Organization member evaluation device, organization member evaluation method, and program

Abstract

We provide a device that provides an integrated system that includes quantitative multiple-choice evaluation by category, combined self- and peer-evaluation, visualization of score trends, and action list presentation. [Solution] The organization comprises a display control means for displaying on a display unit, for each member of a plurality of categories, a screen for each member including one or more questions for each category and multiple choice answers to the questions; an input accepting means for inputting multiple choice answers by each member to each question; and an evaluation means for evaluating each member based on one or more questions for each of the plurality of categories and one or more answers corresponding to each of the one or more questions, wherein the categories include at least categories related to each member's skills, categories related to each member's condition, and categories related to engagement, and the display control means displays on the display unit a screen for each member including the results of the evaluation.

Description

[Technical Field]

[0001] The present invention relates to an organization member evaluation device, an organization member evaluation method, and a program. [Background technology]

[0002] In recent years, companies and organizations have been focusing on human resource management methods that visualize and quantitatively evaluate employee skills, motivation, psychological state, engagement, etc. in order to strategically manage and utilize human capital, thereby optimizing the performance of individuals and the organization as a whole.

[0003] Against this background, various human resource evaluation methods and systems have been proposed.

[0004] For example, Patent Document 1 discloses an information processing device that visualizes trends in teams based on employees' subjective evaluations of their work environments, leading to organizational improvements. The device is characterized by displaying multiple questions and options for each category and calculating a propensity score based on the answers. [Prior art documents] [Patent documents]

[0005] [Patent Document 1] Japanese Patent Application Laid-Open No. 2025-18392 Summary of the Invention [Problem to be solved by the invention]

[0006] However, the technology of Patent Document 1 is limited to the functions of score display and trend visualization.

[0007] Furthermore, the following issues have been pointed out in conventional evaluation and management practices:

[0008] Methods using spreadsheets or paper-based self-assessment sheets are subjective and depend on individuals, making it difficult to make objective comparisons or analyze trends across the organization.

[0009] One-on-one interviews with superiors are effective in understanding the situation, but they lack consistency in records and continuous use, and are easily dependent on the skills and subjectivity of the interviewer.

[0010] Surveys of engagement and stress are conducted only a few times a year, which is insufficient to detect early signs of change and intervene.

[0011] There is no system in place to support concrete actions based on the evaluation results, and the evaluation stops at "visualization," making it difficult to lead to behavioral changes on the ground.

[0012] As mentioned above, conventional human resource evaluation and management support technologies have been limited to specific categories (skills, stress, engagement, etc.) or have relied on one-off surveys or subjective interviews, resulting in the following issues:

[0013] The evaluations in each category lack consistency and objectivity, making comparisons and analysis difficult.

[0014] Evaluations are entered temporarily and intermittently, and there is no mechanism for tracking changes in members' status over time (score trends).

[0015] Self-evaluation alone may be biased towards subjectivity and cannot ensure objectivity.

[0016] The evaluation results are simply visualized, and it is difficult to translate them into specific management actions (such as guidance, transfers, and support).

[0017] Managers lack the time and knowledge to properly follow up with each employee, which can lead to inconsistencies in response capabilities on the ground.

[0018] The organization as a whole lacks the means to support the autonomous implementation of the PDCA cycle.

[0019] The present invention has been made in consideration of the above-mentioned problems, and aims to provide an organization member evaluation device, an organization member evaluation method, and a program that provide an integrated system that provides quantitative multiple-choice evaluation by category, combined self- and other-evaluation, visualization of score trends, presentation of action lists, etc. [Means for solving the problem]

[0020] According to the present invention, a display control means is provided for displaying, on a display unit, a screen for each member of an organization, the screen including one or more questions for each category and multiple-choice answers to the questions for each category; an input receiving means for inputting answers by each member to each question in a multiple choice format; evaluation means for evaluating each member based on the one or more questions for each of the plurality of categories and one or more answers corresponding to the one or more questions; Equipped with The categories include at least a category related to the skills of each member, a category related to the condition of each member, and Each member's Includes categories related to engagement, If the category is a category related to the skills of each member, the one or more questions include at least one of "questions about greeting customers who visit the store" and "questions about appearance," the one or more answers include at least one of "yes," "no," and "I don't know," and the evaluation includes an evaluation that evaluates at least one of the level of the member's customer service skills and the level of the member's skills related to appearance based on the answers; When the category is a category related to the condition of each member, the one or more questions include at least one of "questions about sleep state" and "questions about physical condition," the one or more answers include at least one of answers based on a multi-level evaluation indicating the sleep state and answers based on a level evaluation indicating the physical condition, and the evaluation includes an evaluation that evaluates the sleep state or physical condition of the member based on the answers and correlates them with the evaluation results of other categories to analyze the cause of a decline in performance, If the category is related to the engagement of each member, the one or more questions include at least one of "questions regarding awareness of the evaluation system in the workplace" and "questions regarding empathy with the company's future prospects and vision," the one or more answers include answers using a multi-level evaluation indicating at least the degree to which the member thinks so, and the evaluation includes an evaluation that evaluates at least one of the member's satisfaction with the workplace, willingness to contribute, and sense of belonging to the organization based on the answers, the display control means causes the display unit to display a screen for each member including the evaluation result; Organization Member Evaluation Device And, The system further comprises an attendance linking means for acquiring attendance data including arrival and departure times, overtime hours, and vacation status acquired from an external attendance management system, The evaluation means evaluates categories related to the condition or engagement of each member based on the attendance data, The evaluation means further performs an evaluation process to compare the work tendencies of a plurality of members in the team based on the attendance data and detect any bias. Organization Member Evaluation Device is provided. [Effects of the Invention]

[0021] According to the present invention, it is possible to provide an integrated system of quantitative multiple-choice evaluation by category, combined use of self- and peer-evaluation, visualization of score trends, and presentation of action lists. [Brief explanation of the drawings]

[0022] [Figure 1] FIG. 10 is a diagram showing a member list screen according to an embodiment of the present invention. [Figure 2] FIG. 10 illustrates a screen containing a message according to an embodiment of the present invention. [Figure 3] FIG. 10 illustrates a screen containing "Answer a Question" according to an embodiment of the present invention. [Figure 4] FIG. 10 is a diagram showing a question and answer screen according to an embodiment of the present invention. [Figure 5] FIG. 10 illustrates a timeline screen according to an embodiment of the present invention. [Figure 6] FIG. 10 illustrates a screen containing topic details according to an embodiment of the present invention. [Figure 7] FIG. 10 illustrates a screen containing a graph according to an embodiment of the present invention. [Figure 8] FIG. 10 illustrates an action list screen according to an embodiment of the present invention. [Figure 9] FIG. 10 illustrates an action details screen according to an embodiment of the present invention. [Figure 10] FIG. 10 illustrates a score confirmation screen according to an embodiment of the present invention. [Figure 11] FIG. 10 is a diagram showing a detailed score list screen according to an embodiment of the present invention. [Figure 12] FIG. 10 illustrates a screen including a transition graph showing changes in each score over time according to an embodiment of the present invention. [Figure 13] FIG. 1 is a conceptual diagram showing the configuration of an organization member evaluation system. [Figure 14] FIG. 2 is a functional block diagram showing the configuration of an organization member evaluation device. DETAILED DESCRIPTION OF THE INVENTION

[0023] An embodiment of the present invention will be described with reference to FIGS.

