there is an environment that will lead to growth. Question X2 (asked of each employee) asks, for example, whether the employees around you are taking actions that lead to growth, and whether the organization has an environment that leads 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.

[0054] Other information that can 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, and organizational size. Organizational size can be, for example, the number of employees (headcount). 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," "be able to change," "spread and connect," and "continue"). "To be aware" means to recognize one's own role and have a correct self-awareness of the knowledge and skills that one lacks. "To learn" means to gain new knowledge and skills that one lacks. "To be able to 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 one's awareness, learning, and practice with those around oneself. "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 are sufficient.

[0055] 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 management, questions for human resources, etc. For example, questions for each employee include, "Are you personally taking actions that will lead to growth?" and "Do the employees around you appear to be taking those actions?" By asking both the employee and those around them in this way, it is possible to objectively grasp the state of the organization. The questions for managers include whether or not their subordinates are taking actions that will lead to their growth. Questions to the HR department include whether or not there are systems in place that lead to growth. In addition, questions are also provided that allow us to understand the respondent's response tendencies (sweet / spicy, etc.).

[0056] 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 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 by a preset correction value before being relatively evaluated.

[0057] Then, the CPU 101 outputs the results of the relative evaluation, such as "organizational strength," the activity level of the organization, the type of the organization, the strengths and challenges of the organization, and recommendations for the organization, as output information (OUTPUT). 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 include measures that will lead to the growth of the organization.

[0058] In this example of deriving a company's "organizational strength," multifaceted answers can be obtained by asking not only employees (individuals belonging to the organization) but also people in specific roles such as managers and human resources. As a result, input information (INPUT) is not only accumulated, but is also used to correct the accumulated data (for example, removing outliers or correcting by median). Regarding the correction of results, questions that are commonly understood or that produce absolute values ​​(questions that do not require subjectivity, such as sales or results) are asked, and certain answers, such as those from managers, are used as the standard value, and answers 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, highly accurate results can be derived.

[0059] 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 FIGS. FIG. 11 is a diagram showing the "power of the organization" presented by the server as a result of the processing of FIG.

[0060] In this case, the survey execution unit 11 conducts a survey among 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.

[0061] 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. The "Strength of the Organization" generates results (degrees) for each of N elements. These results (degrees) are compared with organizations with similar or identical attributes and based on accumulated past data, the current state (current value) of the "Strength of the Organization" is generated.

[0062] Regarding the activity level of the organization, results are generated for each of the N elements, and the overall activity level 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 low, rated as "C," so the overall total activity level is rated as "C."

[0063] 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 strength" and activity level of the organization generated in step S12, and presents them to the user. For example, the type may be a type dependent on individual learning. For this type dependent on individual learning, the national average score on the business fundamentals diagnostic test will likely rise to some extent in the future, but will likely plateau. Strengths include individuals taking the initiative to change and grow. As a challenge, 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. Bring in external personnel who have high scores for their own situation in "expanding and connecting."

[0064] 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 the 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 the user can easily see not only the distribution of the user's company's "organizational strength," but also the discrepancy between employees (human strength) and the company (organizational strength).

[0065] In this way, according to the operation of server 10, the "organizational strength" and the activity level of the organization are generated from the results of a questionnaire administered to users and the organizational attributes, and based on the "organizational strength" and activity level of the organization, the type, strengths, challenges, recommendations, etc. are presented to the user as an evaluation of the organization, so that the user can visually confirm the "organizational strength" and activity level of the organization of the company.

[0066] 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 FIGS. 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 server of FIGS.

[0067] It is assumed that the visualization process performed by the server 10 has resulted in the visualization results of the first to third companies, as shown in FIGS.

[0068] 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 management department, and human resources and general affairs department. The summary of the survey results for the employees of the first company 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" by their managers (X3). The score on the question to the HR staff about whether or not there is a system in place to promote "notice" was low (= the score on "continue" was also low) (X4).

[0069] For example, the final visualization results for Company 1 were as follows: "Notice" score 55, "Learn" score 58, "Can do and change" score 102, "Expand and connect" score 94, and "Continue" score 69, and the individual activity levels were assigned "D", "D", "B", "C", and "C". The total activity level, combining these, was assigned "C".

[0070] Then, from the visualization results of FIG. 12, type, strengths, issues, 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 on the business fundamentals 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 information such as "There is room for various initiatives to achieve significant growth." One issue is that there is no environment in place where managers can make employees aware of what knowledge or skills they lack, which means that neither learning nor practice is taking place. As a recommendation (measure for growth), for example, a system is created where managers communicate to their subordinates what knowledge and skills they want them to acquire for their roles. For example, suggestions include defining ideal personnel and holding one-on-one meetings. External personnel with high scores in their own situations of "noticing" and "expanding and connecting" are brought in.

[0071] The visualization results for the second company are explained below. 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 management department, and human resources and general affairs department. The summary of the survey results for employees of the second company 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" by their managers (X3). The score on the question to the HR staff about whether or not there is a system in place to promote "notice" was low (= the score on "continue" was also low) (X4).

[0072] For example, the final visualization results for the second company were: "Notice" score 43, "Learn" score 48, "Can do and change" score 60, "Expand and connect" score 206, and "Continue" score 63, and the respective activity levels were assigned "D", "D", "C", "A", and "D". The total activity level, combining these, was assigned "A".

