Prevent the formalization of onboarding! Operations to reduce on-site burden [Document presentation]
Identifying the hollowing out of systems and variations among leaders in the manufacturing industry. Introducing a redesign of operations that reduces the burden on the field while preventing early turnover and encouraging new employees to become independent.
Do you have any of these concerns? ■ The method of OJT guidance depends on the skills and experience of the person in charge, leading to inconsistencies in the quality of training. ■ Checklists have become mere formalities, causing new employees to feel "abandoned," which leads to early turnover. ■ The standards for "independence" pursued by HR and the field are not aligned, resulting in a lack of coordination in onboarding. When a system is in place but results are not being achieved, the cause often lies not in the system itself but in the daily "operations." The isolation of new employees is often due to the excessive burden on trainers and operational failures such as manuals that are disconnected from actual work. To solve these problems, it is effective to identify and redesign the bottlenecks in existing processes rather than completely overhauling the system. By articulating the desired outcomes, refreshing the manuals used on-site, and standardizing one-on-one meetings, we can improve the speed of onboarding and retention rates while reducing the burden on the field. For more details, please contact us or download the materials!
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- Recruitment concept design / direction of content structure - Design, coding, mobile compatibility - Support for content creation from employee interviews and on-site coverage - Designing pathways with job media
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It is utilized in the following scenes in fields such as manufacturing and IT/service industries, where specialized skill inheritance and practical implementation are required. 【Targeted Problematic Scenes/Processes】 ■ Technical and manufacturing sites struggling with the personalization of skill inheritance and skill acquisition The teaching methods rely on the intuition and experience of seasoned professionals, leading to inconsistencies in the learning pace of younger and mid-career employees. ■ Departments where feelings of idleness and neglect immediately after joining are problematic The busy season of the workplace coincides with the onboarding period, causing instructions and arrangements for supplies to be postponed during the initial phase of assignment. ■ Organizations where 1-on-1 meetings end up being casual conversations or mere progress checks The format and agenda for regular meetings are not well established, preventing the detection of new employees' relationship issues and signs of psychological isolation. ■ Departments where the burden on training personnel is high, impacting regular operations There is no support system or evaluation framework for OJT (on-the-job training) personnel, and the exhaustion of frontline employees leads to an inability to maintain the quality of onboarding.
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