[0024] The organization member evaluation device according to this embodiment has the functions of evaluating each member belonging to an organization using multiple-choice answers to one or more questions set for each category, extracting topics to follow based on the results, and presenting an action list. Each function is realized by cooperation between a cloud-based system and a user terminal (web browser).

[0025] [System Configuration] The organization member evaluation system is configured to communicate via the World Wide Web (WWW) 1303 between a Web server 1301 (see FIG. 13), which is an organization member evaluation device, and multiple user terminals 1302 (see FIG. 13). The Web server 1301 includes multiple functional modules, such as a display control unit 1401 (see FIG. 14), an input receiving unit 1402 (see FIG. 14), and an evaluation unit 1403 (see FIG. 14). These functional modules can be implemented, for example, by a processor 1404 transferring a program recorded on a recording medium 1406 to a main memory 1405 and then executing it. However, they may also be implemented using an ASIC (Application Specific Integrated Circuit) or the like. The user terminal 1302 provides an interface that allows each member to input answers, check scores, check topics, and check actions using a Web browser (not shown) displayed on the screen. It also includes a function that allows an administrator or manager to check and manage the status of multiple members at once.

[0026] [Member list screen (Figure 1)] A list of members is displayed on the member list screen 101. The user can select a member and display a screen corresponding to each menu for the selected member. For example, the user can select themselves to display their own check screen and enter information on that screen, or they can select another member (e.g., a subordinate or colleague) to display the other member's check screen and enter information on that screen.

[0027] [Check screen (Figures 2 to 4)] When each member selects a message 202 saying "We've received questions today. Let's answer them" from a screen 201 as shown in FIG. 2, or selects the "Answer Questions" menu 302 from a screen 301 as shown in FIG. 3, a question answering screen 401 as shown in FIG. 4 is displayed. Questions are grouped by category, such as skill, condition, and engagement. Each user answers each question by selecting an appropriate answer from multiple options. A quantitative score is assigned to each option, and the input results are associated with the category and question and recorded as numerical data. The answer results are sent to a web server 1301 on the cloud and analyzed by an evaluation unit 1403.

[0028] [Topic display screen (Figures 5 to 7)] The timeline screen 501 shown in FIG. 5 displays one or more topics for each member. Here, a topic is an item that requires follow-up regarding the member's skills or condition. Each topic is assigned a date and time. Topics are classified into topics without details and topics with details. Topics without details indicate an increase or decrease in a score related to the topic, for example, a message 502 that reads, "The hall attendant's score has increased." Topics with details have a heading on the timeline screen 501 (for example, the heading indicated by the symbol 503) but also have details that are displayed on a separate screen.

[0029] When a user selects a topic including any details from the topic list as shown in FIG. 5, topic details 602 are displayed on a screen 601 as shown in FIG. 6. Topic details 602 include an explanatory text and items. When the user slides a "Graph" switch (not shown) displayed on screen 601, a graph 701 is displayed on screen 601. The graph shows the transition of scores related to the topic. Here, the transition of scores includes at least the transition of each member's score, and may also include the transition of the average score of members who belong to the same occupation as each member, in addition to the transition of each member's score, as shown in FIG. 7.

[0030] [Action list screen (Figure 8, Figure 9)] The action list screen 801 shown in FIG. 8 displays an action list containing one or more actions. Three types of filters can be applied to the action list, as shown below. The first type of filter is a filter 802 that allows multiple selections based on urgency. Urgency filters include "All," "High," "Medium," and "Low." The user can select any one of these four options. For example, when the "High" filter is selected, only actions with high urgency are displayed. The second type of filter is a filter 803 that allows multiple selections based on category. Examples of category filters include "Company-wide initiative promotion," "Member growth support," and "Team management strengthening." The user can select any one or more of these three options. For example, when the "Company-wide initiative promotion" filter and the "Member growth support" filter are selected, only actions that are "Company-wide initiative promotion" and "Member growth support" can be selected. The third type of filter is a filter that allows multiple selections based on category, as shown in FIG. 8. If the action list contains unsupported actions and supported actions, radio buttons corresponding to both are displayed. However, in the example of Figure 8, the action list contains only unsupported actions, so only the unsupported radio button 804 is displayed.

[0031] The filter 802 relating to urgency, the filter 803 relating to category, and the unhandled / handled filter can be applied to the action list in a redundant manner.

[0032] When the user selects one of the actions from the action list (in the example of Fig. 8, the action surrounded by the box indicated by the reference numeral 804), a details screen 901 of the action is displayed as shown in Fig. 9. The details screen 901 includes the target of the action, the content of the action, and the background of the action.

[0033] The target of the action is the user (the logged-in user), their superior, and one or more people selected from their colleagues. The content of the action and the background of the action are displayed in text.

[0034] [Score display screen (Figures 10 to 12)] A score confirmation screen 1001 shown in Fig. 10 displays a representative score for each category. When the user selects a category, a detailed score list screen 1101 for each subdivided subcategory is displayed as shown in Fig. 11, and then a screen 1201 including a transition graph showing the change in each score over time is displayed as shown in Fig. 12. This graph may display not only the change in the user's own score, but also the change in the average score of other members belonging to the same job type.

[0035] As described above, according to this embodiment, management support is realized that quantitatively and continuously visualizes the status of each member and enables immediate follow-up as needed.

[0036] According to this embodiment, the following effects are achieved.

[0037] [Standardizing multifaceted talent evaluation and ensuring objectivity] By using a series of questions across multiple categories, such as skills, condition, and engagement, a comprehensive and quantitative assessment is possible. [Promoting awareness through analysis of differences between self-evaluation and superior evaluation] By comparing your own evaluations and those of others (your superiors) on the same items, you can objectively identify gaps in perception and issues, improving the quality of feedback and interviews. [Early response by visualizing time series changes in scores] By displaying the progress of scores from the past to the present in graphs, etc., it is possible to detect signs of worsening conditions or trends of improvement early, enabling timely intervention. [Presenting evaluation results in topic format to speed up problem identification] Changes in scores and unusual trends are extracted as topics, allowing you to clarify priorities and identify targets for follow-up. [Management support by presenting an action list] Based on the evaluation results, action suggestions are generated, enabling managers and employees to clearly understand the next steps they should take, thereby supporting on-site decision-making. [Support for autonomous organizational operations] Through feedback on actions and score changes displayed on the screen, it promotes the creation of an organizational culture in which managers and members can act autonomously. Through these effects, the present invention can improve the accuracy, immediacy, and execution power of information processing support in human resource management, break away from the traditional personal and transient management methods, and contribute to the realization of continuous, self-sustaining organizational management.

[0038] [Integration with Slack (registered trademark)] The organization member evaluation device in this embodiment may be configured to cooperate with an external chat tool such as Slack (registered trademark). Below, some specific processing examples using Slack cooperation will be described.

[0039] [Example 1] Slack notification function for action suggestions This device has the function of automatically extracting improvement actions based on each user's score fluctuations, personality traits, relationships within the organization, etc. The content of these actions can be presented not only on a web management screen, but also by sending an automatic message to the user's Slack account using the Slack API.

[0040] For example, if a manager is recommended to take the action of "encouraging subordinate A to give feedback," they will be notified via a DM (direct message) on Slack in the following format: "This week, try asking your subordinate, Mr. Sato, how are you doing lately? Expect to see an increase in engagement."

[0041] In this way, employees can receive remedial actions on the chat app they use every day, without having to log in to the system themselves.