[0073] Then, from the visualization results of FIG. 13, the type, strengths, issues, recommendations, etc. are output as an evaluation of the second company. For example, there is the misunderstanding type, where each person thinks they are teaching others, but the receiving party is just hearing the noise. For this type, it is highly likely that the national average score on the business basics diagnostic test will not increase in the future. One of our strengths is that many of our employees have the desire to teach others (or to teach others). One of the challenges is that even if someone tries to teach someone else, the recipient may 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.

[0074] The visualization results for the third company are explained below. The organizational attributes of the company that is the basis for the visualization results of the third company shown in Figure 14 are: year of establishment: 2009, number of employees: 40, industry: consulting, departments: consulting headquarters, administration department. In addition, the summary of the survey results for employees of the third company is as follows: Many employees scored high on their own situations regarding "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 have 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 regarding "notice," "learn," "be able to change," and "spread and connect" (X3). The scores for questions to HR regarding the existence of systems to promote "notice," "learn," "be able to change," and "spread and connect" were all low (= the score for "continue" was low) (X4).

[0075] For example, the final visualization results for the third company were: "Notice" score of 70, "Learn" score of 70, "Can do and change" score of 99, "Expand and connect" score of 36, and "Continue" score of 54, and the respective activity levels were assigned "B", "B", "A", "D", and "C". The total activity level, combining these, was assigned "C".

[0076] Then, from the visualization results of FIG. 14, the 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 on the Business Fundamentals Diagnostic Test will likely rise to some extent in the future, but it is likely to plateau. One strength is that individuals take the initiative to change and grow. One of the challenges is that, 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. Bring in external personnel who have high scores for their own situation in "expanding and connecting."

[0077] Based on this first example, the following can be determined: After aggregating 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: "Aware," "Learn," "Can change," and "Continue." On the other hand, in the "expand and connect" category, the first company had a low total value, while the second company had a high total value. 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," indicating that the second company has a high potential for future growth. 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.

[0078] Next, a second example of the visualization process of the "power of the 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 FIGS. 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 server of FIGS.

[0079] 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, design, development, and administration. Furthermore, the summary of the survey results for 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 "spread and connect." Many managers gave moderate scores regarding the promotion of "notice," "learn," "be able to change," and "spread and connect" from their managers (X3). The scores for questions to HR regarding the existence of systems to promote "notice," "learn," "be able to change," and "spread and connect" were all low (= low score for "continue") (X4).

[0080] For example, the final visualization results for the fourth company were: "Awareness" score of 57, "Learn" score of 73, "Can do and change" score of 114, "Expand and connect" score of 134, and "Continue" score of 99, and the respective activity levels were assigned "D", "D", "B", "C", and "C". The total activity level, combining these, was assigned "C".

[0081] Then, from the visualization results of FIG. 15, the 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 on the business basics diagnostic test is currently high, there is no chance of further growth, while employees in their 20s and 30s are likely to grow. One of the strengths is that young employees learn and teach each other. One issue is that veteran employees are not learning, so they are content with the skills they currently possess. Since there is no system for continuing work and it relies on the individual efforts of younger employees, there is a possibility that the ratio of employees who do not learn will increase when younger employees retire. As a recommendation (measure for growth), for example, we encourage veteran employees to "notice" things, such as by making them aware of the roles they are supposed to play. As a company, we create a system that encourages "notice" and "learning."

[0082] 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 that the company was founded in 1990, the number of employees is 300, the industry is manufacturing, and the departments are sales, design, development, and administration. Furthermore, the summary of the survey results for 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 "spread and connect," all age groups scored in the middle range. Scores for many managers in the areas of "notice," "learn," "be able to change," and "spread and connect" are moderate (X3). The scores for questions to HR regarding the existence of systems to promote "notice," "learn," "be able to change," and "expand and connect" were all low (= low score for "continue") (X4).

[0083] For example, the final visualization results for Company 5 were: "Aware" score of 56, "Learn" score of 69, "Can do and change" score of 117, "Expand and connect" score of 136, and "Continue" score of 102, and the respective activity levels were assigned "D", "D", "B", "C", and "C". The total activity level, combining these, was assigned "C".

[0084] Then, from the visualization results of FIG. 16, the type, strengths, challenges, recommendations, etc. are output as an evaluation of the fifth company. For example, there is a type where people of all ages show moderate growth, but there are concerns about continuity. This type is likely to see some improvement in the average score on the Business Fundamentals Diagnostic Test for all ages. One of our strengths is that people of all ages are equally involved in learning. One challenge is that, for example, none of the categories are high-level or sustainable, so after a few years, people may become content with the skills they currently possess. As a recommendation (measure for growth), we will encourage employees to become more aware of the roles they should play from a medium- to long-term perspective. As a company, we will create a system that encourages employees to become aware and learn.

[0085] 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 level and total comprehensiveness level for each element also showed the same results. On the other hand, when the visualization results were examined in detail by level, the fourth company had high scores overall for young employees but low scores for other veteran employees. Also, the fifth company did not have a significant difference in the average for any level. As a result, although the total visualized values ​​of the indicator elements for the fourth and fifth companies were not significantly different and the activity levels were the same, there were differences in the results for each level, resulting in different evaluations being output.

[0086] A first recommendation pattern (example) by the server of the embodiment will be described with reference to Fig. 17. Fig. 17 is a diagram showing an example of a recommendation when, for example, the user has a desired future appearance (ideal PDS score) as the first recommendation pattern (example) by the server of Fig. 3.

