JP7649542B2 - Information processing device, information processing method, and program - Google Patents

Description

The present invention relates to an information processing device, an information processing method, and a program.

There have been human resource development support systems that assess users' skills and support human resource development based on the results of the assessment (see, for example, Patent Document 1).

JP 2004-246507 A

However, while the results of a user's skill assessment using such conventional human resource development support systems can be useful for further improving the user's individual skills, the current situation is that they are not used for any other purposes.

The present invention was made in light of this situation, and aims to utilize the results of a user's skill assessment to assist in the placement of personnel in the organization to which the user belongs or may belong.

In order to achieve the above object, an information processing device according to an embodiment of the present invention comprises:
an acquisition means for evaluating the business fundamentals of candidates for organization members by dividing them into N categories (N is an integer of 2 or more independent of M) each including M items (M is an integer of 2 or more), and acquiring an evaluation value obtained by evaluating the business fundamentals in a first unit for the N categories and in a second unit for each item in each category;
a first determination means for determining whether or not the evaluation value of each category of the business fundamentals acquired by the acquisition means is within a predetermined range;
a second judgment means for judging that the candidate has basic aptitude to be a member of the organization when the first judgment means judges that the evaluation values are within the predetermined range, and when the evaluation values of at least P categories (P is an arbitrary integer value equal to or less than N-1) satisfy a first criterion and the evaluation values of each item in the remaining categories satisfy a second criterion;
Equipped with.
In this way, based on the evaluation results obtained by the service provider using a unified standard of business fundamentals, which are set in advance for multiple categories, the first judgment means first judges candidates who have evaluation values for, for example, three or more categories within a predetermined range, i.e., those who have a good category balance, as having fundamental aptitude, and then the second judgment means judges candidates who have evaluation values for each category item that satisfy a certain or more conditions, for example, those who meet the condition that 3/5 items are within the threshold range, as having fundamental aptitude. By selecting candidates in this way in stages from different perspectives, it becomes possible to appropriately allocate personnel to the organization, including hiring and transfers.
An information processing method and a program corresponding to the information processing device according to one aspect of the present invention are also provided as an information processing method and a program according to one aspect of the present invention.

According to the present invention, the results of the diagnosis of a user's skills can be used to support the allocation of human resources to the organization to which the user belongs or may belong.

1 illustrates an overall configuration of an information processing apparatus according to an embodiment of the present invention. 2 is a block diagram showing a hardware configuration of a server in the information processing system of FIG. 1 . 2 is a functional block diagram showing a functional configuration of a server in the information processing system of FIG. 1 . FIG. 13 is a diagram showing an example in which the score of a specific student and the score value of a specific population to which the specific student belongs are plotted in a circular area and are superimposed and displayed as a line graph (rat chart). FIG. 4 is a diagram showing an example of an aptitude balance threshold table (for mid-career use) for determining the range of reference values (upper limit, lower limit) for each category in the server of FIG. 3 . FIG. 4 is a diagram showing an example of an aptitude balance threshold table (for new graduates) for determining the range of reference values (upper limit, lower limit) for each category in the server of FIG. 3 . 4 is a flowchart showing a hiring or transfer determination operation in the server of FIG. 3 . FIG. 13 is a diagram showing an example in which, from among multiple candidates who have basic aptitude, a candidate who meets more criteria is determined to have high aptitude. FIG. 13 is a diagram showing an example in which a candidate with a high total score out of multiple candidates who have basic aptitude is determined to have high aptitude. FIG. 13 is a diagram showing an example in which, from among multiple candidates who have basic aptitude, candidates with high priority in terms of industry, occupation, and company are determined to have high aptitude. FIG. 8 is a diagram showing a comparative example of step S12 (category balance evaluation) in FIG. 7 when candidates are applied to the criteria of an IT industry that employs technical staff at a company with a size of 100 or less. FIG. 8 is a diagram showing a comparative example of step S13 (item evaluation) in FIG. 7 when candidates are applied to the criteria of an IT company employing technical staff with a company size of 100 or less. FIG. 8 is a diagram illustrating an example of an example of a comparison of step S12 (category balance evaluation) of FIG. 7 when a candidate is applied to the criteria of a predetermined company that hires technical positions. FIG. 13 is a diagram showing the results of the assessment of the candidate's suitability for the industry, job type, and company category. FIG. 13 is a diagram showing a comparative example when deciding a candidate's assignment destination from among three sales departments. This figure shows a case where the criteria for industry, job type, and company are met, but special requirements for the job type are also taken into consideration when making the judgment. FIG. 13 is a diagram showing an example of hiring a leader candidate from among candidates. This figure shows an example of screening new graduate applicants who meet certain criteria, narrowing down the number of candidates who will proceed to the second round of selection. FIG. 13 is a diagram showing an example of narrowing down candidates with category aptitude from among employees of the same job type and other departments who will be assigned to the sales department. FIG. 20 is a diagram showing an example of narrowing down candidates who are determined to have category aptitude in the example of FIG. 19 to those suitable for the sales department. This is a diagram showing an example of selecting personnel suitable for a technical department based on their compatibility with the department's supervisor. This figure shows an example of comparing the category characteristics of the planning department with the scores of each category of a group of candidates in order to select employees with category aptitude for the planning department from among employees in the sales department.