[0042] [Example 2] Mini-survey response acquisition function on Slack This device may use the interactive messaging function of Slack to conduct a simple questionnaire (mini-survey) on the chat screen and store the response results on the server. For example, the following message may be displayed on Slack every Monday: "How satisfied are you with your work this week? Very good / average / not good"

[0043] The results of the user's button selection are sent to the system via the Slack API and recorded in a database. This allows survey responses to be collected in a natural way and used to assess employee engagement and estimate their psychological state.

[0044] [Example 3] Stress detection function using natural language analysis in Slack chat Furthermore, as an example of future expansion, this system may be configured to estimate the poster's psychological state (e.g., signs of stress, interpersonal tension) by analyzing contextual features (tone of voice, frequency of emotional words, etc.) using natural language processing technology for text posted to specific channels or direct messages within Slack.

[0045] For example, if negative words such as "tired," "can't make it," and "impossible" are repeatedly observed in a user's posts, the system will flag "increasing psychological stress" and notify the user's supervisor or human resources personnel.

[0046] In this way, rather than relying solely on questionnaire responses, it is possible to identify psychological signs early on from natural communication during work and proactively propose actions to improve the workplace.

[0047] [Integration with attendance management systems] The organization member evaluation device according to this embodiment may be configured to cooperate with an external attendance management system and acquire work performance information (such as arrival and departure times, overtime hours, and vacation status) for each employee.

[0048] By using this attendance information for AI analysis, the device can detect employee workload and imbalances in working styles and recommend necessary management actions.

[0049] [Example 1] Alerts and suggestions based on overtime trends Based on overtime data obtained from the attendance management system, the system evaluates overtime trends over a certain period of time. For example, if the average overtime hours over the past four weeks exceed the overwork limit set by the Ministry of Health, Labor and Welfare (e.g., 45 hours per month), a flag is raised indicating that "psychological and physical stress may be increasing."

[0050] In response, the system may present the administrator with a notification such as: "Mr. Sato's overtime hours are on the rise. We recommend that you redistribute your workload and speak to him."

[0051] In this way, it becomes possible to detect stress risks based on actual data and propose preventative management measures.

[0052] [Example 2] Correlation analysis between attendance trends and engagement scores The device may be configured to compare attendance information (such as attendance rate and number of consecutive days worked) with engagement scores obtained from surveys or the like in chronological order and analyze the correlation.

[0053] For example, for an employee whose attendance rate is high but whose score is declining, the system suggests that "the employee is coming to work despite being dissatisfied with their work (there is an undisclosed problem)" and displays an alert to the manager: "Although Sato's attendance rate is high, his engagement score is declining. We recommend that you reconsider his work content and team composition."

[0054] In this way, inconsistent patterns that cannot be captured by a single score can be detected and used as a basis for making decisions about early intervention.

[0055] [Example 3] Imbalances in paid leave usage and team analysis Furthermore, the device may be configured to analyze the history of paid leave taken from the attendance system and issue an alert if there is a bias in the taking status on a team basis.

[0056] For example, if it is found that only some members of a team are taking paid leave, while other members tend to be overwhelmed with work, the following notification will be displayed to the manager: "There is a bias in the amount of paid leave taken within Team B. It is possible that the workload is concentrated on some members."

[0057] In this way, attendance data can be used not just as a record, but also as a basis for identifying issues in team management and proposing improvements.

[0058] [Chatbot natural language input and response function] The organizational member evaluation device of this embodiment may be configured to work in conjunction with a chatbot function and respond to questions from users in natural language by referring to interpersonal relationships within the organization, personality types, score history, etc., and providing appropriate management advice.

[0059] This system is connected to a chatbot installed on the chat platform used by the user (Slack, Teams, LINE, etc.), and uses a natural language analysis module to classify and interpret input sentences received through the chatbot, dynamically generating and presenting advice appropriate to the situation.

[0060] [Example] Questions and answers about how a boss talks to his subordinates For example, suppose a supervisor user inputs the following natural sentence into the chatbot: "What should I say to my subordinate Tanaka this week?"

[0061] At this time, the device retrieves the following information about Tanaka from its internal database and uses it to generate advice: Personality type (e.g., "experience-oriented") Trends in engagement scores Recent action history and evaluation results · Information about relationships and compatibility within the team (such as past contact with superiors)

[0062] Based on this information, the AI ​​inference engine generates appropriate management advice and replies to the user through the chatbot. For example, the following answers may be returned: "Mr. Tanaka is a 'feeling-oriented' type. This week, it would be effective to give him encouragement that mentions his accomplishments, such as, 'I'm glad that project went well!'"

[0063] In this way, users can obtain management actions appropriate to the characteristics and situations of employees through a natural dialogue, enabling them to respond in a timely manner that is in line with practical needs. [Example]

[0064] Examples of questions and answers displayed on the question and answer screen 401 (Figure 4) (1) Category: Condition Question: "Have you been sleeping well lately?" Answers: "Sleeping enough," "Sleeping moderately," "Sleeping not very well," "Sleeping almost nothing," "Sleeping not at all" (2) Category: Condition Question: "How have you been feeling lately?" Responses: "Very good," "Good," "Somewhat bad," "Very bad" (3) Category: Engagement Question: "I feel that this is a workplace where results are appreciated." Responses: "Strongly agree," "Agree," "Neutral," "Not so much agree," "Agree," "Don't know" (4) Category: Skills Question: "I am able to greet customers who come into the store even from a distance (point: I am able to see them off even if I can't hear them)." Answers: "Yes," "No," "I don't know" (5) Category: Question: "I greet customers who come into the store even from a distance (point: I notice them entering the store and greet them with a bow and a welcoming expression)." Answers: "Yes," "No," "I don't know" (6) Category: Skills Question: "I am able to greet customers as they leave the store even from a distance (point: I am able to see them off even if I can't hear them)." Answers: "Yes," "No," "I don't know" (7) Category: Skills Question: "We sense when customers are leaving the store and see them off to the exit. Or we wait at the exit and see them off." Answers: "Yes," "No," "I don't know" (8) Category: Skills Question: "I keep my hair and other grooming clean. If there are rules, I follow them." Answers: "Yes," "No," "I don't know" [Example]

[0065] Example of a topic without details displayed on the timeline screen 501 (Figure 5) -The scores for hall customer service have improved. Cleanliness scores were dropping. [Example]

[0066] Example of a topic with details displayed on the timeline screen 501 (Figure 5) - "There are some items that you have not mastered." Example: Always come to work in a uniform that is clean and wrinkle-free. Example of an item: After installation confirmation, operation and data can be checked. "Let's check your areas of expertise." "Let's check your weak areas." Example of an item: Appearance Item example: Facial expression "Let's check the cause of your poor health." · "My score is increasing." · "My score is dropping." "Your self-evaluation is high on some items. Please check with your supervisor to see if there are any discrepancies in your understanding." [Example]

[0067] Example of topic details (see Figure 6) including details displayed on the timeline screen 501 (Figure 5): Description: There are some areas where you scored particularly low compared to those around you. You may be the one who is most aware of this, but why not discuss the cause and solutions? If you think it is important, it might be a good idea to learn from someone who is good at it, or to focus on it temporarily. It might also be a good idea to ask someone if there are any books or videos that might be helpful. Overcoming a weakness can actually turn it into a strength. (Hint) · Treat others with the trust that the answer lies within them It's better to ask specifically what is preventing something than to ask broadly why. · Just talking about things you're not good at in detail can make you feel a lot better. item facial expression - Always greet customers with a smile. (Key point: When wearing a mask, be sure to convey your smile to customers even through the mask.) - Always look customers in the eye when interacting with them. (Key point: Smile wide-angle and don't forget to make eye contact.) Graph (one or more (per item)) The transition of the user's score and the transition of the average score of users in the same occupation are displayed on the same graph. Explanation: "Items with particularly low scores compared to others" is an evaluation of each member by category in comparison with other members, based on one or more questions for each category for each member and other members, and one or more answers corresponding to one or more questions from each member and other members. [Example]