[0087] In this case, when the server 10 makes a recommendation to a user U who has a desired future image, the recommendation unit 15 inputs the current PDS score 171 of the user U stored in the DB 60 and the ideal PDS score 172 obtained from the user U into the recommendation model 63, and obtains the period (recommended period T) 173 required to reach the ideal state and the action plan 174 (effective actions to be taken to reach the ideal state) output from the recommendation model 63. Then, the recommendation unit 15 displays recommendation information including the required period (recommended period T) 173 obtained from the recommendation model 63 and the action plan 174 on the screen of the requesting user terminal 20, and makes a recommendation to the requesting user U to achieve the recommended PDS score.

[0088] Specifically, it is recommended that user U take effective measures (such as behavior and daily mindset) to improve or enhance their skills, knowledge, mindset, etc. over a recommended period of time T. Recommendations such as these are made.

[0089] A second recommendation pattern (example) by the server of the embodiment will be described with reference to Fig. 18. Fig. 18 is a diagram showing an example of a recommendation to achieve a recommended PDS score, for example, as the second recommendation pattern (example) by the server of Fig. 3.

[0090] In this case, the recommendation unit 15 of the server 10 inputs the current PDS score 181 of the user U stored in the DB 60 into the recommendation model 63, and obtains the period (recommended period T) 182 required to reach the ideal state, the recommended PDS score 183, and the action plan 184 output from the recommendation model 63.

[0091] Then, the recommendation unit 15 displays recommendation information including the acquired required period (recommended period T) 182, the recommended PDS score 183, and the action plan 184 on the screen of the requesting user terminal 20, and makes a recommendation to the requesting user U to achieve the recommended PDS score.

[0092] Specifically, the recommended PDS score of 183 is XXXX, and to achieve this PDS score, it is recommended that you take action such as YYYY over the recommended period T as a good effort to improve or enhance your skills, knowledge, mindset, etc. Such recommendations are made.

[0093] A third recommendation pattern (example) by the server of the embodiment will be described with reference to Fig. 19. Fig. 19 is a diagram showing an example of a recommendation when, for example, a user has a desired number of years, as a third recommendation pattern (example) by the server of Figs. 2 and 3. In this case, when the server 10 makes a recommendation for the user to achieve their ideal figure in the number of years they desire, the recommendation unit 15 inputs the current PDS score 191 of the user U stored in the DB 60 and the specific effort period (e.g., T years) 192 obtained from the user U into the recommendation model 63, and obtains the recommended PDS score 193 and action plan 194 (efforts that should be taken to reach the ideal state) output from the recommendation model 63.

[0094] Then, the recommendation unit 15 displays recommendation information including the recommended PDS score 193 obtained from the recommendation model 63 and the policy plan 194 on the screen of the requesting user terminal 20, and makes a recommendation to the requesting user U to reach the recommended PDS score in T years.

[0095] Specifically, the recommendation is made such as, "If user U takes T years to take effective measures (actions, daily attitude, etc.) to improve or enhance their skills, knowledge, mindset, etc., starting from the current point in time, they can reach the level of YYYY (recommended PDS score)."

[0096] The growth prediction operation by the server of the embodiment will be described with reference to FIG. FIG. 20 is a diagram showing an example of a recommendation made by the server of FIGS. 2 and 3 in the third recommendation pattern (example) when, for example, the user has a desired number of years. As shown in FIG. 20, in the estimation prediction logic, the current PDS score 201 is multiplied by an attribute coefficient 202 and an aging coefficient 203 to derive the organization's growth rate 204 after T years. In addition, it is possible to derive the number T, which is the number of years it will take to reach the target PDS score (the PDS score to aim for), where T is the number of years.

[0097] The recommendation output logic is shown below. Recommendations are derived from DB60, which records past cases, based on PDS scores and organizational attribute information. The recommendation logic is as follows: 1. Element Patterns A) Direct area: Recommendations for developing and improving specific elements B) Indirect area: Recommendations for elements that are correlated with specific elements 2. Case study pattern C) Recommendations based on cases where improvements in specific elements were observed D) Recommendations based on cases where a specific element already has a high score (without looking at past history)

[0098] Here, a first example of a recommendation will be described with reference to FIGS. FIG. 21 is a diagram showing the current PDS score (PDS result) of Department A in the first case. FIG. 22 is a diagram showing the current PDS scores (PDS results) of Department B in the first case example. FIG. 23 is a diagram showing the ideal PDS score in the first case. FIG. 24 is a diagram that summarizes the attribute information of departments A and B in the first case and the measures currently being implemented so that they can be compared. The first example is a recommendation example to help a company (organization) achieve its ideal PDS score. This section explains the recommendations that a company (for example, the human resources department) would make when it wants two departments, A and B, in the same sales division of the same company to have similar "organizational strength" (ideal PDS score) in T years, even though they currently have different PDS scores.

[0099] The attribute information entered as the first input information (INPUT "1") is company information. For example, the company information may be that the industry is a wholesale commodity business, the company size is approximately 300 employees, and investment in education is tens of thousands of yen per employee. The number of employees in Department A is 25, and the number of employees in Department B is 21. It is assumed that the current PDS score (PDS result) of the A department, which is input as the second input information (INPUT “2”), is the content of table 210 as shown in FIG. Also, it is assumed that the current PDS score (PDS result) of department B is the content of table 220 shown in FIG. The information input as the third input information (INPUT “3”) is the ideal PDS score, and is shown in table 230 in FIG. Figure 24 shows a comparison of the attribute information of departments A and B and the measures currently being implemented.

