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Do you have any of these concerns? ■ While the number of applications is increasing, there are few applications from the target demographic your company is seeking. ■ Even after extending job offers, candidates lean towards other companies, and you struggle with last-minute withdrawal prevention strategies. ■ The videos you created are getting buried and are not being utilized to reach job seekers. The concerns and true feelings of job seekers change at each selection phase. Relying solely on job postings and photos for information dissemination often fails to convey the true appeal of the company and the fulfillment of the work, leading to cases where candidates withdraw due to insufficient motivation formation. To overcome this, it is essential to design scenarios that reflect job seeker psychology and to effectively utilize multiple touchpoints such as recruitment websites, social media, and scout emails. By optimizing the overall interaction with job seekers, not just the quality of individual videos, you can ensure successful hiring outcomes. Leveraging the expertise of specialized partners, rather than relying solely on internal resources, is key to success. We are currently offering a guide on information design to enhance the overall effectiveness of recruitment strategies. Please download the catalog and take a look.

Even if young employees are hired, they do not stay. The background to this is the personalization of the acceptance system, which depends on the individual skills and compatibility of the on-site personnel. Onboarding is a system that systematically follows up on job acquisition and organizational adaptation from before joining the company to about a year after joining, involving the entire organization. By dividing it into three phases: preparation for acceptance, on-site assignment, and autonomous operation, and clarifying the goals and measures for each period, it becomes possible to provide a consistent level of retention support regardless of who is in charge. The key points for success are the clarification of role division between HR and on-site personnel, standardization of guidance quality through checklists, and ensuring psychological safety through mentors and one-on-ones. Transitioning from a system that relies on the enthusiasm of specific employees to a reproducible acceptance process as an organization leads to both the prevention of early turnover and the early development of capabilities. We are currently offering a document summarizing the approach to designing recruitment communication aimed at improving retention rates after joining. Please feel free to request the catalog by clicking the download button.

Our company specializes in planning and producing recruitment websites tailored for the manufacturing industry. Not limited to mere design production, we enhance candidates' understanding of the company through content design that is based on SEO and AIO (AI search) compatibility, thereby improving the quality of applications and retention rates. We also reflect insights gained from our recruitment lab's operational search behavior and article design in our website production. **Features** - Content design based on recruitment plans and targets to strengthen application numbers and talent pool formation - Information design that bridges the gap after joining, leading to improved retention rates - Accurately articulating the unique appeal of the manufacturing industry to differentiate from competitors - Design that anticipates AIO compatibility, allowing for adaptation to future changes in search environments *For more details, please download the PDF or feel free to contact us.*

Even when job postings are made, there are no applications. When there are applications, they mostly come from outside the target demographic. The common issue behind this is that the job postings are not written in "the language of job seekers." ■ No Applications Even when job postings are made, the situation continues where no applications are gathered. ■ Mostly Outside the Target Even if there are applications, they do not match the young or experienced candidates we want to hire. ■ No Change Even After Review Even after multiple revisions, the changes are superficial, and time passes without any tangible results. This document explains the "improvement points for job postings" to change applications and retention, along with specific examples. *For more details, please download the PDF or feel free to contact us.

This catalog introduces improvement points for mid-sized manufacturing companies to attract young and experienced candidates. It addresses reasons why job seekers are not applying, such as the job content not being communicated effectively and the use of internal jargon raising psychological barriers for younger applicants. It also includes perspectives that need to be changed and a review checklist. Let's start by reviewing your company's job postings using the language of job seekers. [Contents] ■ Reasons why job postings do not lead to applications ■ Making the job content specific enough to visualize the "working scene" ■ Lowering psychological barriers caused by technical jargon ■ Changing job postings can change both applications and retention ■ Strengths that can be communicated specifically by mid-sized manufacturing companies ■ A review checklist that can be used starting tomorrow *For more details, please download the PDF or feel free to contact us.

