Information processing device

Abstract

To provide a method for extracting an employee or the like having the potential to "deviantness" by making an evaluation that emphasizes a "future" of the employee or the like belonging to the company or the like.SOLUTION: A question management part 101 presents a question Q for determining at least one element among a plurality of elements in a company with an employee W of the company as an object. An extraction part 103 extracts what satisfies a prescribed condition about a person or environment in the company on the basis of contents of an answer to the question Q.SELECTED DRAWING: Figure 6

Description

[Technical Field]

[0001] The present invention relates to an information processing device. [Background technology]

[0002] Conventionally, there have been systems aimed at supporting the evaluation of employees belonging to companies and the like (for example, Patent Document 1). [Prior art documents] [Patent documents]

[0003] [Patent Document 1] Restated WO2016 / 016973 publication Summary of the Invention [Problem to be solved by the invention]

[0004] Conventional techniques, including that of Patent Document 1, have evaluated employees based on their career history and work performance, in other words, placed emphasis on the "past." This can be said to be based on the academic background and performance-based approach that is highly valued in the real world. However, in the real world, managers (especially capable managers) often evaluate employees based on their "future," which they see as their potential value, rather than on their "past," such as their educational background or achievements. Real-life managers who make a name for themselves often inherently possess "deviance" that sets them apart from ordinary people and cannot be measured by typical standards such as academic background or achievement. For this reason, conventional technology has not been able to evaluate employees of a company, etc., with an emphasis on their "future" rather than their "past." Furthermore, there are many companies that have good principles, good services, and good employees, but are struggling to grow as a company. Many employees of such companies are unable to focus on questions such as "why am I here (at the company)?" and "what am I really trying to do?"

[0005] The present invention has been made in consideration of such circumstances, and aims to provide a method for extracting potentially "deviant" employees by conducting an evaluation that focuses on the "future" of employees belonging to a company, etc. [Means for solving the problem]

[0006] In order to achieve the above object, an information processing device according to one aspect of the present invention comprises: A presentation means for presenting a question for determining at least one element among a plurality of elements of a predetermined group to a plurality of human resources belonging to the predetermined group; extraction means for extracting people or environments in the predetermined group that satisfy predetermined conditions based on the content of the answers to the questions; Equipped with. [Effects of the Invention]

[0007] According to the present invention, by conducting an evaluation that focuses on the "future" of employees belonging to a company, etc., it is possible to extract employees, etc. who have the potential for "deviant tendencies." [Brief explanation of the drawings]

[0008] [Figure 1] FIG. 10 is a diagram showing an example of a deviant talent discovery report notified by the present service that can be realized by an information processing system to which a server according to an embodiment of the information processing device of the present invention is applied. [Figure 2] FIG. 10 is a diagram showing examples of questions presented to a plurality of employees belonging to a company and their answers. [Figure 3] FIG. 3 is a diagram showing an overview of a talent distribution graph generated based on the responses of FIG. 2. [Figure 4] 1 is a diagram illustrating an example of a configuration of an information processing system including a server according to an embodiment of the information processing device of the present invention. [Figure 5] 5 is a block diagram showing an example of a hardware configuration of a server in the information processing system shown in FIG. 4. FIG. [Figure 6]4 is a functional block diagram showing an example of a functional configuration for executing a deviant human resource extraction process and a required human resource extraction process, among the functional configurations of the server in FIG. 3. FIG. [Figure 7] 10A and 10B are diagrams showing specific examples of human resource distribution graphs generated by department, by position, by trade, and by industry. [Figure 8] FIG. 10 is a diagram showing an outline of a specific example of a human resources distribution matrix. [Figure 9] FIG. 10 is a diagram showing a specific example of a deviant personnel individual report. [Figure 10] FIG. 10 is a diagram illustrating an example of an organizational environment summary. [Figure 11] FIG. 10 is a diagram showing an example of a report output by this service. [Figure 12] FIG. 12 is a diagram showing an example of a report output by this service, which is different from the example shown in FIG. 11. [Figure 13] FIG. 13 is a diagram showing an example of a report output by this service, which is different from the examples shown in FIGS. 11 and 12. DETAILED DESCRIPTION OF THE INVENTION

[0009] Hereinafter, an embodiment of the present invention will be described with reference to the drawings.

[0010] First, an overview of a service (hereinafter referred to as "this service") that can be realized by an information processing system (see FIG. 2 described later) to which a server according to an embodiment of the information processing device of the present invention is applied will be described.

[0011] FIG. 1 is a diagram showing an example of a deviant talent discovery report notified by this service that can be realized by an information processing system to which a server according to an embodiment of the information processing device of the present invention is applied.

[0012] This service identifies organizational issues by conducting research and analysis from the perspective of human resources and the environment, which are important topics for organizations, and proposes organizational revitalization strategies to organizations that start with the human resources who have the potential to lead the organization into the future. Specifically, this service extracts, from among multiple employees W belonging to a certain company C, an employee W (not shown) who has the potential to lead the future of the company C, and notifies the management etc. Note that "employee W" can include all people who belong to the company C. For this reason, "employee W" is generally considered to include all employees below the director level, part-time employees, etc., excluding the president, but it may also include the president and other management.

[0013] In this service, multiple questions are presented to each of multiple employees W belonging to company C. The questions presented to each employee W include questions about multiple elements of the company. There is no particular limitation on the elements the questions are about. In this embodiment, questions about two elements, "deviance" (first element) and "harmony" (second element), are presented to each employee W. "Deviance" refers to the quality of breaking down existing frameworks and creating something of a different dimension, leading to nonlinear growth. People who have the independent ability to think for themselves, act for themselves, and produce results on their own can be said to have high deviance. "Harmony" refers to the ability to build fundamental relationships of trust with anyone and to create cooperative and synergistic effects. People who possess these qualities can be said to have "high harmony." Specific examples of questions presented to employee W will be described later with reference to FIG.

[0014] After the employee W answers a plurality of questions, the answers are analyzed, and based on the results of the analysis, a deviant human resource Pa (not shown) is extracted. "Deviant Talent Pa" refers to employee W who has the potential to drive the future of company C, and is a talent who has the same or similar sensibilities (hereinafter referred to as "ownership") as the owner (e.g., president) of company C. In this service, talent who have high "deviantness" and high "harmoniousness" are treated as deviant talent Pa. Ownership refers to the attitude of working with a sense of ownership. For this reason, it differs from "leadership," which refers to the ability to actually bring a group together. However, of course, there are people who possess both ownership and leadership.