[0068] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (1) "Celebrating the improvement of psychological safety and achieving further growth through gratitude and factor analysis" Action: Congratulations on improving your psychological safety score! First, express your gratitude to each team member. Specifically, try to find an opportunity to talk to them individually, even if just for a short while, and express your gratitude by listing their specific contributions. Next, try holding a team discussion to identify the factors that contributed to the improved score. For example, ask questions such as, "Have you felt that the team atmosphere has improved recently?" or "Has there been any incident that made it easier for you to speak up?" to draw out the opinions of your team members. Then, continue to do what went well, and if there are areas for further improvement, encourage the whole team to work together on this. Action Background: A significant improvement in the psychological safety score is a very good sign for the team. To further accelerate this momentum, it is important to first express gratitude to team members and foster a sense of unity. Also, by identifying the factors that led to the improvement in the score, you can replicate successful experiences and lead to further improvement. Providing a space where members can safely exchange opinions will lead to more constructive discussions and promote growth for the entire team. [Example]

[0069] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (2) "I will improve my physical condition and serve customers with a smile." Action: Yamada-san, your recent poor health, stress, and lack of sleep may be contributing to your poor customer service attitude. First, prioritize improving your physical condition. Specifically, 1. Ensure adequate sleep: Aim for at least 6 hours, preferably 7-8 hours. Avoid consuming caffeine before bed and create a relaxing environment. 2. Eat a nutritionally balanced diet: If you regularly eat out or buy convenience store bento, make a conscious effort to consume vegetables and protein. If possible, we also recommend cooking at home. 3. Light exercise: Light exercise such as walking or stretching can help change your mood and relieve stress. In addition to these improvements, try greeting people cheerfully and smiling when serving customers. If your customer service attitude does not improve even after your physical condition improves, it may be a good idea to consult with your supervisor or colleagues. Action Background: Yamada's answers reveal poor health, stress, and lack of sleep. These factors can lead to decreased concentration and attention, increased irritability, and potentially negatively impact customer service attitudes. Low commitment to the organization and the future is also likely contributing to decreased motivation. By first improving your physical condition and refreshing both your body and mind, you can expect to see an improvement in your customer service attitudes. Furthermore, Yamada has a very high level of "empathy" and is "able to sense the emotions of others," so once he recovers, he will likely be able to provide customer service that is more sensitive to their feelings. Explanation: "Recent poor health, stress, and lack of sleep may be contributing to a decline in customer service attitude." is an evaluation of each member that takes into account the correlation between multiple categories by using one or more questions per category and one or more answers corresponding to each of the one or more questions across multiple categories (across categories related to health and categories related to customer service attitude). Note that this evaluation is based on the fact that the scores related to health and the scores related to customer service attitude have both declined over time, but this is because there is an assumption that the scores related to health and the scores related to customer service attitude rise and fall in tandem. Even if the scores for the two categories decline together over time, if this indicates a spurious correlation, an evaluation based on such a decline would not be made. [Example]

[0070] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (3) "One-on-one discussion to dig deeper into the factors behind Soraishi's declining cleanliness" Action: Hold a one-on-one meeting with Soraishi to understand the factors behind her recent decline in cleanliness score. We will particularly delve deeper into issues identified in her responses, such as lack of sleep, stress, heavy workloads, and concerns about skill development and career path. We will have her share her specific concerns and ideas for improvement, and consider how the company can provide support. For example, we could adjust her workload, provide opportunities for skill development, or introduce her to a career consultation center. We will also discuss differences in her way of thinking with her team members and consider ways to improve communication within the team. Action Background: Soraishi's cleanliness score has dropped significantly, and there are several possible factors behind this. Her answers to the questions suggest a decline in her physical and mental health and work engagement, including lack of sleep, stress, a heavy workload, and anxiety about skill development and her career path. She also seems to be feeling a difference in her way of thinking with her team members. These factors may have combined to lead to a drop in her cleanliness score. It is important to first conduct a thorough one-on-one meeting to identify the root cause and provide appropriate support. Explanation: The decline in cleanliness scores coincided with a reduction in sleep time, an increase in workload, and increased anxiety. While it is possible that a combination of these factors contributed to the decline in cleanliness scores, it is also possible that one or more of these factors contributed to the decline in cleanliness scores. Therefore, we advised her supervisor to investigate the cause by interviewing Mr. Karaishi and take action to resolve it. The reduction in sleep time and the increase in workload can be seen as a change in daily time allocation, and this may become clear through interviews. The decline in cleanliness scores and increased anxiety due to increased workload may be independent results of each other, and this may become clear through interviews. Furthermore, actions to resolve each issue are proposed, regardless of whether they resolve the underlying cause or the symptoms associated with that cause. The lack of sleep may be the result of stress or anxiety, which may become clear through interviews. In any case, the relationship cannot be determined from the score alone, and it is expected that the causes, symptoms, and relationships between them will be clarified through interviews with superiors. [Example]

[0071] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (4) "Improve your health and improve your competency! Manage your sleep and stress levels." Action: Mr. Yamada, I've read your response regarding your recent health condition. Since you mentioned feeling unwell, lacking sleep, and stressed, let's focus on improving these first. Specifically, try the following three steps. 1. Ensure sufficient sleep time and quality: Go to bed and wake up at the same time every day and create a relaxing environment before bed. For example, avoiding caffeine and doing some light stretching before bed can also be effective. 2. Identify and address the causes of stress: Identify the causes of stress and consider specific ways to address them. If you have a heavy workload, you may want to talk to your boss about reorganizing your work. If you have persistent personal issues, consider talking to someone you trust or seeking professional help. 3. Take care of your health: Eat a balanced diet and incorporate moderate exercise. If possible, we also recommend regular health checkups. By working on these improvements, your condition will improve, and your competency score should naturally recover. It's important to start with small things and continue within your limits. Action Background: Based on Yamada's responses, we determined that poor health, lack of sleep, and stress were likely contributing to his decline in competency. In the work engagement section, his responses, "I feel like my workplace rewards me for my results. -> Disagree," "I feel like my company and team have a promising future. -> Disagree," and "I empathize with the company's vision and mission and want to contribute. -> Disagree," suggest that his motivation for work may be declining. However, his responses, "I'm blessed with opportunities to demonstrate my skills and abilities. -> Strongly agree," "I have team members who will help me when I'm in trouble. -> Strongly agree," and "My work ethic is similar to that of my team members. -> Strongly agree," suggest that he is not particularly dissatisfied with his work content or interpersonal relationships. First, improving his physical condition will likely increase his motivation for work, leading to improved competency scores. Explanation: The causes of the decline in competency reflected in the scores are generally thought to be (a) dissatisfaction with the work content or interpersonal relationships, and (b) poor health, but when we look at the actual situation, we can infer that the main cause of the decline in competency is poor health, as the scores for work content and interpersonal relationships are good. Therefore, to improve poor health, it is suggested that employees should ensure they get enough sleep and improve its quality, adjust their workload, and take thorough measures to manage their health. [Example]