Before the hired personnel can demonstrate their abilities on-site, they may leave the company, or it may take time for them to get up to speed after being assigned. This is due to issues such as reliance on on-site guidance and the personalization of the onboarding process. An approach that provides gradual support from the entire organization, rather than relying on individual capabilities, is essential. ■ Early Departure Hired personnel leave before they can demonstrate their abilities on-site. ■ Slow Onboarding It takes time for new hires to get up to speed after being assigned, hindering their effectiveness. ■ Personalization of Training The onboarding process depends on the individual skills of the trainers, making it difficult to replicate the support system. This document systematically explains the definition of onboarding, implementation steps, case studies, and how to measure outcomes. *For more details, please download the PDF or feel free to contact us.

This catalog explains how to create an organizational acceptance system that achieves the retention and early empowerment of new employees and mid-career hires. It introduces the differences from traditional acceptance responses, the three phases of implementation, the details of each phase, achievement goals, and examples of evaluation indicators (both quantitative and qualitative). Let’s start by addressing the current issues within your company and aim to build a reproducible acceptance system. [Contents] ■ What is onboarding? ■ Differences from traditional OJT and training ■ Importance and benefits ■ Three phases of implementation (roadmap) ■ Case studies ■ Key points to prevent dependency ■ KPI design to measure results *For more details, please download the PDF or feel free to contact us.

Are you feeling that the onboarding process you implemented is not sticking and is not functioning on-site? In most cases, the cause lies not in the system itself but in its daily operation. A mismatch in the vision of goals, manuals that are not suited to the field, a concentration of burden on the trainers, and the hollowing out of 1-on-1 meetings. When these four factors overlap, a situation arises where the system exists, but no one uses it. What you should first focus on is not redoing the system, but identifying where it is not functioning. This includes verbalizing the criteria for startup, refreshing checklists, reorganizing role assignments, and redesigning the format of 1-on-1 meetings. By reviewing in this order, the quality of acceptance will change while reducing the burden on the field. We are currently offering materials to support improvements in onboarding and increases in retention rates. Please feel free to request our catalog by clicking the download button.

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!

Do you have any of these concerns? ■ Even if we explain the atmosphere during interviews, applicants cannot get a real image of working here. ■ There are ongoing cases of early turnover due to "the job is different from what I expected," wasting recruitment costs. ■ We want to create a video, but we cannot provide numerical evidence or cost-effectiveness to get internal approval. Candidates often only have job postings and interviews as opportunities to learn about our company. With such limited interactions, it is not uncommon for them to leave after joining because they feel "the job was different from what I expected." Recruitment videos are a means to convey the company culture and the reality of the work in a short time, which cannot be communicated through text or photos alone. However, simply creating a video is not enough, and choosing based solely on low cost may lead to content that does not address recruitment challenges. The criteria for selection should include clarity of the scope of services, presentation of cost-effectiveness, and a supportive attitude towards the internal approval phase. Choosing a support organization that not only produces videos but also assists with the overall information design of recruitment communication will lead to better retention. For more details, please contact us or download the materials!

Mid-career hires who are brought on as immediate contributors often struggle to settle in. This is largely due to the focus on teaching them the job, which leaves out support for adapting to the organization. Mid-career employees face three distinct barriers that differ from new graduates: - Conflict with previous work methods - Stumbling due to unspoken internal knowledge - Isolation from not having peers Neglecting to address these barriers can lead to early turnover. The key to countermeasures lies in a design specifically for mid-career hires that centers on adapting to the organizational culture. By verbalizing tacit knowledge, visualizing expected roles, assigning mentors separate from evaluators, and providing unlearning support through one-on-one meetings, a system can be established that supports the onboarding of mid-career employees while minimizing the burden on the team. We are currently offering materials to support the improvement of mid-career employee retention rates. Please feel free to request the catalog by clicking the download button.