[0015] Here, it can be said that such deviant personnel Pa are key personnel (i.e., key personnel) for company C. In other words, finding key personnel who can move the organization is important for (the revitalization of) company C. The "degree of growth of a person" is an important factor in determining who can move an organization, that is, who can be the starting point for influence. This service can be said to be a new talent promotion service that visualizes key personnel who are currently showing remarkable growth within an organization.

[0016] The extraction results of deviant talent Pa are displayed in the form of a report such as that shown in Figure 1 (hereinafter referred to as the "deviant talent discovery report") on the terminal of the manager of Company C or on a terminal in the human resources management department of Company C (for example, manager terminal 2 in Figure 4 described below).

[0017] That is, the "Deviant Talent Discovery Report" contains information such as that shown in Figure 1. That is, it includes written explanations such as "The results of your company's survey...", "Four people are likely to be 'Deviant Talent'", "This is the number of 'Deviant Talent' who have the potential to lead your company into the future", as well as various graphs (pie charts and bar graphs) showing the extracted results.

[0018] FIG. 2 shows examples of questions presented to a plurality of employees belonging to a company and their answers to those questions.

[0019] Figure 2 shows the questions and the responses to them. Responses to the questions are given by assigning a score of 1 to 4 for each category indicating an element. 1 and 2 points are considered "negative" responses, and 3 and 4 points are considered "positive" responses. The multiple questions Q presented to employee W consist of 28 different questions, as shown in Figure 2. Each question item relates to one of the elements (categories) of "harmony" or "deviance" at company C.

[0020] Specifically, for example, question Q with question ID "1" has an element (category) of "deviance." The answer to this question item is "3 (points)." For example, question Q with question ID "3" has an element (category) of "harmony." The answer to this question item is "2 (points)." For example, question Q with question ID "25" has elements (categories) of "deviance" and "harmony." The answers to this question item are "4" for "deviance" and "3" for "harmony."

[0021] The 28 questions Q shown in Figure 2 are set by the service provider as questions that are likely to elicit honest answers from employee W. The service provider can also change the content of the set questions Q as desired. For example, among the questions used by the service provider in coaching various companies, questions that are deemed to have elicited honest answers from the companies that received coaching can be adopted as new questions Q. In other words, the questions Q can be flexibly updated, taking into account the social situation at the time and the historical background that differs from industry to industry.

[0022] As shown in Figure 2, there are 15 questions with the element (category) "Deviance." There are also 14 questions with the element (category) "Harmony." Therefore, the total score for the element (category) "Deviance" ranges from 15 to 60 points. The total score for the element (category) "Harmony" ranges from 14 to 56 points. In the example shown in Figure 2, the total score for the answers (scores) to question Q, whose element (category) is "Deviance," is 45 points, while the total score for the answers (scores) to question Q, whose element (category) is "Harmony," is 44 points. In other words, this can be interpreted as "Deviance":"Harmony" = "45":"44." Furthermore, instead of the total score, it can also be interpreted as the average score for each question Q. In this case, this can be interpreted as "Deviance":"Harmony" = "3.0":"3.1."

[0023] FIG. 3 is a diagram showing an outline of a talent distribution graph generated based on the responses in FIG.

[0024] This service generates a two-dimensional graph based on the ratio of "deviance" to "harmony" obtained from the answers (scores) to questions. Specifically, as shown in Figure 3, a graph is generated in which the horizontal axis represents the total (or average) of answers (scores) to question Q about "deviance" and the vertical axis represents the total (or average) of answers (scores) to question Q about "harmony." The multiple points P on the graph shown in Figure 3 are plotted using the total (or average) values ​​of the answers (scores) to the 28 questions Q in Figure 2 as coordinates, and represent individual employees W belonging to company C. Hereinafter, the graph shown in Figure 3 will be referred to as the "human resource distribution graph."

[0025] Furthermore, the human resource distribution graph shown in Figure 3 displays two dashed lines (L1 and L2) extending in the horizontal and vertical directions, respectively. Of these, dashed line L1 indicates the average value for the entire company C on the horizontal axis, "deviance." In other words, employee W, whose point P is plotted to the left of dashed line L1, has a lower "deviance" than the average for the entire company C. In contrast, employee W, whose point P is plotted to the right of dashed line L1, has a higher "deviance" than the average for the entire company C. Additionally, dashed line L2 indicates the average value for the vertical axis "Harmony" for all of Company C. In other words, employee W, whose point P is plotted below dashed line L2, has a lower "Harmony" than the average for all of Company C. In contrast, employee W, whose point P is plotted above dashed line L2, has a higher "Harmony" than the average for all of Company C.

[0026] In the talent distribution graph, an employee W whose point P is plotted in zone Z1, which extends to the upper right of the point where dashed line L1 and dashed line L2 intersect at right angles, has high "deviantness" and "agreeableness." In this service, such a talent is treated as a "candidate for deviant talent Pa." In contrast, employee W, whose point P is plotted in zone Z2 that extends downward and to the left of the point where dashed lines L1 and L2 intersect, has "Deviance" and "Agreeableness" that are close to or slightly lower than the average values ​​for the entire company C. In this service, such personnel are treated as "normal employees." Furthermore, employee W, whose point P is plotted in zone Z3, which extends further to the lower left than zone Z2, has low "deviantness" and "agreeableness." In this service, such personnel are treated as "bottleneck employees."

[0027] Consulting is provided as necessary to candidates for deviant human resources Pa. This clarifies the status of candidates for deviant human resources Pa, and a service provider with specialized knowledge can determine through an interview whether or not the candidate is suitable as deviant human resources Pa.

[0028] The results of extracting deviant talent Pa are notified to the management and human resources department of company C. The method of notification is not particularly limited, and as described above, the screen shown in FIG. 1 may be displayed on the terminal of the management of company C or the terminal of the human resources department (for example, manager terminal 2 in FIG. 4 described later). Furthermore, a talent distribution graph shown in FIG. 3 may be displayed together with the screen shown in FIG. 1. In this case, supplemental comments such as those shown in FIG. 3 may be added to the talent distribution graph. Specifically, for example, a comment such as "Although there is variation in awareness, the scores tend to be high overall. Many people have their own ideas and policies, and they like their current company and job" may be added.