[0100] By inputting the first to third input information into the recommendation model 63, the recommendation model 63 outputs first output information (OUTPUT "1") and second output information (OUTPUT "2"). As the first output information (OUTPUT "1"), the number of years required to reach the ideal PDS score (achieve the goal) is output. When outputting the number of years required to reach an ideal PDS score (achieve a goal), the server 10 multiplies the current PDS score of the user U by the attribute coefficient to calculate a final visualization numerical value. The final visualization value is then divided by the ideal PDS score to derive the duration of the effort (T years). For example, if the period T for department A is calculated as 2.5, then 2.5 years are required. If the period T for department B is calculated as 3.1, then 3.1 years are required.

[0101] As the second output information (OUTPUT "2"), the policy plan is output. For example, if department A needs to implement measures for elements ("learn" and "be able to change") as part of a policy plan, recommendations may include educating OJT staff, providing specific feedback in 1-on-1s, and training those who implement 1-on-1s. For example, if department B needs to take action on an element ("notice" and "be able to change") as part of a policy plan, recommendations might include, for example, conducting a skills diagnostic test, communicating the mission to members, and sharing work tips.

[0102] Next, a second example of a recommendation will be described with reference to FIGS. 25 and 26. FIG. FIG. 25 is a diagram showing the current PDS score (PDS result) of a company in the second case. FIG. 26 is a diagram showing the PDS scores of recommendations in the second case. The second example is a recommendation example for a company (organization) to achieve a recommended PDS score. When recommending what PDS score a company should aim for based on its current PDS score, the following information is input into the recommendation model 63:

[0103] The attribute information input as the first input information (INPUT "1") is company information. The company information may indicate, for example, that the industry is information and communications, the company size is 170 employees, and investment in education is tens of thousands of yen per employee. It is assumed that the current PDS score (PDS result) of the company input as the second input information (INPUT “2”) is the content of table 250 as shown in FIG.

[0104] The recommendation unit 15 inputs the above first input information and second input information into the recommendation model 63, which outputs first output information (OUTPUT "1"), second output information (OUTPUT "2"), and third output information (OUTPUT "3").

[0105] As the first output information (OUTPUT "1"), the PDS score recommended for this company is output. It is assumed that the PDS scores (PDS results) recommended by the company are as shown in Table 250 in FIG. In table 250 shown in FIG. 25, the activation level of "expand and connect" is D, and the scores of "notice," "learn," "can change," and "continue" in the rows of elements X3 and X4 are less than 10. From this, it can be judged that although each employee of this company is making efforts to improve their skills, they lack the organizational systems and connections with those around them that are related to skill improvement. According to the result of this determination, the scores in table 260 shown in FIG. 26 are recommended as the recommended PDS scores as the first output information (OUTPUT "1").

[0106] Furthermore, the second output information (OUTPUT “2”) recommends the period T required to reach the recommended PDS score state. The estimation and prediction logic shown in FIG. 20 is used to calculate this period T.

[0107] Here, we will explain how to calculate the estimation prediction logic. The estimation prediction logic is based on the following formula: PDS result × attribute coefficient × aging coefficient = recommended PDS score (Equation 1). If we rewrite the above (Equation 1) as a formula to calculate the aging coefficient, we get Aging coefficient Q = recommended PDS score ÷ (PDS × attribute coefficient)...(Equation 2). Then, the required number of years (period) T can be calculated by dividing the aging coefficient Q by the annual change constant S (0.121) (aging coefficient Q ÷ S = T)...(Equation 3). The change constant S varies depending on the content of the information about the organization.

[0108] Suppose that adding up the numerical values ​​(PDS results) of each element in the row of the final visualized numerical values ​​in table 250 in Fig. 25 results in, for example, 310. Note that since table 250 cannot fit everything, only elements and numerical values ​​up to a certain point are listed, but all are to be added up. Similarly, the sum of the numerical values ​​(recommended PDS scores) of the elements in the row of final visualization numerical values ​​in table 260 in FIG. 26 is assumed to be 375, for example. The attribute coefficient is calculated as 4.5 from the input information and the index of DB60.

[0109] If we apply the above values ​​to (Equation 1), (Equation 2), and (Equation 3), we get: (Formula 1)...PDS result

[0310] x attribute coefficient [4.5] x aging coefficient Q = recommended PDS score

[0375] . (Formula 2)...Aging coefficient Q = recommended PDS score

[0375] ÷ (PDS result

[0310] × attribute coefficient [4.5]). As a result of calculation using the values ​​in [ ], the aging coefficient Q can be calculated as 0.268. The number of years T can be calculated by dividing the calculated aging coefficient Q by the annual change constant S. (Equation 3)...Aging coefficient Q [0.268] ÷ annual change constant S [0.121] = 2.2. The number of years T=2.2 obtained as a result of the above calculation is recommended by the recommendation unit 15. A specific recommendation might be, for example, that it will take 2.2 years from now to reach the recommended PDS score.