Do you have any of these concerns? ■ Mid-career hires, recruited for their immediate skills, are clinging to their previous job's methods and causing friction on-site. ■ Leaving them to figure things out on their own has led to stagnation in work due to a lack of understanding of local rules. ■ Without anyone to consult, they feel psychologically isolated and leave early before achieving the expected results. In mid-career hiring, there tends to be a focus on skill training, but what is truly necessary is "adaptation to organizational culture" and "unlearning past successful experiences." However, leaving the integration process to the field can lead to encountering unspoken knowledge and relational barriers, preventing them from demonstrating their true abilities. Our service supports the creation of a highly reproducible system to overcome the unique "three barriers (gaps, tacit knowledge, isolation)" faced by mid-career employees. We achieve a smooth onboarding process while minimizing the burden on the field by visualizing internal terminology and local rules (Wiki creation), clarifying expected roles, and designing mentoring relationships. We are currently offering a guide summarizing methods for retaining and empowering mid-career employees. *For more details, please feel free to request the catalog by clicking the download button.

Do you have any of these concerns? ■ Even after explaining the company culture and work environment during interviews, candidates struggle to envision what it's like to work there. ■ Early resignations due to "the job is different from what I expected" are ongoing, wasting recruitment and training costs. ■ I want to create a recruitment video, but I can't provide numerical evidence or cost-effectiveness to get internal approval. Candidates only have the job listing and the interview as opportunities to learn about your company. With such limited contact, it's difficult to convey the atmosphere of the factory and the reality of the work, leading to dissatisfaction after joining when they feel "it's different from what I imagined." Recruitment videos are an effective way to quickly deliver the realities of the workplace and the voices from the field that are hard to convey through text or photos. However, simply creating a visually appealing video won't prevent mismatches. Choosing based on low production costs can lead to videos that don't address your company's specific challenges. The key points are clarity of scope, presentation of cost-effectiveness through numbers, and a supportive system for internal approval. Properly designing information and supporting the entire recruitment communication process leads to successful outcomes. We are currently offering a document summarizing the know-how for designing recruitment communication. *For more details, please feel free to request the catalog by clicking the download button.

I created a recruitment website, but I'm not getting any applications. I feel the design is outdated, but I don't know what to fix or how. This is a common situation for hiring managers in the manufacturing industry. The challenges of a recruitment website are not just about the parts that people can notice. Today's job seekers research companies using AI. Even if the site looks polished, if the H1 headings, meta descriptions, and structured data are not set up correctly, the content won't be conveyed accurately to the AI, and the company's appeal won't reach potential candidates. In the assessment, we check both whether the appeal and information are conveyed to job seekers and whether the site is in a state that can be correctly interpreted by AI. Issues that may not be immediately noticeable become clear through the assessment. We are currently offering a document summarizing the current status of recruitment websites and how to proceed with improvements. Please feel free to request the catalog by clicking the download button.

Despite implementing onboarding, there are no results. The background to this is a discrepancy in understanding among three parties: the goals pursued by HR, the burden felt by on-site instructors, and the anxieties faced by new employees. The issues can be organized into three root causes: a lack of alignment on development goals between HR and the field, an uneven burden on instructors, and a focus on teaching job skills that delays adaptation to organizational culture. The solution is not to overhaul the system but to identify bottlenecks through hearings and gradually make adjustments while involving the field according to priority. This will create a structure that reduces the burden on instructors while preventing the psychological isolation of new employees. Improving onboarding also requires a review of information dissemination at the time of hiring and adjustments to expectations after joining. We are currently offering a document summarizing this approach. Please feel free to request it by downloading the catalog button.

The main factor behind early turnover in the manufacturing industry is not merely a lack of knowledge. It stems from the gaps and feelings of isolation that arise from facing "tacit knowledge of the factory" and "barriers in human relationships" after being assigned to a position. The key to achieving early retention is to shift from merely explaining the rules (orientation) immediately after joining to a process (onboarding) that continues to support individuals until they can stand on their own after being assigned to the field. This article organizes the structural differences between these two concepts and provides a detailed explanation of the "5 Steps for Acceptance Design," which enhances retention rates while reducing the burden of acceptance through collaboration between HR and the field. If you are struggling with "having comprehensive safety and health education and procedures, yet still experiencing turnover after assignment," or if you are an HR representative aiming to systematize development involving the field, please take a look.