[0029] In addition, this service extracts deviant personnel Pa from among employees W belonging to company C, as well as "essential personnel." "Key" refers to the "pot" in an organization. Every organization has its "pot." Once you understand what the "pot" is in an organization and where it is located, it becomes clear where or what (to whom) management resources should be invested in the organization to most efficiently activate the organization. In other words, "key personnel" refers to the personnel who become the "pot" in an organization.

[0030] However, while some "key points" are fixed, many are fluid and change depending on the time and timing. For this reason, it can be said that "key personnel" also change fluidly depending on the time and timing. Therefore, this service extracts personnel needs based on a short-term perspective (hereinafter referred to as "short-term personnel needs Pb") and personnel needs based on a long-term perspective (hereinafter referred to as "long-term personnel needs Pc"). "Short-term required personnel Pb" are employees W belonging to company C who are identified as personnel who will be key in the short term for company C. Specifically, for example, those who have the potential to flourish with a little encouragement or those who are in the midst of rapid growth are identified as short-term required personnel Pb. "Long-term required personnel Pc" are employees W belonging to company C who have been identified as personnel who will be key in the long term for company C. Specifically, for example, those who aspire to become executives at company C, or those who recognize that their own goals and aspirations in life are aligned with the goals and aspirations of company C, are identified as long-term required personnel Pc.

[0031] Specifically, in this service, short-term personnel needs Pb and long-term personnel needs Pc are extracted from among employees W based on the content and timing of the answers to questions Q in FIG. The extraction results of the short-term personnel needs Pb and the long-term personnel needs Pc are notified to the manager and the human resources department of company C. The notification method is not particularly limited, and although not shown, for example, the extraction results can be displayed on a terminal of the manager of company C or a terminal of the human resources department (for example, manager terminal 2 in FIG. 4 described later). In this way, this service can identify the most appropriate personnel for the given time and timing, and notify the results of the identification. As a result, Company C can invest its management resources efficiently and at the best possible time.

[0032] In the talent distribution graph, there is an employee W in both zone Z1 and zone Z2, who is plotted with a star S instead of point P. Such talent falls under the category of "essential talent."

[0033] The management and human resources department of Company C who receive the "Deviant Talent Discovery Report" shown in Figure 1 and the "Talent Distribution Graph" shown in Figure 3 can easily identify deviant talent Pa and candidates for deviant talent Pa from among employees W belonging to their own company (Company C). In other words, they can easily discover hidden gems within their company that will shine if polished.

[0034] In this way, this service can generate personnel distribution graphs by company, department, and position. It also allows comparisons to be made with data from other companies using the service. This means that it is possible to generate personnel distribution graphs that go beyond the boundaries of a company, such as by industry or by comparison with other companies in the same industry. Specific examples of personnel distribution graphs generated by department, position, trade, and industry will be described later with reference to FIG.

[0035] Furthermore, this service is not limited to research and analysis based on the extraction of deviant talent Pa based on the two elements (categories) mentioned above: "Deviance" (first element) and "Harmony" (second element). Research and analysis can be conducted based on seven elements, adding five more elements (indicators) to these two elements (categories). The five elements (indicators) are growth, consistency, sociability, humanity, and empathy. A specific example of research and analysis based on these seven elements (two categories and five indicators) will be described later with reference to Figure 8.

[0036] In addition, this service will notify you of the characteristics of Company C's deviant personnel Pa and required personnel (short-term required personnel Pb, long-term required personnel Pc), as well as themes for promoting organizational change based on two axes: the organizational environment.

[0037] Specifically, for example, a report (not shown) with the following content is presented on the topic of deviant human resources Pa and required human resources (short-term required human resources Pb, long-term required human resources Pc) of company C: "At present, there are employees (Mr. / Ms. XX and Mr. / Ms. ◎◎) who are demonstrating the individuality of deviant human resources, and there are also employees (Mr. / Ms. □□ and Mr. / Ms. △△) who have the potential to become deviant human resources in the future. All four of these employees have high potential in terms of both personality and ability, and this will become apparent through a change in the way they interact with others."

[0038] Additionally, a report (not shown) with the following content is presented on the topic of "Company C's organizational environment." In other words, "One of your company's attractions is that the high potential of your deviant personnel is directly linked to the high potential of your organization. The key is how to unearth the "exploratory power" and "development power" that still lie dormant within your company. To do this, you need to "create an opportunity" that will serve as an opportunity for this."

[0039] Furthermore, this service notifies summary information regarding the "organizational environment" of company C. A specific example of summary information regarding the "organizational environment" of company C will be described later with reference to FIG.

[0040] Furthermore, in this service, the sincerity and veracity of the answers (scores) given by employee W are important. For this reason, this service calculates a "degree of sincerity" that quantifies the sincerity and veracity of the answers (scores) given by employee W using a predetermined logic. The "degree of sincerity" is an index for measuring employee W's "strength of unwavering determination" and "seriously putting it into practice." The logic for calculating the "degree of sincerity" may include a method of comparing the content of the individual question items that make up multiple questions Q in various combinations, or a method that takes into account the number of answers. The "degree of sincerity" can also be used as evidence information for extracting the "required personnel" mentioned above.

[0041] Next, with reference to FIG. 4, a description will be given of the configuration of an information processing system that realizes the provision of the above-described service, that is, an information processing system that includes a server 1 according to an embodiment of an information processing device of the present invention. FIG. 4 is a diagram showing an example of the configuration of an information processing system including a server according to an embodiment of the information processing device of the present invention.

[0042] The information processing system shown in FIG. 4 is configured to include a server 1, a manager terminal 2, and an employee terminal 3. The server 1, manager terminal 2, and employee terminals 3-1 to 3-n (n is an integer value of 1 or greater) are connected to one another via a predetermined network NW such as the Internet or an in-house LAN (Local Area Network). Hereinafter, when there is no need to distinguish between the employee terminals 3-1 to 3-n, they will be collectively referred to as the "employee terminal 3."

[0043] The server 1 is an information processing device managed by a service provider (not shown). The server 1 executes various processes for realizing the service while appropriately communicating with the manager terminal 2 and the employee terminal 3.

[0044] The administrator terminal 2 is an information processing device operated by the manager or a person in charge of the human resources management department of company C. The administrator terminal 2 is configured, for example, by a personal computer, smartphone, tablet, or the like provided in the company.

[0045] The employee terminal 3 is an information processing device operated by the employee W. The employee terminal 3 is configured, for example, by a personal computer, a smartphone, a tablet, or the like provided in the company.

[0046] FIG. 5 is a block diagram showing an example of a hardware configuration of a server in the information processing system shown in FIG.