[0110] Furthermore, the third output information (OUTPUT "3") recommends actions that should be taken to reach the recommended PDS score state. Specifically, measures need to be taken to address the elements of "expanding and connecting." For example, recommendations include holding regular in-house study sessions, implementing cross-departmental projects, and on-the-job training.

[0111] Next, a third example of a recommendation will be described with reference to FIGS. FIG. 27 is a diagram showing the current PDS score (PDS result) of a company in the third case. FIG. 28 is a diagram showing the PDS scores of recommendations in the third case. The third example is a case of predicting the growth of a company (organization) over a desired number of years and making recommendations for that purpose. To predict growth and recommend initiatives for a company that wants to improve its PDS score over a three-year period, the following information is input into the recommendation model 63:

[0112] The attribute information input as the first input information (INPUT "1") is company information. The company information may indicate, for example, that the industry is information and communications, the company size is 170 employees, and investment in education is tens of thousands of yen per employee. It is assumed that the current PDS score (PDS result) of the company input as the second input information (INPUT “2”) is the content of table 270 as shown in FIG. The period T of the specific initiative is input as the third input information (INPUT "3"). The period T of the specific initiative is assumed to be input as 5.0 years, for example.

[0113] In this case, the recommendation unit 15 inputs the above first input information to third input information to the recommendation model 63, and the recommendation model 63 outputs first output information (OUTPUT “1”) and second output information (OUTPUT “2”).

[0114] As the first output information (OUTPUT "1"), the PDS score recommended for this company is output. The calculation of the recommended PDS score uses the inferential prediction logic shown in Figure 20.

[0115] Here, we will explain how to calculate this third example. In the estimation prediction logic, each value is calculated using the above-mentioned formulas (Formula 1), (Formula 2), and (Formula 3). In this third example, T=5 is input. The attribute coefficient is calculated as, for example, 2.2 from the input information and the index of DB 60. Therefore, the recommended PDS score is calculated by the following (Equation 1). (Formula 1)…PDS result × attribute coefficient [2.2] × aging coefficient [5 × 0.121] = recommended PDS score 27 into the above (Equation 1), the sum of the numerical values ​​of each element of the PDS result is calculated, and the calculated sum is substituted in. Specifically, the PDS result from the numerical values ​​of each element of FIG. 27 is assumed to be, for example, 332. Substituting this into (Equation 1), the calculation result is PDS result

[0332] x attribute coefficient [2.2] x aging coefficient [5 x 0.121] = recommended PDS score

[0442] . The calculation result, that is, the PDS score (PDS result) to be recommended to the company is recommended by the recommendation unit 15 in the form of the contents of a table 280 as shown in FIG. Specifically, the recommended PDS score

[0442] is distributed at a certain distribution ratio, and in the final visualization value row of Table 280 in Figure 28,

[35] is allocated to "notice,"

[31] to "learn,"

[98] to "be able to change,"

[0109] to "spread and connect," and

[86] to "continue," and is also distributed to other elements. Furthermore, these allocated points are distributed to other items (total visualization values, X1 to X4, etc.).

[0116] In addition, the second output information (OUTPUT "2") recommends actions that should be taken to reach the recommended PDS score state. Specifically, measures need to be taken for the elements of "notice" and "learn." Therefore, recommendations include clarifying and publicizing the desired role, communicating expectations and challenges in one-on-one meetings, conducting internal and external training, and receiving daily feedback from management.

[0117] Next, a second embodiment of the present invention will be described with reference to FIGS. In the above embodiment, the visualization of "organizational power" and recommendations based on the visualization have been described. In the second embodiment, a form will be described in which "remuneration amount" is further included as attribute information of an organization.

[0118] In the first embodiment, visualization of "organizational power" and recommendations based on the visualization were described. In the second embodiment, a form in which "remuneration amount" is further included as attribute information of an organization will be described. Note that the second embodiment will also be described using the components shown in FIG. 3.

[0119] FIG. 29 is a diagram showing the PDS score ("organizational strength") in the sales department of a company in the second embodiment. FIG. 30 is a diagram showing the PDS scores ("organizational strength") of the sales department in FIG. 29 and the planning department in the same company. The second embodiment is an example of a case where it is possible to additionally acquire a remuneration amount (annual income, etc.) as attribute information. Although the remuneration amount is optional information (information that is not required), the more attribute information there is, the more precise recommendations can be generated.

[0120] Specifically, the survey execution unit 11 in Fig. 3 acquires, in addition to the question response information, information including the remuneration amount as an attribute (attribute information) of at least one of the individual and the organization as remuneration amount information. In this example, it is assumed that the remuneration amount information for the sales department and the planning department has been acquired. The recommendation unit 15 compares the remuneration amount indicated by the remuneration amount information with the "organizational power," and if there is a reversal phenomenon in the correspondence between the "organizational power" and the remuneration amount between organizations, it generates and outputs a recommendation regarding the reversal phenomenon, i.e., a recommendation regarding the imbalance.

[0121] In this example, the attribute information acquired by the questionnaire execution unit 11 includes, for example, business type, company size, year of establishment, department, position, job type, level of investment in education, and also remuneration amount (annual salary). The recommendation unit 15 can generate recommendations that are more in line with the actual situation by using attribute information including the amount of remuneration (annual income).