Hereinafter, an embodiment of the present invention will be described with reference to the drawings.
FIG. 1 shows the overall configuration of an information processing system according to an embodiment of the present invention.
The information processing system shown in FIG. 1 is configured by connecting a server 10 and u (u is any integer value equal to or greater than 1) candidate terminals 20-1 to 20-u to each other via a predetermined network N such as the Internet.
The candidate terminal 20-1 is operated by a candidate A. The candidate terminal 20-2 is operated by a candidate B. The candidate terminal 20-u is operated by a candidate U.
Candidates A through U are individuals who already belong to a company or other organization and may be transferred to another department (subject to personnel transfer), or individuals who may belong to a company in the future (job seekers), and who have at least taken the business fundamentals diagnostic test (hereinafter referred to as the "Test") provided by the service provider.
In the following, when there is no need to distinguish between the candidate terminals 20-1 to 20-u, they will be collectively referred to as the "candidate terminal 20."
The candidate terminal 20 is an information processing device managed by each of the candidates A to U, and is configured, for example, as a tablet terminal or a smartphone.

The server 10 is managed by the service provider. The server 10 executes various processes while controlling the operation of each of the candidate terminals 20-1 to 20-u.

The service provider may be, for example, a human resources training company, which, upon application from a company, has its employees participate in courses as participants or provides online training. Individuals other than companies may also participate in courses. The service provider may also test participants to confirm their level of understanding and mastery of the content of the courses or online training they have taken, evaluate the results of the tests, and provide future advice to the participants.
Some companies use the results of evaluations of job seekers who wish to work for the company by attending courses and taking tests individually as a reference for hiring.
Furthermore, based on the results of each test of multiple employees (participants) belonging to a company or department within the company, the service provider will support the company or department in question in recruiting and transferring personnel, and will present optimal solutions for personnel placement in future recruitment and personnel transfers, thereby contributing to the development of society.

Specifically, in this embodiment, the server 10 operates in cooperation with the candidate terminal 20 as follows.
That is, the server 10 first transmits a test consisting of one or more of a plurality of questions pre-stored in the server 10, etc., to the candidate terminal 20, and receives the answers entered by the candidate for each of the one or more questions.

The test is administered by the service provider. The questions in the test are intended to evaluate the trainee's basic business skills (business fundamentals), and are set by the service provider for one or more business categories to be evaluated and for one or more items within each category. Business fundamentals refer to skills or abilities that are useful in working as a member of society.

This section explains the relationship between categories and items for evaluating fundamental business skills.
N categories are defined (N is any integer value equal to or greater than 2), and M items (M is any integer value equal to or greater than 2, independent of N) are defined in each of the two or more categories.
In the test, questions related to each item are asked.

The candidate terminal 20 receives the test transmitted by the server 10. Then, the student operates the candidate terminal 20 to input answers to each of the multiple questions that make up the test.
The candidate terminal 20 transmits the test answers (a collection of answers to each question) entered by the student to the server 10.

The server 10 sequentially acquires and grades the test answers each time they are sent from each of the candidate terminals 20-1 to 20-u. The server 10 also normalizes the grading results for each item, and stores and manages them as scores for each student.

The server 10 sets and stores extraction conditions for extracting scores of a predetermined population from the scores managed for each student.
The predetermined population is not particularly limited, and various kinds of populations can be adopted, such as a group of students who have one or more pieces of predetermined attribute information matching each other among various attribute information related to the students, a group of students whose scores are within a certain range, etc. As a prerequisite, the server 10 manages, for each student, a score indicating the grading result and various attribute information of the student in association with each other.
In this case, extraction conditions for extracting scores from a specified population may be, for example, the same age, the same occupation, the same industry, the same job title, the same year of joining the company, past score values or ranges, etc.

The server 10 extracts the score of a specific student and the score of a specific population that includes the specific student, and compares the two scores.
Specifically, for example, the score of the particular student can be compared with the average, maximum, or minimum score of a particular population that includes the particular student.

The server 10 also displays a graph plotting the score of the particular student and the score of a particular population to which the particular student belongs on the screen of the candidate terminal 20 of the particular student.