[0047] The server 1 includes a CPU (Central Processing Unit) 11, a ROM (Read Only Memory) 12, a RAM (Random Access Memory) 13, a bus 14, an input / output interface 15, an input unit 16, an output unit 17, a memory unit 18, a communication unit 19, and a drive 20.

[0048] The CPU 11 executes various processes according to a program recorded in the ROM 12 or a program loaded from the storage unit 18 into the RAM 13 . The RAM 13 also stores data and the like necessary for the CPU 11 to execute various processes.

[0049] The CPU 11, ROM 12, and RAM 13 are connected to one another via a bus 14. An input / output interface 15 is also connected to this bus 14. An input unit 16, an output unit 17, a storage unit 18, a communication unit 19, and a drive 20 are connected to the input / output interface 15.

[0050] The input unit 16 is configured with, for example, a keyboard and is used to input various information. The output unit 17 is configured with a display such as a liquid crystal display, a speaker, etc., and outputs various information as images and sounds. The storage unit 18 is configured with a DRAM (Dynamic Random Access Memory) or the like, and stores various data. The communication unit 19 communicates with other devices (for example, the manager terminal 2 and employee terminal 3 in FIG. 4) via a network N including the Internet.

[0051] Removable media 40, such as a magnetic disk, optical disk, magneto-optical disk, or semiconductor memory, is appropriately attached to the drive 20. A program read from the removable media 40 by the drive 20 is installed in the storage unit 18 as needed. Furthermore, the removable medium 40 can also store various data stored in the storage unit 18 in the same manner as the storage unit 18.

[0052] Although not shown, the manager terminal 2 and employee terminal 3 in Fig. 4 can also have basically the same hardware configuration as that shown in Fig. 5. Therefore, a description of the hardware configuration of the manager terminal 2 and employee terminal 3 will be omitted.

[0053] 4 including the server 1 in Fig. 5, various processes including the deviant talent extraction process and the required talent extraction process can be executed in the server 1. As a result, the service provider can provide the above-mentioned present service to the user. The "deviating personnel extraction process" refers to a process of extracting deviating personnel Pa from among employees W belonging to the company. The "process for extracting personnel in need" refers to the process for extracting personnel in need in the short term Pb and personnel in need in the long term Pc from among employees W belonging to the company. The functional configuration for executing the deviant personnel extraction process and the required personnel extraction process executed in the information processing system will be described below.

[0054] FIG. 6 is a functional block diagram showing an example of the functional configuration of the server in FIG. 3 for executing the deviant human resource extraction process and the required human resource extraction process.

[0055] 4 executes the deviant human resource extraction process, the question management unit 101, the mapping unit 102, and the deviant human resource extraction unit 131 of the extraction unit 103 function in the CPU 11. Also, when the server 1 executes the human resource need extraction process, the question management unit 101, the mapping unit 102, and the short-term human resource need extraction unit 132 and the long-term human resource need extraction unit 133 function in the extraction unit 103.

[0056] In addition, a question DB 181 and an employee DB 182 are provided in one area of ​​the storage unit 18 of the server 1.

[0057] The question DB 181 stores and manages a plurality of questions Q to be presented to the employee W. Specifically, the content of each question Q is associated with information that can uniquely identify the question Q (for example, the question ID in FIG. 2) and managed accordingly.

[0058] The employee DB 182 stores employee information about the employee W. Specifically, the employee information about the employee W is managed in association with information that can uniquely identify each employee W. The employee information includes the content of the question Q presented to the employee W and the content of the answer to the question Q, and the two are managed in association with each other.

[0059] The question management unit 101 presents a question Q to a plurality of employees W belonging to a company C, for determining at least one element among a plurality of elements in the company C. The question Q presented to the employees W is stored and managed in advance in the question DB 181. The question management unit 101 also acquires an answer to the question Q presented to the employee W. The acquired answer and the question Q corresponding to the answer are managed in the employee DB 182 in association with information that can uniquely identify the employee W who provided the answer.

[0060] The mapping unit 102 generates a space for employees belonging to a company, constructed with "harmony" as the first element of the company as the first axis and "deviantness" as the second element as the second axis. Next, the mapping unit 102 places points P representing each employee W belonging to the company in the generated space based on the content of the answer to the question Q. In addition, as needed, it places stars S indicating personnel needs. In this way, a "personnel distribution graph" is generated.

[0061] In the extraction unit 103, a deviant human resource extraction unit 131, a short-term human resource need extraction unit 132, and a long-term human resource need extraction unit 133 function.

[0062] The deviant human resource extraction unit 131 extracts deviant human resources Pa from among the employees W based on the content of the answers from the employees W to the questions Q.

[0063] Furthermore, the deviant human resource extraction unit 131 extracts deviant human resources Pa from among a plurality of employees W belonging to the company, who are arranged as points P on the "human resource distribution graph." This makes it possible to identify the talent that has the potential to lead the company into the future from among the employees W belonging to that company, who are placed on a "talent distribution graph" constructed on the two axes of deviance and harmony.

[0064] Furthermore, the deviant human resource extraction unit 131 extracts those who satisfy predetermined requirements for the environment of company C based on the content of the answers to questions Q regarding at least some of the multiple elements of company C. "Those who satisfy predetermined requirements for the environment of company C" includes, for example, the "organizational environment summary" described below. Examples of the "multiple elements" include "deviance" (element 1), "harmony" (element 2), "growth" (element 3), "consistency" (element 4), "sociality" (element 5), "humanity" (element 6), and "resonance" (element 7).

[0065] "Growth potential" (the third element) is based on the perspective of "Is true growth occurring?" "Consistency" (the fourth element) is based on the perspective of "Is the organization in a state where it is easy to unleash its energy?" "Sociability" (the fifth element) is based on the perspective of "Are they truly engaging with society, rather than just being self-satisfied?" "Humanity" (the sixth element) is based on the perspective of "Does the company value employee W as a person?" "Sympathy" (the seventh element) is based on the perspective of "How much does employee W like company C?" or "How much does employee W see company C as his own?" This service extracts companies that meet the specified requirements for their environment based on the answers to questions Q regarding at least some of the following: deviation, harmony, growth, consistency, sociability, humanity, and empathy. As a result, it becomes possible to extract "things that satisfy predetermined requirements for the environment of Company C" based on a multifaceted perspective, thereby increasing the reliability of the extraction results.

[0066] The short-term manpower requirement extraction unit 132 extracts manpower who will be key in the short term for the company based on the content and timing of the answer from employee W to question Q as short-term manpower requirement Pb.