[0072] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (5) "Share Suzuki's customer service skills with the team! Visualize contributions through study sessions." Action: Plan and hold a study session to share Ichiro Suzuki's hall service skills with the entire team. Ask Suzuki to act as the instructor and share success stories and specific know-how. After the study session, collect feedback from participants to visualize Suzuki's contributions and share any areas for improvement. Also, to further develop Suzuki's feeling that he is "blessed with opportunities to demonstrate his skills and abilities," give him discretion in preparing and running the study session and support him so that he can take the initiative. Evaluate the results of the study session and let him know that they will be reflected in his next evaluation and career path, thereby increasing his motivation. Background: Suzuki Ichiro's hall service scores are significantly above the company average, and his skills have the potential to contribute to raising the overall team level. Suzuki's responses reveal a strong customer-centric approach, such as "interacting with customers with a bright smile" and "prioritizing customer service over personal needs." He also demonstrates an innovative side, such as "developing new business opportunities." Sharing these strengths with his team could lead to improved service quality across the team. Furthermore, Suzuki has leadership skills, such as "issuing instructions and orders to members who are not performing the necessary tasks" and "strongly encouraging members to work toward achieving team goals." Providing opportunities for him to demonstrate leadership through a lecture role would also be effective in promoting his growth. However, Suzuki feels that he "doesn't clearly understand the role the company expects him to play." Therefore, it is important to visualize his contributions through study sessions and clearly communicate the company's expectations. Furthermore, in response to the question, "Have you ever experienced any harassment or harassment at work?", he responded, "I have experienced sexual harassment and power harassment." Therefore, study sessions must be held in an environment that takes harassment prevention into consideration. Explanation: Suzuki Ichiro has a high score in hall customer service and is also a good leader, so he can propose holding a study session on hall customer service as an action, but considering the organizational structure and the content of the proposal, he selects his superior as the recipient. In other words, he proposes an action to his superior so that his superior will influence Suzuki. [Example]

[0073] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (6) "Send a message to Mr. Saito to check on the situation and offer support." Action: Send a message to Saito asking frankly, "It seems like you haven't been logging in to Minna no Manager (registered trademark) recently. Is there something wrong?" Then, if there's anything that's bothering you or you don't know how to use Minna no Manager (registered trademark), please don't hesitate to tell him. For example, a good message would be, "It seems like you've been having trouble logging in to Minna no Manager (registered trademark) recently. Is there something wrong? If you're having trouble or don't know how to use it, please don't hesitate to contact me anytime. I'm here to help." Background of the action: It's been quite some time since Saito last logged in, so it's important to understand the situation first. Based on Saito's responses, it seems that while he is highly committed to the organization, he may have issues collaborating with his team members and improving his own skills. There may also be room for improvement in his self-management skills. Hearing about these issues through direct communication and exploring whether there is any support available could potentially lead to increased engagement for Saito. Explanation: Based on Mr. Saito's last login date, we know that he has not logged in to Minna no Manager (registered trademark) recently, and also understand his issues from his answers. We are proposing actions to his boss to improve this. [Example]

[0074] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (7) "Revisit your goal setting in one-on-one meetings and reaffirm your sense of purpose." Action: Hold one-on-one meetings with all members of the Umeda store to hear about their recent motivation for work and whether there are any issues with goal setting. In particular, when setting goals, check whether they are in line with the SMART principle (Specific, Measurable, Achievable, Relevant, Time-bound) and provide support for reviewing goals as necessary. After the one-on-one meetings, analyze the issues raised by the members and share them with the entire team to foster a sense of unity. Action Background: A lack of a clear sense of purpose suggests that individual members may not find meaning in their daily work or that their goals are unclear. By understanding each member's current situation and identifying specific issues through one-on-one meetings, you can take appropriate measures. Additionally, reviewing goal setting in line with the SMART principle will clarify the path to achieving goals and increase motivation. Explanation: The scores indicate a decline in sense of purpose across the team. Therefore, I am proposing to my boss that we take action to reassess our goal setting in accordance with the SMART principle. [Example]

[0075] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (8) "Conducting an interview to identify the cause of Mr. Soraishi's score decline" Action: To identify the cause of Soraishi's recent drop in scores, we will first conduct an interview. During the interview, we will ask in detail about the situation around June, when her scores suddenly dropped. Specifically, we will check her health status: whether there have been any changes in her diet, sleep, and physical condition between May and June. Based on her answers, it is possible that lack of sleep and poor physical condition are contributing to her score drop. . Work situation: Check whether there have been any changes between May and June in terms of workload, content, or role. Since you seem to feel that your workload is heavy, check to see if your workload has increased. Motivation: Check your motivation for work, including opportunities to improve your skills, clarity of your role, and satisfaction with your evaluation. Your answers regarding work engagement may indicate that a lack of motivation is affecting your score. Interpersonal relationships: Check to see if there have been any changes in interpersonal relationships in the workplace. Check not only whether there is harassment, but also whether the environment is comfortable, including a lack of communication. Through an interview, clarify the issues that Soraishi is facing and consider specific measures for improvement. For example, if lack of sleep is the cause, consider adjusting working hours or reviewing the division of work. If poor health is the cause, consider measures appropriate to the situation, such as recommending rest or encouraging her to see a doctor. Action Background: Mr. Soraishi's hall customer service score has dropped significantly, requiring immediate action. Minna no Manager (registered trademark) responses suggest that a combination of multiple issues, such as lack of sleep, poor health, and decreased motivation at work, may be contributing to the decline. The responses regarding customer orientation were also somewhat inapplicable, which is likely contributing to the decline in his score. It is important to first hear the situation in detail in an interview and identify the underlying cause. Then, we will consider specific improvement measures tailored to Mr. Soraishi's situation, aiming to restore his score and improve his motivation. Explanation: The significant drop in Soraishi's customer service score in the hall is linked to lack of sleep, poor health, and a decrease in motivation for work, but it is difficult to identify which of these is causing the significant drop in customer service score, so we are proposing that your supervisor interview Soraishi as an action to take. [Example]

[0076] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (9) "Deep dive into issues and consider solutions one-on-one with Mr. Soraishi" Action: Have a one-on-one meeting with Takeshi Soraishi to see if he has any concerns about the content, volume, or progress of his work. It's especially important to dig deep into the causes of his lack of sleep and stress, and consider concrete solutions together. For example, suggest adjusting the workload, reprioritizing tasks, and ensuring breaks. Also, consulting with him about improving his skills at work and his career path may help prevent a decline in motivation. Background of the action: From Soraishi's response, we can see that he is experiencing lack of sleep, poor health, and stress. He also has low work engagement and seems dissatisfied with the role and evaluations expected of him by the company. While he feels he has a heavy workload, and is able to meet deadlines, he may not be as conscious of document organization and accuracy. To improve these situations, it is important to first grasp the situation through a one-on-one meeting and provide support in resolving specific issues. It is particularly important to identify the causes of his lack of sleep and stress, and then improve his motivation by adjusting his workload and providing opportunities for skill development. [Example]

[0077] (10) "Have a one-on-one meeting with Mr. Soraishi to discuss the issues and consider support." Action: Hold a one-on-one meeting with Mr. Soraishi to hear more about his recent lack of sleep, poor health, and heavy workload. In particular, since his work engagement seems to be declining, check whether there are any misunderstandings about opportunities for skill development and the company's expectations of his role, and suggest providing early consultation regarding his career path. Also, dig deeper into differences in thinking between him and his team members, and if necessary, consider ways to improve communication within the team. Background of the action: Based on Soraishi's response, it is highly likely that lack of sleep, poor health, and a heavy workload are contributing to his deteriorating condition. It also suggests that his work engagement is declining, and there is a misunderstanding regarding opportunities for skill development and the role expected of him by the company. Organizational commitment is also declining, and differences in thinking between team members may also be contributing to this. It is important to specifically identify these issues through one-on-one meetings and provide support for improvement. [Example]