[0122] A specific example of a recommendation based on compensation information is a recommendation based on the relationship between "organizational strength" and compensation amount among multiple departments within the same company. For example, when comparing the correspondence between the PDS score and compensation amount for the sales department shown in Table 290 of Figure 29 with the correspondence between the PDS score and compensation amount for the planning department shown in Table 300 of Figure 30, it is assumed that the sales department has a higher average compensation amount than the planning department, even though the planning department has a higher PDS score (organizational strength) and thus a higher "organizational strength" than the sales department.

[0123] In such a case, the recommendation unit 15 generates and outputs the following recommendation. For example, recommendations may be generated such as there is a risk of employees leaving the planning department, or employees in the planning department may be influenced by other departments, resulting in a drop in PDS score.

[0124] The reason for this recommendation is that if the planning department is a department that shows a high PDS score as an "organizational strength" but there is a reversal phenomenon in terms of compensation, employees in the planning department may become dissatisfied, increasing the risk of them leaving the company, or their motivation may decrease, which could result in a decrease in the PDS score itself.

[0125] Here, the operation of generating recommendations based on the remuneration amount information and the imbalance in "organizational power" in the server 10 of the second embodiment will be described. The server 10 first acquires the amount of remuneration and "organizational power" information as attribute information of the organization, and analyzes the relationship between them. If the analysis reveals an imbalance between compensation amounts and "organizational strength" information (for example, if one department's "organizational strength" is high but compensation is low), the system identifies risks associated with that imbalance (such as the risk of employee turnover). Finally, it generates and outputs recommendations that address those risks. Regarding how to identify risks, a risk table that associates imbalance situations with risks may be set up in advance in DB70, and the risk corresponding to the imbalance that matches the imbalance that has occurred may be read from the risk table, or the generation AI may derive the risk from the imbalance situation.

[0126] In this way, in the second embodiment, by generating recommendations that take into account not only "organizational strength" but also the amount of compensation, it is possible to discover issues that are more in line with the actual situation of the organization and provide information for taking appropriate measures. This makes it possible to correct imbalances within the organization and lead to healthier organizational management.

[0127] A specific example is described below. In this case, the example is a recommendation for a situation where the sales department has a higher average compensation than the planning department, despite the planning department having a higher PDS score and thus a higher organizational strength than the sales department.

[0128] INPUT1 is company attribute information and departmental compensation amount information. The company's industry is manufacturing and it has around 500 employees. The sales department has 34 employees, with an average compensation of 6 million yen, a median compensation of 6.4 million yen, and a mode compensation of 6 million to 6.5 million yen. The planning department has 28 employees, with an average salary of 5.3 million yen, a median salary of 5.4 million yen, and a mode salary of 5 to 5.5 million yen.

[0129] INPUT2 is the PDS result of table 290 in FIG. 29 and table 300 in FIG. The total activity level of the sales department is D (see Table 290 in FIG. 29, details of each element are omitted). The total activity level of the planning department is A (see Table 300 in FIG. 30, details of each element are omitted).

[0130] The output is recommendations for improving the PDS scores of the planning and sales departments. The following comments are also output based on the PDS scores and compensation information between departments. For example, the planning department has a risk of employee turnover (there is a possibility that employees in the planning department will resign in the future). There is a possibility that employees in the planning department will be influenced by other departments, which will lower their PDS scores.

[0131] By outputting such recommendations, companies can take concrete measures based on the recommendations, such as reviewing salary levels and establishing appropriate evaluation systems. This is expected to correct imbalances between departments and lead to improved performance across the organization.

[0132] As described above, according to the second embodiment, by acquiring compensation amount information and detecting an imbalance between "organizational power" and compensation amount, it is possible to detect potential organizational issues such as the risk of employee turnover at an early stage and provide recommendations for taking appropriate measures. This makes it possible to support the sustainable growth of an organization and the improvement of "organizational power."

[0133] 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 of achieving the object of the present invention are included in the present invention.

[0134] In the above-described embodiment, a company was 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.

[0135] 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, officer, etc.) of a company (organization, group, etc.) or an ordinary person.

[0136] In the above embodiment, the activity level and the total activity level are expressed by "A" to "D" and the like, but other examples are also possible.

[0137] In the above embodiment, four questions were described, including the first question regarding the individual's condition, the second question regarding the state of the organization from the individual's perspective, the third question regarding the individual's relationship with those around them, and the fourth question regarding the organization's structure, but 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 questions about how individuals interact with those around them, and questions about the structure of the organization from the individual's perspective.

[0138] In the above embodiment, five types of index elements such as "notice," "learn," "be able to do and change," "expand and connect," and "continue" are used as examples. However, the types of index elements are not limited to five, and may be N types (N is an integer value of 1 or more).

[0139] In the above embodiment, the operation of the "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 the AI ​​model to adapt to changes in the "organizational strength" of the industry, including other companies. Furthermore, instead of using an AI model, rule-based logic may be used to generate, for example, "organizational strength" information.

[0140] 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.

[0141] 3 is merely an example and is not particularly limited. That is, it is sufficient for the information processing device to have the function of executing the above-described 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.

[0142] Furthermore, although the example in which the functional blocks and databases are arranged on one server has been described, the arrangement location is not limited to that shown in FIG. 3, and they may be distributed and arranged on a plurality of information processing devices, or any other suitable location. Furthermore, one functional block and database may be configured as a single piece of hardware, may be provided in separate pieces of hardware, may be configured as a single piece of software, or may be configured as a combination of these.