[0067] The long-term talent requirement extraction unit 133 extracts talent who will be key in the long term for the company as long-term talent requirement Pc based on the content and timing of the answer from employee W to question Q. This makes it possible to clarify where management resources should be invested in order to revitalize the company.

[0068] FIG. 7 shows specific examples of human resource distribution graphs generated by department, by position, by trade, and by industry.

[0069] Figure 7(A) shows a specific example of a personnel distribution graph by department. Specifically, it shows the distribution of points P representing employees W who belong to the Development Department, the First Business Department, or the Second Business Department among the multiple departments that make up Company C. Of these, zone Z11 shows that there is a large distribution of points P representing employees W who belong to the Development Department. Zone Z12 shows that there is a large distribution of points P representing employees W who belong to the First Business Division. Zone Z13 shows that there is a large distribution of points P representing employees W who belong to the Second Business Division. In other words, from the personnel distribution graph by department in Figure 7(A), it can be seen that there are many deviant personnel Pa among the employees W who belong to the Second Business Division. The personnel distribution graph by department in Figure 7(A) is reported to the management and human resources management department of Company C along with the deviant personnel discovery report in Figure 1, just like the personnel distribution graph by company in Figure 2. For this reason, adding a comment such as, "Rather than the individuality of each department, it is the strength of each individual's individuality. At present, we believe that these individualities are being utilized relatively well," can help the management and human resources management department of Company C understand the situation.

[0070] Figure 7(B) shows a specific example of a personnel distribution graph by position. Specifically, it shows the distribution of points P representing employees W, whose positions or positions in company C are director / executive, department head / manager, section chief / leader, regular employee, and part-time worker. Of these, zone Z21 shows that there is a large distribution of points P representing employees W whose job title is director or executive. Zone Z22 shows that there is a large distribution of points P representing employees W whose job title is department manager or manager. Zone Z23 shows that there is a large distribution of points P representing employees W whose job title is section manager or leader. Zone Z24 shows that there is a large distribution of points P representing employees W whose job title is general employee. Zone Z25 shows that there is a large distribution of points P representing employees W whose job title is part-time worker. In other words, from the personnel distribution graph by job title in Figure 7 (B), it can be seen that there are many deviant personnel Pa among employees W whose job title is director or executive, and employees W whose job title is department manager or manager. The graph of talent distribution by position in Figure 7(B) is also reported to the management and human resources management department of Company C along with the deviant talent discovery report in Figure 1. For this reason, adding a comment such as, "This is a generally observed trend, but the higher the executive level, the higher the awareness tends to be. Your company is no exception, and in terms of position, the higher the score," can help the management and human resources management department of Company C understand the situation.

[0071] FIG. 7C shows a specific example of a human resource distribution graph including Company C and its competitors. Specifically, in addition to points P representing each employee W belonging to Company C, the graph also shows the distribution of triangles T representing each employee belonging to other companies in the same industry. FIG. 7C also shows dashed lines L11 and L12 representing the average values ​​of other companies in the same industry. This allows a comparison between dashed lines L1 and L2 representing the average values ​​of all employees W of Company C and dashed lines L11 and L12 representing the average values ​​of other companies in the same industry. The talent distribution graph (Figure 7C) for Company C and its competitors is also reported to Company C's management and human resources department along with the deviant talent discovery report (Figure 1). For this reason, it is possible to display, for example, the average values ​​of Company C's deviance and harmony to compare with those of competitors. Furthermore, adding comments such as, "Compared to other companies in the same industry, we can see that your company is a group of highly motivated people. There tends to be a large number of people who voluntarily choose to 'grow at this company.' Furthermore, your company is believed to have the power to serve as a 'place' that raises employee awareness. It is believed that a cycle exists in which highly motivated people gather, a place of high awareness is created, and the place further raises people's awareness." can also help Company C's management and human resources department understand the situation.

[0072] Figure 7(D) shows a specific example of a human resources distribution graph by industry. Specifically, it shows multiple zones Z, each representing a different industry, such as consulting / services, human resources / education, and real estate / construction. The graph of talent distribution by industry in Figure 7(D) is also reported to the management and human resources management department of Company C along with the deviant talent discovery report in Figure 1. In addition, adding comments can help the management and human resources management department of Company C understand the situation.

[0073] FIG. 8 is a diagram showing an outline of a specific example of a human resources distribution matrix.

[0074] The multiple elements for Company C include the aforementioned "deviantness" (element 1) and "harmony" (element 2), as well as "growth potential" (element 3), "consistency" (element 4), "sociality" (element 5), "humanity" (element 6), and "sympathy" (element 7). As mentioned above, the 28 questions Q in Figure 2 can be classified into two categories: "Deviance" (Element 1) and "Harmony" (Element 2). With this service, the 28 questions Q classified into two categories can be further classified into five indicators. These five indicators include "Growth Potential" (Element 3), "Consistency" (Element 4), "Sociability" (Element 5), "Humanity" (Element 6), and "Sympathy" (Element 7). A list of these indicators is the "Talent Distribution Matrix" shown in Figure 8.

[0075] In the talent distribution matrix, each of the 28 questions Q in Figure 2 is classified into one of five indicators (elements). As a result, there are five or six questions Q for each indicator (element), as shown in Figure 8. That is, in the talent distribution matrix, each question Q is classified into one of five indicators (elements) and into two categories (elements). In other words, one question Q does not have to be related to any one of the seven elements, but may be related to any two or more of the seven elements. This allows questions related to any two or more of the seven elements to be included, thereby realizing processing using high-quality questions based on multifaceted perspectives.

[0076] Furthermore, as shown in Figure 8, the human resources distribution matrix displays, for each individual question Q, the average value for the entire Company C, the average value for the entire Development Department, the average value for the entire First Business Division, and the average value for the entire Second Business Division.

[0077] FIG. 9 is a diagram showing a specific example of a deviant personnel individual report.