[0078] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (11) "We will conduct an interview to understand Mr. Soraishi's situation and resolve his issues." Actions to take: Since Soraishi's lack of sleep and stress may be affecting the development of new employees, we should first have a thorough interview to hear more about her. The heavy workload is also a likely factor, so it's important to review the division of labor, listen specifically to the issues she's facing, and work together to find solutions. It also seems she wants to discuss skill development and her career path, so we should set aside time to discuss her future career plans. It seems she feels that she has a different approach to work than her team members, so we should also consider initiatives to promote communication within the team. Background of the action: From Soraishi's answers, we can infer that he is experiencing sleep deprivation, poor health, stress, and a decline in work engagement. Lack of sleep and stress in particular can lead to a decline in concentration and judgment, which can have a negative impact on new employee development. Furthermore, given that he feels he has a heavy workload and wishes to discuss skill development and his career path, we suspect he may also be anxious about his work content and career. It is highly likely that these factors have combined to lead to his lower score in new employee development. By clarifying these issues through an interview and implementing specific measures to improve, we can expect to see an improvement in his score. [Example]

[0079] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (12) "Deep dive into issues and consider solutions through one-on-one meetings with Mr. Soraishi" Action details: Hold a one-on-one meeting with Soraishi to hear in detail about the causes of her lack of sleep and stress. If the cause is a heavy workload, consider supporting her in reviewing the division of labor and prioritizing it. Additionally, she expressed a desire to discuss improving her skills at work and her career path, so let's discuss her future career plan together and set specific goals. Establishing a support system to help her achieve her goals will help increase her motivation and lead to improved health. Action Background: Based on Soraishi's answers, it appears that lack of sleep, poor physical health, a heavy workload, and anxiety about skill development and career path are factors contributing to her low health score. By delving deeper into these issues in a one-on-one meeting and implementing specific solutions, we can expect to improve her physical and mental health and increase her work engagement. Furthermore, because Soraishi is eager to take on new challenges and improve her performance, clarifying her career goals could potentially encourage further growth. [Example]

[0080] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (13) "We will listen carefully during the interview and consider support according to the issues." Action: Since Soraishi's lack of sleep and stress may be affecting the development of new employees, let's first have a thorough interview and listen to what he has to say. We will consider specific support measures, such as adjusting his workload, reviewing the division of tasks, and strengthening collaboration with team members. It would also be effective to introduce him to consultation desks and counseling services that the company can use. Let's also consider development methods together so that we can make the most of Soraishi's strengths: "being able to consider the underlying needs of customers and make proposals" and "being able to praise team members' achievements." Background of the action: From Soraishi's response, it appears that multiple issues, such as lack of sleep, poor health, a heavy workload, anxiety about skill development and career path, and differences in thinking with team members, are having a complex impact. Lack of sleep and stress in particular have a significant impact on performance, so immediate action is required. Furthermore, compared to past scores, there have been periods when scores have temporarily improved significantly, suggesting that some factor may be causing a significant fluctuation in motivation. It is important to identify these factors through an interview and implement specific measures for improvement. [Example]

[0081] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (14) "Let's first regain our physical and mental health." Action: Mr. Yamada, it seems you haven't been feeling well lately, and you seem to be suffering from lack of sleep and stress. You also seem to be feeling anxious about your commitment to the organization and your future prospects, so your first priority should be to restore your physical and mental health. Specifically, try working through the following three steps. Get enough sleep: Aim to go to bed and wake up at the same time every day and get 7-8 hours of sleep. Avoid caffeine and prolonged use of your smartphone before bed, and create a relaxing environment. Stress relief: Identify the causes of stress and find ways to eliminate or reduce them, for example, by making time for a hobby, exercising, or talking to friends and family. Communicate with your boss or colleagues: If you have any worries or concerns at work, talk to your boss or a trusted colleague. Talking about it will not only make you feel better, but it may also help you find a solution. A decline in your pachinko performance score may be influenced by these physical and mental health issues. First, regaining your health and having a more relaxed mind will allow you to make calm decisions, which may improve your score. Background of the action: Yamada's answers suggest poor health, lack of sleep, stress, and anxiety about the organization. As these factors may be contributing to your decline in your pachinko performance score, we suggest that you first regain your physical and mental health. Improving your health will improve your concentration and judgment, which may lead to an improvement in your score. Explanation: The score reveals that Yamada's health has not been very good recently, so we are suggesting actions that Yamada can take to improve his health. [Example]

[0082] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (15) "Ichiro Suzuki's situation interview and promotion of Minna no Manager (registered trademark)" Action: Create an opportunity for Suzuki Ichiro to hear about his recent situation. Specifically, schedule a one-on-one meeting and talk directly with him about why he hasn't logged into Minna no Manager (registered trademark) and the issues he sees in his responses (possibility of being subjected to sexual harassment or power harassment, concerns about his future, etc.). Then, explain what support the company can provide and how to utilize Minna no Manager (registered trademark), encouraging continued use. Background of the action: Suzuki Ichiro's last login was March 26, 2025, which is a long time since he last logged in. Furthermore, Minna no Manager (registered trademark) responses reveal several concerns, such as harassment in the workplace and anxiety about the future. Leaving these situations unaddressed could lead to a decline in engagement and employee turnover. First, it's important for Yamada Taro, as the manager, to proactively communicate, understand the situation, and provide appropriate support. By clarifying the issues Suzuki Ichiro faces through a one-on-one meeting and encouraging concrete action toward resolving them, it's possible to contribute to improving the performance of the entire organization. Explanation: Suzuki Ichiro's recent lack of login may be due to sexual harassment or power harassment, so in order to avoid a decline in engagement or employee turnover, the company is proposing to his supervisor that he hold a one-on-one meeting with Suzuki Ichiro. [Example]

[0083] An example of the details of the action list (title, action content, and action background) displayed on the action details screen 901 (FIG. 9): (16) "One-on-one meeting with Ichiro Suzuki to hear the reasons for the decline in response rates" Action: Hold a one-on-one meeting with Suzuki Ichiro to hear why his response rate to recent questions has been low. In the meeting, first explain how the questions in "Minna no Manager (registered trademark)" are useful for work and ensure he understands the importance of responding. Also, check for factors that are preventing him from responding, such as taking too long to respond or difficulty understanding the questions, and consider ways to improve them. It's also important to understand Suzuki's situation and the issues he's facing (e.g., sexual harassment or power harassment, worries at home or in his personal life, etc.) and propose specific support, such as encouraging him to consult with the Human Resources Department, if necessary. Action Background: Suzuki Ichiro's decline in response rate may be due to work-related or personal concerns, or a lack of understanding or resistance to the questions in "Minna no Manager (registered trademark)." Suzuki's responses suggest that while he is highly motivated to contribute to the company, he is concerned about his future and has problems with interpersonal relationships at work. Furthermore, his low self-evaluation of self-management, empathy, and motivation to achieve may be contributing to a decline in his motivation for work. Identifying these factors through one-on-one meetings and creating an environment where Suzuki can feel comfortable answering questions could lead to an improvement in his response rate.

[0084] The above-mentioned organization member evaluation device can be realized by hardware, software, or a combination of these. The organization member evaluation method performed by the above-mentioned organization member evaluation device can also be realized by hardware, software, or a combination of these. "Realized by software" here means that the method is realized by a computer reading and executing a program.