This allows the student to easily visually see the student's degree of growth in comparison between his or her current skills and past skills, as well as the effectiveness of the company's training, from the distribution of the student's own score values for each item in each category on the graph displayed on the screen of the candidate terminal 20, and the score values of a specified population to which the student belongs.
Information (contents of hiring or transfer decisions) about the organization or group (company or department within that company) to which the participants (employees, staff, etc.) belong can be viewed by those who manage the organization or group (the president or department head).

Figure 2 is a block diagram showing the hardware configuration of a server in the information processing system 1 of Figure 1.

The server 10 includes a CPU (Central Processing Unit) 101, a ROM (Read Only Memory) 102, a RAM (Random Access Memory) 103, a bus 104, an input/output interface 105, an output unit 106, an input unit 107, a memory unit 108, a communication unit 109, and a drive 110.

The CPU 101 executes various processes according to a program recorded in the ROM 102 or a program loaded from the storage unit 108 to the RAM 103 .
The RAM 103 also stores data and the like necessary for the CPU 101 to execute various processes.

The CPU 101, ROM 102, and RAM 103 are interconnected via a bus 104. An input/output interface 105 is also connected to this bus 104. An output unit 106, an input unit 107, a memory unit 108, a communication unit 109, and a drive 110 are connected to the input/output interface 105.

The output unit 106 is composed of a display, a speaker, etc., and outputs various information as images and sounds.
The input unit 107 is made up of a keyboard, a mouse, etc., and is used to input various types of information.

The storage unit 108 is configured with a hard disk, a DRAM (Dynamic Random Access Memory), etc., and stores various data.
The communication unit 109 communicates with other devices (candidate terminal 20 in the example of FIG. 1) via a network N including the Internet.

Removable media 111, such as a magnetic disk, an optical disk, a magneto-optical disk, or a semiconductor memory, is appropriately loaded into the drive 110. A program read from the removable media 111 by the drive 110 is installed in the storage unit 108 as necessary.
Further, the removable medium 111 can store various data stored in the storage unit 108 in the same manner as the storage unit 108 .

FIG. 3 is a functional block diagram showing the functional configuration of the server in the information processing system of FIG.
As shown in FIG. 3, a student DB 151, an examination DB 152, and a company DB 153 are provided in one area of the storage unit 108 (FIG. 2) of the server 10.
The student DB 151 stores information about students.
The information about participants includes, for example, information that enables company employees or job seekers hoping to work for a company to take courses, training sessions, etc. held by the service provider in order to improve their skills, as well as information about the attendance history of courses, training sessions, etc.

Specifically, the student DB151 stores the name, age, department (division, etc.) within the company of employees taking a course or training course, information related to the course or training course (course name and course number, training name and training number, attendance date, attendance history), etc., corresponding to information that identifies the individual student (student ID or student number, etc.).

For example, a plurality of courses are stored as courses among courses and training that a student takes. A course is, for example, a training session or seminar that implements a training program, and a plurality of students can participate in a plurality of courses. The same applies to training.
The course information is information in which one or more evaluation elements correspond to each of a plurality of courses.
The one or more evaluation elements are not particularly limited, but in the following description, it is assumed that items or subitems are employed. That is, in the following example, it is assumed that one course is associated with one or more (mainly one) items or subitems.
An item is a subject that names each of the skill elements of a business, and is associated with a course name. A subitem is a small item included in an item, and courses are set up for only small items. The same applies to training.

As shown in the graph in Figure 4, the categories for evaluating basic business skills are defined (divided) into four categories, such as "Business knowledge," "Planning & Control," "Thinking," and "Communication." An item is one of the evaluation elements for each category. Each category has courses that include two or more items.

For example, items in the "business knowledge" category that measure basic business skills include current affairs, legal affairs, human resources, and labor, finance and accounting, marketing, and management.

Items in the "Planning & Control" category that measure fundamental business capabilities include objectives and goals, planning, business management, review/evaluation, and improvement. Although not shown in the figure, the item "objectives and goals" includes a subitem called "goal-based thinking."

Items in the "thinking" category that measure basic business skills include numerical processing, applying thinking methods, gathering information, setting problems, and developing solutions.

Items in the "communication" category that measure basic business skills include negotiation, written communication, oral communication, attentive listening, and business etiquette.

Here we will explain how to divide business skills into categories for evaluation.
The categories are broadly divided into four, systematizing the skills necessary for growth in human resource development.
In order for people to achieve results, they need planning and control. In order to improve planning and control, they also need thinking, which includes will and judgment, communication, which builds relationships, and business knowledge.
By diagnosing basic business skills in this way, dividing them into four categories, it becomes easier to see the characteristics of the skills possessed by the person being assessed.