[0078] In this service, when deviant personnel Pa are extracted, a report (hereinafter referred to as an "individual deviant personnel report") is generated for each individual deviant personnel Pa. The generated individual deviant personnel report is displayed on a terminal of the manager of company C, a terminal of the human resources management department of company C (for example, manager terminal 2 in Figure 4), etc. As shown in Figure 9, the individual report for deviant talent Pa (employee W) includes a photo of the deviant talent, their name ("XX" in the example in Figure 9), their department, their job title, a talent distribution graph, and the average scores for each of the five elements (indicators) mentioned above. Comments about the deviant talent Pa (employee W) are also included. For example, comments such as, "They have the leadership to discover and promote what only our company can do," or "Human growth does not proceed linearly but in steps. If "transcending one's skin" is described as crossing a large step and entering the next stage, then this person is in the "pre-transcending" stage. They have an excellent ability to grasp the essence of things, and by transcending their skin, this ability has the potential to blossom. As a result, they will be able to discover what "the vortex that only our company can create" in society and demonstrate the leadership to promote it. Maintaining a perspective of "what can only be done in the here and now" will be the catalyst for transcending their skin." As a result, the manager or personnel management department of company C who receives the deviant personnel individual report can easily obtain information about the personnel extracted as deviant personnel Pa.

[0079] FIG. 10 is a diagram showing a specific example of an organizational environment summary.

[0080] The "Organizational Environment Summary" is an example of a report on the "organizational environment" that is provided to the management and human resources department of Company C. The organizational environment summary includes scores for each element for each of the multiple departments that make up Company C. The score for each element is the average of the responses (scores) of employee W belonging to that department, and is visualized by the graph in Figure 10. For example, the scores for "growth potential" (third element) on the far left are "3.3 (points)" for the Development Department, "3.8 (points)" for the First Business Division, and "3.3 (points)" for the Second Business Division, with the average for the three departments being "3.4 (points)." The scores for "consistency" (fourth element), "sociability" (fifth element), "humanity" (sixth element), and "resonance" (seventh element) are as shown in Figure 10. As shown on the right side of Figure 10, the organizational environment summary also includes the highest and lowest scores for each element and the department names corresponding to those scores. For example, the highest score for "growth potential" (element 3) is 3.8 (points) for the First Business Division, while the lowest is 3.3 (points) for the Development Department. The highest and lowest scores for "consistency" (element 4), "sociability" (element 5), "humanity" (element 6), and "resonance" (element 7) are as shown in Figure 10. Additionally, as shown in the upper part of Figure 10, the organizational environment summary includes comments about Company C's "organizational environment." For example, a comment such as, "If you think of an organization as a single person, your company has a unique atmosphere that is on the verge of shedding its skin. Your company's potential will be realized by pursuing a unique path (an uncharted road) that is not bound by precedents or industry practices, such as fulfilling a social role that only your company can fulfill and creating unprecedented new products and services." This will allow the management and human resources management department of Company C who receive the organizational environment summary to understand the issues regarding Company C's "organizational environment" and to use it as reference material to determine the path forward.

[0081] FIG. 11 is a diagram showing an example of a report output by this service.

[0082] This service can generate a variety of reports based on various perspectives, in addition to the reports mentioned above, for the management and human resources management department of Company C. For example, as shown in FIG. 11, a report based on the perspective of "autonomy" of employee W can be generated. "Autonomy" means taking things personally, thinking for oneself, making one's own decisions, interacting with others, taking action, and achieving results on one's own. The greater the degree of "autonomy" of employee W, the greater the harmony with the external environment (for example, colleagues, customers, the organization as a whole, etc.). As a result, things can proceed smoothly and enjoyably without causing conflict or discord.

[0083] The report shown in Figure 11 shows the degree of philosophical alignment, competitive advantage, bottom-up driving force, and degree of autonomous harmony (organizational health) as important indicators (elements) for Company C, for the whole of Company C, by department, and by position. The degree of autonomous harmony (organizational health) classifies the degree of "autonomy" into dangerous elements, dependent, pre-autonomous, autonomous, and harmonious autonomous. Here, the numerical values ​​for the degree of philosophy alignment, degree of competitive advantage, and bottom-up driving force are categorized, and these represent the five indicators (elements) mentioned above. In other words, the report shown in Figure 11 is a two-stage evaluation of Company C's important indicators (elements) and the five indicators (elements) mentioned above. The generated report is displayed on a terminal of the manager of company C, a terminal of the human resources management department of company C (for example, manager terminal 2 in FIG. 4), or the like.

[0084] FIG. 12 is a diagram showing an example of a report output by this service, which is different from the example shown in FIG. The example report in Figure 12 includes a graph that displays the values ​​of five indicators (elements) for each department or position in Company C in an easy-to-compare manner. In other words, the graph shown in the report in Figure 12 is a human resource distribution graph by department and position. On the left side of the report in Figure 12, there is a graph with a group of bar graphs for each department for each of the five indicators (elements). This makes it possible to compare departments with high growth potential at a glance, for example. For example, the graph shows the average values ​​for all departments for each of the five indicators (elements) in a line graph, making it easy to compare the indicator values ​​for each department with the average values ​​for all departments. Additionally, on the right side of the report in Figure 12, a group of bar graphs for each position is displayed for each of the five indicators (elements). This makes it easy to compare positions, just as it does for each department.

[0085] In this way, by comparing the five indicators (elements) for each department or position, the organizational environment can be visualized. For example, in an organization called Company C, by visualizing the differences between departments, the environment that results from so-called vertical divisions, such as the openness of the organization, becomes visible. For example, in an organization called Company C, by visualizing the differences between job titles, the environment can be visualized, such as the ease with which decisions are made within a department or whether reforms are likely to proceed, based on five indicators (elements) for each department's discretion (each job title) within Company C.

[0086] In the past, there were people who used tools to evaluate IT literacy alone, such as those who analyzed that "management personnel at Company C do not have high IT literacy." However, this service makes it possible to visualize the organizational environment by comparing the above five indicators (elements) by department or position within Company C, and to ensure that personnel are able to perform appropriately.

[0087] FIG. 13 is a diagram showing an example of a report output by this service, which is different from the examples shown in FIGS. The report in FIG. 13 includes a graph comparing the answers of employee W to each question Q with the average answers of the department to which employee W belongs. This makes it easy to understand whether employee W is a deviant human resource or whether the answer given by employee W matches the department to which employee W belongs. Specifically, for example, employee W in the example of FIG. 13 gives clear answers to each question. That is, as shown in the graph, employee W gives clear answers (taking maximum and minimum values) to each question. In this case, employee W answers each question Q with a clear answer. Since deviant personnel Pa often have clear opinions on questions Q like this, it can be seen that employee W is highly likely to be a deviant personnel. Also, for example, by comparing the graphs in FIG. 13, it becomes possible to understand whether employee W matches the department to which he or she belongs. For example, although not shown in the figure, suppose that an employee W gave high overall answers to question Q about consistency and resonance. Also, suppose that the average scores for consistency and resonance were high in the department to which employee W belongs. In this case, employee W may not be a deviant talent, but he or she fits the attributes of the department and can be said to be in an environment where he or she can work comfortably.