[0085] The program can be stored and supplied to a computer using various types of non-transitory computer-readable media. Non-transitory computer-readable media include various types of tangible storage media. Examples of non-transitory computer-readable media include magnetic recording media (e.g., flexible disks, magnetic tapes, hard disk drives), magneto-optical recording media (e.g., magneto-optical disks), CD-ROMs (Read Only Memory), CD-Rs, CD-R / Ws, and semiconductor memories (e.g., mask ROMs, PROMs (Programmable ROMs), EPROMs (Erasable PROMs), flash ROMs, and RAMs (Random Access Memory)). The program may also be supplied to a computer by various types of transitory computer-readable media. Examples of transitory computer-readable media include electrical signals, optical signals, and electromagnetic waves. The transitory computer-readable media can supply the program to a computer via a wired communication path such as an electric wire or optical fiber, or via a wireless communication path.

[0086] The present invention can be embodied in various other forms without departing from its spirit or main characteristics. Therefore, the above-described embodiments are merely examples and should not be interpreted as limiting. The scope of the present invention is defined by the claims and is not limited to the text of the specification. Furthermore, all modifications and variations within the equivalent range of the claims are within the scope of the present invention.

[0087] Some or all of the above-described embodiments can be described as, but are not limited to, the following supplementary notes.

[0088] {Appendix 1} a display control means for displaying, on a display unit, a screen for each member of the organization, the screen including one or more questions for each category and multiple-choice answers to the questions for each category; an input receiving means for inputting answers by each member to each question in a multiple choice format; evaluation means for evaluating each member based on the one or more questions for each of the plurality of categories and one or more answers corresponding to the one or more questions; Equipped with The categories include at least a category related to the skills of each member, a category related to the condition of each member, and a category related to engagement; the display control means causes the display unit to display a screen for each member including the evaluation result; Organizational member evaluation device.

[0089] {Appendix 2} The display control means further causes the display unit to display a screen for each member, which screen includes one or more questions for each of the plurality of categories and multiple-choice answers to the questions, for the superior of each member; The input receiving means further inputs answers by the superiors of the members to each question in a multiple choice format; the evaluation means evaluates each member based on a response by each member about the member and a response by each member's superior about the member; 2. The organizational member evaluation device according to claim 1.

[0090] {Appendix 3} the evaluation means evaluates each member for each category based on the one or more questions for each category and one or more answers corresponding to the one or more questions, respectively; 2. The organizational member evaluation device according to claim 1.

[0091] {Appendix 4} the evaluation means evaluates each member for each category in comparison with other members based on the one or more questions for each category to each member and other members and one or more answers from each member and other members corresponding to the one or more questions, respectively; 2. The organizational member evaluation device according to claim 1.

[0092] {Appendix 5} the evaluation means evaluates each member taking into account the relevance between a plurality of categories by using the one or more questions for each category and the one or more answers corresponding to the one or more questions across a plurality of categories; 2. The organizational member evaluation device according to claim 1.

[0093] {Appendix 6} the results of the evaluation include at least one of topics that include details and topics that do not include details; The topic is a matter that requires follow-up regarding the member's skills or condition. 2. The organizational member evaluation device according to claim 1.

[0094] {Appendix 7} The topics without the details indicate an increase or decrease in the score associated with the topic; The score related to the topic is a numerical value obtained by quantifying one or more answers to one or more questions related to the topic. 7. The organization member evaluation device according to claim 6.

[0095] {Appendix 8} Topics including the above details include: The information includes at least a part of an explanatory text about the topic, a description of advice to each member related to the topic, advice to a superior of each member related to the topic, and a graph of a transition of a score related to the topic. 7. The organization member evaluation device according to claim 6.

[0096] {Appendix 9} The transition of the score includes at least a transition of the score of each member. 9. The organization member evaluation device according to claim 8.

[0097] {Appendix 10} The transition of the score further includes a transition of the average score of members who belong to the same occupation as each member. 10. The organization member evaluation device according to claim 9.

[0098] {Appendix 11} The score related to the topic is a numerical value obtained by quantifying one or more answers to one or more questions related to the topic. 8. The organization member evaluation device according to claim 7.

[0099] {Appendix 12} The results of the evaluation are as follows: The information includes at least a background of an action and an action list generated based on an analysis of the content of the question and the content of the answer. 2. The organizational member evaluation device according to claim 1.

[0100] {Appendix 13} The background of the action and the action list are obtained by comprehensively analyzing the one or more questions for each of a plurality of categories and one or more answers corresponding to the one or more questions. 13. The organization member evaluation device according to claim 12.

[0101] {Appendix 14} The background and list of actions are indicated as actions to be performed by each member or each member's superior. 13. The organization member evaluation device according to claim 12.

[0102] {Appendix 15} the results of the assessment include a score sheet; The score table includes at least a representative score for each category, Each representative score is calculated based on one or more responses to one or more questions in each category. 2. The organizational member evaluation device according to claim 1.

[0103] {Appendix 16} The score table further includes detailed scores for subcategories subdivided for each category, Each detailed score is calculated based on one or more answers corresponding to one or more questions in each subcategory. 14. The organizational member evaluation device of claim 13.

[0104] {Appendix 17} The results of the evaluation include at least a graph of the transition of the representative score. 16. The organizational member evaluation device of claim 15.

[0105] {Appendix 18} The transition of the representative score includes at least a transition of the representative score of each member. 18. The organizational member evaluation device of claim 17.

[0106] {Appendix 19} The transition of the representative score further includes a transition of an average representative score of members who belong to the same occupation as each member. 18. The organizational member evaluation device of claim 17.

[0107] {Appendix 20} The system further includes a stress detection means for acquiring the content of messages sent by each member on the chat platform, analyzing the content through natural language processing, and estimating the stress state of the member; the evaluation means uses the stress state estimation result to evaluate a category related to the condition of each member. 2. The organizational member evaluation device according to claim 1.

[0108] {Appendix 21} The system further comprises an attendance linking means for acquiring attendance data including arrival and departure times, overtime hours, and vacation status acquired from an external attendance management system, the evaluation means evaluates categories related to the condition or engagement of each member based on the attendance data; 2. The organizational member evaluation device according to claim 1.

[0109] {Appendix 22} The evaluation means includes an evaluation process for comparing the work tendencies of a plurality of members in a team based on the attendance data and detecting any bias. 22. The organizational member evaluation device of claim 21.

[0110] {Appendix 23} a first display control step of displaying, on a display unit, a screen for each member of the organization, the screen including one or more questions for each category and multiple-choice answers to the questions for each category; an input receiving step in which each member inputs a multiple choice answer to each question; an evaluation step of evaluating each member based on the one or more questions for each of the plurality of categories and one or more answers corresponding to the one or more questions; a second display control step of displaying a screen for each member including the evaluation result on the display unit; and The categories include at least a category related to the skills of each member, a category related to the condition of each member, and a category related to engagement; How to evaluate organizational members.