[0143] When the processing of each functional block is executed by software, the program that constitutes 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 loading various programs, such as a server, or a general-purpose smartphone or personal computer.

[0144] The recording medium containing such a program may not only be composed of removable media that is distributed separately from the device itself in order to provide the program to each user, but may also be composed of recording media that are provided to each user in a state where they are pre-installed in the device itself.

[0145] In this specification, the steps describing the program to be recorded on the recording medium include not only processes that are performed in chronological order, but also processes that are not necessarily performed in chronological order but are performed in parallel or individually.

[0146] In addition, in this specification, the term "system" refers to an overall device that is made up of a plurality of devices, a plurality of means, and the like.

[0147] In summary, the information processing apparatus to which the present invention is applied is sufficient if it has the following configuration, and can take on a variety of different embodiments. That is, an information processing device to which the present invention is applied (for example, the server 10 in FIG. 3) (1) A question answer information acquisition means (e.g., the questionnaire execution unit 11 in FIG. 3) for acquiring, as question answer information, answers to L questions (L is an integer value of 1 or more) among a first question about the individual's state, 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 organization's structure, all of which are posed to each of a plurality of individuals belonging to a predetermined organization; index element calculation means (for example, the degree calculation unit 12 of FIG. 3) 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 example, the "organizational power" information generating unit 13 in FIG. 3) that generates "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 recommendation unit (e.g., recommendation unit 15 in FIG. 3) that makes a recommendation (e.g., a recommendation of how to work toward a goal) regarding at least one of the degree (target activity level) that the organization should aim for and the "organizational power" ("target organizational power") that the organization should aim for, based on the degree (activity level) of each of the N types of index elements for each of the L questions at a reference time (e.g., the current time) and the "organizational power" information (current organizational power) at the reference time (e.g., the current time); Equipped with. This will enable us to support the organizations (such as companies) to which people (such as employees) belong, in leveraging their "organizational power" as a force for change and growth to reach their desired goals. As a result, efforts can be made to increase the strength and activity level of the organization for the future.

[0148] (2) In the information processing device (for example, the server 10 in FIG. 3 ), The recommendation means (for example, the recommendation unit 15 in FIG. 3) further recommends a predicted time (period T) from the reference time point until the organization reaches the degree (activity level) and the "organizational power" that are the target of the recommendation. It is possible.

[0149] (3) In the information processing device (for example, the server 10 in FIG. 3), The recommendation means (for example, the recommendation unit 15 in FIG. 3) further recommends an effective initiative (for example) for achieving the degree (activity level) and the "organizational power" that the organization should aim for, which are the targets of the recommendation. It is possible.

[0150] (4) In the information processing device (for example, the server 10 in FIG. 3), The recommendation means (e.g., the recommendation unit 15 in FIG. 3) recommends, as the initiative, an initiative to improve at least one of the individual's skills, the knowledge that at least one of the individual and the organization should have, and the mindset that at least one of the individual and the organization should have. It is possible.

[0151] (5) In the information processing device (for example, the server 10 in FIG. 3), The recommendation means (for example, the recommendation unit 15 in FIG. 3) recommends at least one of the degree (activity level) that the organization should aim for and the "organizational strength" based on the attributes of at least one of the individual and the organization in addition to the degree (activity level) of each of the N types of index elements for each of the L questions and the "organizational strength" information at the reference time point (current organizational strength). It is possible.

[0152] (6) In the information processing device (for example, the server 10 in FIG. 3), The question answer information acquisition means (for example, the questionnaire execution unit 11 in FIG. 3) In addition to the question answer information, information including a remuneration amount as an attribute of at least one of the individual and the organization is acquired as remuneration amount information; The recommendation means (for example, the recommendation unit 15 in FIG. 3) The remuneration amount indicated by the remuneration amount information is compared with the "organizational power," and if there is an imbalance between the "organizational power" and the remuneration amount (a reversal of the "organizational power" and remuneration amount between organizations), a recommendation regarding the imbalance (for example, a recommendation of the risk associated with the reversal of the "organizational power" and remuneration amount between organizations) is made. This makes it possible to analyze the relationship between "organizational power" within an organization (for example, a department within a company) and compensation amounts, enabling early detection of potential organizational risks and providing recommendations for appropriate responses. A particularly important effect is the ability to detect organizational risks caused by compensation imbalances that cannot be grasped by simply analyzing "organizational power."

[0153] (7) In the information processing device (for example, the server 10 in FIG. 3), The imbalance occurs when the "organizational strength" of a first organization (e.g., planning department) (e.g., the PDS score of the planning department in Figure 30) is higher than the "organizational strength" of a second organization (e.g., sales department) (e.g., the PDS score of the sales department in Figure 29), but the average compensation amount of the first organization (e.g., planning department) is lower than the average compensation amount of the second organization (e.g., sales department), The recommendation means (e.g., recommendation unit 15 in Figure 3) makes a recommendation regarding the imbalance that includes information indicating that there is a risk of members (e.g., employees) of the first organization (e.g., planning department) leaving their jobs (e.g., a recommendation that there is a possibility that employees in the planning department will leave in the future). This makes it possible to specifically identify situations where there is an imbalance between "organizational power" and compensation between organizations (for example, between the sales department and the planning department), and to predict and warn of the risk of employee turnover, especially in organizations where "organizational power" is high but compensation is low (for example, the planning department). As a result, companies can prevent the loss of talented personnel and have the opportunity to take measures such as reviewing their compensation systems appropriately. Furthermore, by taking proactive measures, it is expected to have the important effect of preventing a decline in motivation and a deterioration in performance throughout the organization.