[0088] 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 considered to be included in the present invention.

[0089] As mentioned above, this service can extract deviant talent Pa, but the need for human resource strategies that include deviant talent Pa has increased in recent years. Below, we will provide additional explanation on the importance of deviant talent Pa. Specifically, the Ministry of Economy, Trade and Industry has presented a "Management Strategy and Human Resources Strategy" that encourages companies to place importance on human resources strategies. Furthermore, according to the 2020 edition of the "Shareholders' Meeting White Paper" (compiled by the Commercial Law Research Institute), questions and discussions regarding human resources and labor at shareholder meetings are increasing. There is also a movement toward international standardization of human resources management through ISO 30414 (guidelines for the disclosure of information related to personnel and organizations). Furthermore, the U.S. Securities and Exchange Commission (SEC) has mandated that listed companies disclose information on their human capital. Furthermore, as mentioned above, it has been pointed out that while traditional Japanese management (seniority-based and lifetime employment) worked in the past, it has also resulted in the creation of organizationally dependent personnel. Furthermore, even in a situation of organizational dependency, personnel with high skills and abilities, as well as the ability to build internal connections and negotiate, tended to be promoted and selected more often. Furthermore, within a stable employment community, a "homogeneous" and "total education"-based organization has been formed through the mass hiring of new graduates, hierarchical training, job rotation, and other methods. As such, the current situation is that Japanese-style on-the-job training (OJT) results in enormous management costs per person (including human resource development costs). It also has the side effect of making it difficult for individuals to develop a sense of independent career development, making it difficult to produce employees with advanced expertise in specific functions or fields, and making it difficult for employees to change their state of mind autonomously if they lose opportunities for promotion or advancement later in their careers, resulting in them becoming "free riders." Furthermore, remote management due to COVID-19 has made it much more difficult to develop human resources.

[0090] Against this background, the problems mentioned above arise, which will be explained in detail below. In other words, the problem is that the evaluation is not being focused on the people who should be evaluated. Also, there is a discrepancy between the evaluation criteria of the past and the original (current) evaluation criteria. Furthermore, promotions and talent selection are only based on the past evaluation criteria, and development is delayed due to the standards of the individual. In other words, training resources are being allocated equally to people who would not benefit from training (high training costs). Furthermore, even if measures are taken to educate everyone equally, organizational growth is slowed. As a result, managers and management members are exhausted. Furthermore, the influx of young Generation Z has diversified work values, and the COVID-19 pandemic has led to remote management and more sophisticated human resource development, but the inability to respond to these changes is also a problem.

[0091] Given the above background and problems, this service offers the following solutions. In other words, by using this service, users such as Company C can visualize the personnel they should be evaluating. Specifically, this service allows Company C (or its managers and management members) to identify the degree of dependency on the organization and the degree of career autonomy, and to discover people who are inherently highly valued. Furthermore, by using this service, Company C (or its managers and management members) can analyze the priorities of personnel on whom training and management resources should be invested. It can also present training plans for management in the post-COVID era. It can also visualize the training plans and priorities of potential personnel who are not deviant personnel Pa.

[0092] As a result, it becomes possible to obtain qualitative information about key personnel that cannot be dug up one-on-one during promotion meetings, etc. Furthermore, personnel who have high career autonomy but whose performance is currently low will begin to play an active role, revitalizing the entire organization. Furthermore, since personnel who deserve recognition will be promoted, it will become easier for the next generation of key personnel to emerge, making it easier for Company C to hire key personnel. Furthermore, by clarifying the priorities of the education plan and simplifying the personnel development guidelines, it is expected that personnel development costs (management costs and personnel training budgets) will be significantly reduced.

[0093] This service can identify the "truthfulness" of individual survey responses and then analyze them. It can also weight each response according to its degree of truthfulness. In other words, with conventional methods, answering questionnaires can be a hassle, and many employees may not respond seriously. As a result, a lot of noisy information can be introduced, which can lead to the development of human resource strategies and organizational activation measures that are influenced by this. However, with this service, it is possible to tilt each answer according to the degree of veracity, thereby reducing the impact of noisy information.

[0094] For example, the screen configurations shown in Figures 1 to 3 are merely examples. Any type of screen that allows the manager or employee W to visually recognize and understand the content can be adopted.

[0095] Furthermore, for example, the above-mentioned question Q is merely an example, and any manner of question Q can be set.

[0096] Furthermore, for example, the various reports described above are merely examples. Any type of report that contributes to the organizational revitalization strategy of Company C can be generated.

[0097] Furthermore, the system configuration shown in FIG. 4 and the hardware configuration of the server 1 shown in FIG. 5 are merely examples for achieving the object of the present invention, and are not particularly limited.

[0098] Furthermore, the functional block diagram shown in Fig. 6 is merely an example and is not particularly limited. That is, it is sufficient if the information processing system in Fig. 4 is provided with a function that can execute the above-mentioned deviant talent extraction process and the required talent extraction process as a whole, and the type of functional block used to realize this function is not particularly limited to the example in Fig. 6.

[0099] Furthermore, the locations of the functional blocks are not limited to those shown in FIG. 6 and may be arbitrary. 6, the deviant personnel extraction process and the required personnel extraction process are configured to be performed under the control of the CPU 11 of the server 1 constituting the information processing system described above, but are not limited to this. For example, at least some of the functional blocks arranged on the server 1 side may be provided on the manager terminal 2 side, the employee terminal 3 side, or another information processing device not shown.

[0100] The above-described series of processes can be executed by hardware or software. Furthermore, one functional block may be configured as a single piece of hardware, a single piece of software, or a combination thereof.

[0101] When a series of processes is executed by software, the programs that make up the software are installed into a computer or the like from a network or a recording medium. The computer may be a computer built on dedicated hardware. The computer may also be a computer capable of executing various functions by installing various programs, such as a server, a general-purpose smartphone, or a personal computer.

[0102] The recording medium containing such a program may be composed not only of a removable medium (not shown) that is distributed separately from the device main body in order to provide the program to the user, but also of a recording medium that is provided to the user in a state that is pre-installed in the device main body.

[0103] 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.