[0111] {Appendix 24} A program for causing a computer to function as the organization member evaluation device according to any one of appendices 1 to 19. [Explanation of symbols]

[0112] 1401 Display control unit 1402 Input reception unit 1403 Evaluation Department

Claims

1. a display control means for displaying, on a display unit, a screen for each member of the organization, the screen including one or more questions for each category and multiple-choice answers to the questions for each category; an input receiving means for inputting answers by each member to each question in a multiple choice format; an evaluation means for evaluating each member based on the one or more questions for each of the plurality of categories and one or more answers corresponding to the one or more questions; Equipped with The categories include at least a category related to the skills of each member, a category related to the condition of each member, and a category related to the engagement of each member; When the category is a category related to the skills of each member, the one or more questions include at least one of "questions about greeting customers who visit the store" and "questions about appearance," the one or more answers include at least one of "yes," "no," and "I don't know," and the evaluation includes an evaluation that evaluates at least one of the level of the member's customer service skills and the level of the member's skills related to appearance based on the answers; When the category is a category related to the condition of each member, the one or more questions include at least one of "questions about sleep state" and "questions about physical condition," the one or more answers include at least one of answers based on a multi-level evaluation indicating the sleep state and answers based on a level evaluation indicating the physical condition, and the evaluation includes an evaluation that evaluates the sleep state or physical condition of the member based on the answers and correlates them with the evaluation results of other categories to analyze the cause of a decline in performance, If the category is a category related to the engagement of each member, the one or more questions include at least one of "questions regarding awareness of the evaluation system in the workplace" and "questions regarding empathy for the company's future prospects and vision," the one or more answers include answers using a multi-level evaluation indicating at least the degree to which the member thinks so, and the evaluation includes an evaluation that evaluates at least one of the member's satisfaction with the workplace, willingness to contribute, and sense of belonging to the organization based on the answers, the display control means causes the display unit to display a screen for each member including the evaluation result; An organization member evaluation device, The system further comprises an attendance linking means for acquiring attendance data including arrival and departure times, overtime hours, and vacation status acquired from an external attendance management system, The evaluation means evaluates categories related to the condition or engagement of each member based on the attendance data, The evaluation means further performs an evaluation process to compare the work tendencies of a plurality of members in the team based on the attendance data and detect any bias. Organizational member evaluation device.

2. The display control means further causes the display unit to display a screen for each member, which screen includes one or more questions for each of the plurality of categories and multiple-choice answers to the questions, for the superior of each member; The input receiving means further inputs answers by the superiors of the members to each question in a multiple choice format; the evaluation means evaluates each member based on a response by each member about the member and a response by each member's superior about the member; The organization member evaluation device according to claim 1 .

3. the evaluation means evaluates each member for each category based on the one or more questions for each category and one or more answers corresponding to the one or more questions, respectively; The organization member evaluation device according to claim 1 .

4. the evaluation means evaluates each member for each category in comparison with other members based on the one or more questions for each category to each member and other members and one or more answers from each member and other members corresponding to the one or more questions, respectively; The organization member evaluation device according to claim 1 .

5. the evaluation means evaluates each member taking into account the relevance between a plurality of categories by using the one or more questions for each category and the one or more answers corresponding to the one or more questions across a plurality of categories; The organization member evaluation device according to claim 1 .

6. the results of the evaluation include at least one of topics that include details and topics that do not include details; The topic is a matter that requires follow-up regarding the member's skills or condition. The organization member evaluation device according to claim 1 .

7. The topics without the details indicate an increase or decrease in the score associated with the topic; The score related to the topic is a numerical value obtained by quantifying one or more answers to one or more questions related to the topic. The organization member evaluation device according to claim 6 .

8. Topics including the above details include: The information includes at least a part of an explanatory text about the topic, a description of advice to each member related to the topic, advice to a superior of each member related to the topic, and a graph of a transition of a score related to the topic. The organization member evaluation device according to claim 6 .

9. The transition of the score includes at least a transition of the score of each member. The organization member evaluation device according to claim 8 .

10. The transition of the score further includes a transition of the average score of members who belong to the same occupation as each member. The organization member evaluation device according to claim 9 .

11. The score related to the topic is a numerical value obtained by quantifying one or more answers to one or more questions related to the topic. The organization member evaluation device according to claim 7 .

12. The results of the evaluation are as follows: The information includes at least a background of an action and an action list generated based on an analysis of the content of the question and the content of the answer. The organization member evaluation device according to claim 1 .

13. The background of the action and the action list are obtained by comprehensively analyzing the one or more questions for each of a plurality of categories and one or more answers corresponding to the one or more questions. The organization member evaluation device according to claim 12.

14. The background and list of actions are indicated as actions to be performed by each member or each member's superior. The organization member evaluation device according to claim 12.

15. the results of the assessment include a score sheet; The score table includes at least a representative score for each category, Each representative score is calculated based on one or more answers corresponding to one or more questions in each category. The organization member evaluation device according to claim 1 .

16. The score table further includes detailed scores for subcategories subdivided for each category, Each detailed score is calculated based on one or more answers corresponding to one or more questions for each subcategory. The organization member evaluation device according to claim 15.

17. The results of the evaluation include at least a graph of the transition of the representative score. The organization member evaluation device according to claim 15.

18. The transition of the representative score includes at least a transition of the representative score of each member.

18. The organization member evaluation device according to claim 17.

19. The transition of the representative score further includes a transition of an average representative score of members who belong to the same occupation as each member.

18. The organization member evaluation device according to claim 17.

20. The system further includes a stress detection means for acquiring the content of messages sent by each member on the chat platform, analyzing the content through natural language processing, and estimating the stress state of the member; the evaluation means uses the stress state estimation result to evaluate a category related to the condition of each member. The organization member evaluation device according to claim 1 .

21. A first display control step in which the computer displays, for each member belonging to the organization, a screen for each member on a display unit, which screen includes one or more questions for each category and multiple-choice answers to the questions; an input receiving step in which a computer inputs answers from each member to each question in a multiple choice format; an evaluation step in which a computer evaluates each member based on the one or more questions for each of the plurality of categories and one or more answers corresponding to the one or more questions; a second display control step in which the computer causes the display unit to display a screen for each member including the evaluation results; and The categories include at least a category related to the skills of each member, a category related to the condition of each member, and a category related to engagement; When the category is a category related to the skills of each member, the one or more questions include at least one of "questions about greeting customers who visit the store" and "questions about appearance," the one or more answers include at least one of "yes," "no," and "I don't know," and the evaluation includes an evaluation that evaluates at least one of the level of the member's customer service skills and the level of the member's skills related to appearance based on the answers; When the category is a category related to the condition of each member, the one or more questions include at least one of "questions about sleep state" and "questions about physical condition," the one or more answers include at least one of answers based on a multi-level evaluation indicating the sleep state and answers based on a level evaluation indicating the physical condition, and the evaluation includes an evaluation that evaluates the sleep state or physical condition of the member based on the answers and correlates them with the evaluation results of other categories to analyze the cause of a decline in performance, If the category is a category related to the engagement of each member, the one or more questions include at least one of "questions regarding awareness of the evaluation system in the workplace" and "questions regarding empathy with the company's future prospects and vision," the one or more answers include answers using a multi-level evaluation indicating at least the degree to which the member thinks so, and the evaluation includes an evaluation that evaluates at least one of the member's satisfaction with the workplace, willingness to contribute, and sense of belonging to the organization based on the answers.

1. A method for evaluating organizational members, comprising: The computer further includes an attendance linking step of acquiring attendance data including arrival and departure times, overtime hours, and vacation status acquired from an external attendance management system, In the evaluation step, the computer evaluates a category related to the condition or engagement of each member based on the attendance data; In the evaluation step, the computer further performs an evaluation process to compare the work tendencies of multiple members in the team based on the attendance data and detect any bias. How to evaluate organizational members.

22. A program for causing a computer to function as the organization member evaluation device according to any one of claims 1 to 20.

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