[0154] (8) The information processing method to which the present invention is applied is An information processing method executed by an information processing device, a question answer information acquisition step of acquiring, as question answer information, answers to L questions (L is 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; an index element calculation step of calculating the degree to which the predetermined organization has reached 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 generation 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 recommendation step of making a recommendation (e.g., a recommendation of how to work toward a goal) regarding at least one of the degree (activity level) that the organization should aim for and the "organizational strength" that the organization should aim for, based on the degree (activity level) of each of the N types of index elements for each of the L questions at a reference time (e.g., the current time) and the "organizational strength" information (current organizational strength) at the reference time (e.g., the current time); Including, It is possible.

[0155] (9) The program to which the present invention is applied is On the computer, a question answer information acquisition step of acquiring, as question answer information, answers to L questions (L is 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; an index element calculation step of calculating the degree to which the predetermined organization has reached 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 generation 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 recommendation step of making a recommendation (e.g., a recommendation of how to work toward a goal) regarding at least one of the degree (activity level) that the organization should aim for and the "organizational strength" that the organization should aim for, based on the degree (activity level) of each of the N types of index elements for each of the L questions at a reference time (e.g., the current time) and the "organizational strength" information (current organizational strength) at the reference time (e.g., the current time); Execute a control process including It is possible. [Explanation of symbols]

[0156] 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 unit, 107 Input unit, 108 Storage unit, 109 Communication unit, 110 Drive, 111 Removable media A, 11...Survey execution unit, 12...Degree calculation unit, 13..."Strength of the entire organization" information generation unit, 14...Visualization presentation unit, 15...Recommendation unit, 31...Visualization value total unit, 32...Visualization value total correction unit, 33...Activity level calculation unit, 34...Total activity level calculation unit, 60...DB, 63...Recommendation model, NW...Network

Claims

1. a question answer information acquisition means for acquiring, as question answer information, answers to L questions (L being an integer value of 1 or more) posed to each of a plurality of individuals belonging to a predetermined organization, the answers being a first question about the individual's state, 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 organization's structure; 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 response information; an "organizational strength" information generating means for generating "organizational strength" information indicating "organizational strength," which is the strength 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 recommendation means for making a recommendation regarding at least one of the degree that the organization should aim for and the "organizational strength" that the organization should aim for, based on the degree of each of the N types of index elements for each of the L questions at a reference time point and the "organizational strength" information at the reference time point; An information processing device comprising:

2. The recommendation means further recommends a predicted time from the reference time point until the organization reaches the target level and the "organizational strength" that is the subject of the recommendation. The information processing device according to claim 1 .

3. The recommendation means further recommends effective efforts to achieve the degree that the organization should aim for and the "organizational strength" that is the subject of the recommendation. The information processing device according to claim 1 .

4. the recommendation means recommends, as the initiative, an initiative to improve at least one of the skills of the individual, the knowledge that at least one of the individual and the organization should have, and the mindset that at least one of the individual and the organization should have; The information processing device according to claim 3 .

5. the recommendation means makes a recommendation regarding at least one of the degree that the organization should aim for and the "organizational strength" based on the respective degrees of the N types of index elements for each of the L questions and the "organizational strength" information at the reference time point, and also based on attributes of at least one of the individual and the organization; The information processing device according to claim 1 .

6. The question answer information acquisition means In addition to the question answer information, information including a remuneration amount as an attribute of at least one of the individual and the organization is acquired as remuneration amount information; The recommendation means comparing the remuneration amount indicated by the remuneration amount information with the "organizational power" and, if there is an imbalance between the "organizational power" and the remuneration amount, making a recommendation regarding the imbalance; The information processing device according to claim 1 .

7. The imbalance is a state in which the "organizational power" of a first organization is higher than the "organizational power" of a second organization, but the average compensation amount of the first organization is lower than the average compensation amount of the second organization; the recommendation means makes the recommendation regarding the imbalance, the recommendation including information indicating that the member of the first organization is at risk of leaving the organization; The information processing device according to claim 6 .

8. An information processing method executed by an information processing device, a question answer information acquisition step of acquiring, as question answer information, answers to L questions (L is an integer value of 1 or more) posed to each of a plurality of individuals belonging to a predetermined organization, the answers being a first question about the individual's state, 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 organization's structure; an index element calculation step of calculating the degree to which the predetermined organization has reached 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 generation 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 recommendation step of making a recommendation regarding at least one of the degree that the organization should aim for and the "organizational strength" that the organization should aim for, based on the degree of each of the N types of index elements for each of the L questions at a reference time point and the "organizational strength" information at the reference time point; An information processing method including:

9. On the computer, a question answer information acquisition step of acquiring, as question answer information, answers to L questions (L is an integer value of 1 or more) posed to each of a plurality of individuals belonging to a predetermined organization, the answers being a first question about the individual's state, 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 organization's structure; an index element calculation step of calculating the degree to which the predetermined organization has reached 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 generation 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 recommendation step of making a recommendation regarding at least one of the degree that the organization should aim for and the "organizational strength" that the organization should aim for, based on the degree of each of the N types of index elements for each of the L questions at a reference time point and the "organizational strength" information at the reference time point; A program that executes control processing including:

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