[0104] To sum up, the information processing device to which the present invention is applied is sufficient as long as it has the following configuration, and can take on a variety of different embodiments. That is, the information processing device to which the present invention is applied is A presentation means (for example, the question management unit 101 in FIG. 6) for presenting a question to a plurality of human resources (for example, the above-mentioned employee W) belonging to a predetermined group (for example, the above-mentioned company C) to determine at least one element (for example, the above-mentioned "deviantness" and "harmoniousness") among a plurality of elements in the predetermined group; Extraction means (for example, the extraction unit 103 in FIG. 6) for extracting people or environments in the predetermined group that satisfy predetermined conditions based on the content of the answers to the questions; Equipped with.

[0105] This allows multiple people belonging to a certain group to be asked questions to determine at least one of the multiple elements of the group, and then based on the answers to the questions, people or environments in the group that meet certain conditions are extracted. As a result, it becomes possible to identify individuals from among the multiple people in a group who have the potential to lead the group into the future.

[0106] Moreover, the presenting means Presenting a plurality of questions to the plurality of human resources to determine at least one of agreeableness as a first element and deviance as a second element in the predetermined group; The extraction means The system may have a first extraction means (for example, the deviant talent extraction unit 131 in Figure 6) that extracts from the plurality of talents a first talent (for example, the above-mentioned deviant talent Pa) who has the same or similar sense as the owner of the specified group based on the content of the answers to the plurality of questions.

[0107] This allows multiple questions to be presented to multiple individuals belonging to the group to determine at least one of the deviance and harmony within the group. Then, based on the answers to the multiple questions, a first individual who has the same or similar sensibilities as the owner of the group is extracted from the multiple individuals belonging to the group. As a result, it becomes possible to identify individuals who have the potential to lead the group into the future, based on the group's harmony and deviance.

[0108] The system further includes a mapping unit (for example, the mapping unit 102 in FIG. 6) that arranges each of the plurality of human resources in a space constructed with the harmony as a first axis and the deviance as a second axis based on the content of the answer to the question, The first extraction means can extract a first human resource from the plurality of human resources arranged in the space.

[0109] As a result, multiple talents are placed in a space constructed with harmony as the first axis and deviance as the second axis based on the content of their answers to the questions. Then, a first talent is extracted from the multiple talents placed in that space. As a result, it becomes possible to identify individuals who have the potential to lead the group into the future from among the multiple individuals belonging to the group who are placed in a space constructed along the two axes of deviance and harmony.

[0110] Moreover, the extraction means A second extraction means (for example, the required talent extraction unit 132 in FIG. 6) for extracting a second talent who will be essential in the short term (for example, the above-mentioned short-term required talent Pb) and a third talent who will be essential in the long term (for example, the above-mentioned long-term required talent Pc) from the predetermined group based on the content and timing of the answers to the plurality of questions; can have:

[0111] This allows for the extraction of key personnel in the group in the short term and in the long term based on the content and timing of answers to multiple questions. As a result, it becomes clear where management resources should be invested in order to revitalize the company.

[0112] The questions may also include questions regarding growth as a third factor, consistency as a fourth factor, sociability as a fifth factor, humanity as a sixth factor, and empathy as a seventh factor within the specified group.

[0113] As a result, the questions presented to the multiple people in the group include questions about growth potential, consistency, sociability, humanity, and empathy. As a result, extraction based on multiple perspectives becomes possible, which increases the reliability of the extraction results.

[0114] Moreover, the extraction means Based on the content of the answers to questions regarding at least some of the first element, the deviance, the second element, the growth, the fourth element, the consistency, the fifth element, the sociability, the sixth element, the humanity, and the seventh element, it is possible to extract those that meet the specified requirements for the environment of the specified group.

[0115] This allows for the extraction of individuals who meet certain requirements for the group's environment based on the content of their answers to questions regarding at least some of the following: harmony, deviance, growth, consistency, sociability, humanity, and empathy. As a result, it becomes possible to extract information about the group's environment from multiple perspectives, thereby increasing the reliability of the extraction results.

[0116] Furthermore, one question may include questions relating to two or more of the first to seventh elements.

[0117] This allows one question to be related to two or more of the elements of harmony, deviance, growth, consistency, sociability, humanity, and sympathy, resulting in processing using high-quality questions based on multifaceted perspectives. [Explanation of symbols]

[0118] 1 Server, 2 Administrator terminal, 3 Employee terminal, 11 CPU, 12 ROM, 13 RAM, 14 Bus, 15 Input / output interface, 16 Input section, 17 Output section, 18 Memory section, 19 Communication section, 20 Drive, 40 Removable media, 101 Question management section, 102 Mapping section, 103 Extraction section, 131 Deviant personnel extraction section, 132 Short-term personnel requirement extraction section, 133 Long-term personnel requirement extraction section, 181 Question DB, 182 Employee DB, NW Network, W Employee, Q Question, Pa Deviant personnel, Pb Short-term personnel requirement, Pc Long-term personnel requirement

Claims

1. a presentation means for presenting a plurality of questions to a plurality of human resources belonging to a predetermined group in order to determine agreeableness as a first element and deviance as a second element in the predetermined group; extraction means for extracting people or environments in the predetermined group that satisfy predetermined conditions based on the content of the answers to the questions; Equipped with The extraction means a first extraction means for calculating points relating to harmony as a first element and deviance as a second element based on the contents of the answers to the plurality of questions, and extracting from the plurality of human resources those human resources whose harmony points are equal to or greater than a predetermined threshold and whose deviance points are equal to or greater than a predetermined threshold as first human resources having a sense that is the same as or similar to that of the owner of the predetermined group; Information processing device.

2. further comprising a mapping means for arranging each of the plurality of human resources in a space constructed with the harmony as a first axis and the deviance as a second axis based on the content of the answer to the question, The first extraction means extracts a first person from the plurality of people arranged in the space. The information processing device according to claim 1 .

3. The questions include questions about growth as a third factor, consistency as a fourth factor, sociability as a fifth factor, humanity as a sixth factor, and empathy as a seventh factor in the specified group.

3. The information processing device according to claim 1 or 2.

4. The extraction means extracting a group that satisfies predetermined requirements for the environment of the predetermined group based on the content of answers to questions regarding at least some of the harmony as the first element, the deviance as the second element, the growth potential as the third element, the consistency as the fourth element, the sociability as the fifth element, the humanity as the sixth element, and the empathy as the seventh element; The information processing device according to claim 3 .

5. The questions include questions regarding any one or more of the first element to the seventh element.

5. The information processing device according to claim 3 or 4.

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