Basic business skills are measured in units of individual items or in units of courses that combine multiple items. By attending courses or training, participants can improve their business skills.
When participants attend a course or training session, they are given a business fundamentals diagnostic test before, during and after the course.

The examination DB 152 stores information about tests conducted by the service provider. The information about the tests includes, for example, pairs of test questions and answers, test results (scores for each item) and evaluation results (normalized scores, overall evaluations, comments, etc.) of individual students, linked to student IDs. Students here include company employees and candidates for such employees (job seekers, personnel transfer recipients, etc.).
The score is a numerical value (from "1" to "5") obtained by evaluating the score for each test item, for example, on a five-point scale, and a total numerical value for each category is also stored. If one category has five items, the maximum score for each category is 25 points, and the student's evaluation for each category is shown by the total score of each individual item in this case.

Corporate DB153 stores information about the company (company size (number of employees), organizational structure (hierarchy, etc.), departments, division allocation, etc.). Corporate DB153 also stores information about each employee of the company (e.g., employee name, age, date of joining the company, years of employment, organizational department, position, job title, employee number, and other personal identification information of the employee) linked to the student ID.

In addition, to improve accuracy, data on years of employment, data on retirees, data on people in managerial positions, and data on scores over time will be used.
Length of employment can be used to find high matches with companies, departments, and job types. Data on former employees can be used to find mismatches with companies, departments, and job types. Data on managers can be used to find trends among high performers. Score data over time is historical test data recorded every time a test is taken at regular intervals, and can show whether scores are improving over time or remaining flat.

In addition, the company DB153 stores not only information about a single company, but also information about the above evaluation results of companies that take courses and training sessions conducted by the service provider and take tests, allowing comparison with other companies in the same industry.

In the CPU 101 (see FIG. 2) of the server 10, a test section 121, an aptitude determination section 122, and a display control section 123 function when executing processing.
The testing unit 121 evaluates the basic business skills of employee candidates for the company by dividing them into N categories (N is an integer value of 2 or more independent of N: "4" in the specification) each of which contains M items (M is an integer value of 2 or more: "5" in the specification).
That is, the test unit 121 evaluates the basic business skills of company employee candidates, such as job seekers and transferees, by dividing them into four categories, each including five items, for example.
Specifically, the test unit 121 creates questions for each item from among questions for evaluating the skills of the students, which are stored in advance in the examination DB 152, for the students to answer by operating the candidate terminal 20. A collection of questions and answers for each item in each category created in this way constitutes a test.

The test unit 121 presents the test to the students by displaying the test on the candidate terminal 20 via the communication unit 109 .
The student operates the candidate terminal 20 to input answers (answers for each question) to the tests posed by the test unit 121. The answers input by the student are transmitted from the candidate terminal 20 to the server 10.

The test unit 121 acquires the test answers (a collection of answers for each question) sent from the candidate terminal 20 via the communication unit 109 .
The test unit 121 grades the acquired test answers for each question based on a predetermined grading standard.
The test unit 121 normalizes (scores) the marking results for each question for each item in each category, links the scores to the item names of each item as evaluation results, stores them in the examination DB 152, and manages them for each student.

In response to an evaluation presentation request (table creation instruction) from the candidate terminal 20, the test unit 121 acquires the score of a specific student and the score of a specific population including the specific student from the scores of one or more students managed in the examination DB 152, and outputs them to the display control unit 123. Note that the specific student may also be referred to as the first student.

The predetermined population is extracted according to predetermined extraction conditions that are stored in advance in the examination DB 152. Specifically, as described above, a population can be extracted with predetermined extraction conditions being any combination of any number (including 1) of the same age, same occupation, same industry, same job title, same year of joining the company, or the past scores of the predetermined trainees themselves.

The test unit 121 acquires evaluation values for the business fundamentals of the candidate trainees in the first unit (total score) for the four categories and in the second unit (score) for each item in each category. In the following description, the candidate trainees may be referred to as candidates.
Specifically, the test unit 121 accesses the examination DB 152 and obtains the scores included in the evaluation results linked to the student IDs of the students designated as candidates for selection from the examination DB 152. When selecting candidates for personnel transfers, etc., the scores of other employees (students) for comparison are also obtained.
The score is a total score obtained by normalizing and adding up the scores for each of the four categories, which evaluates the business fundamentals based on the scores for each item in each category, and a normalized value for each item. Each value ranges from "1" to "5."

The aptitude assessment unit 122 selects candidates suitable for employment or transfer based on the evaluation values (scores) of candidates and existing trainees obtained by the test unit 121 and preset thresholds (upper and lower limit ranges for each category) and criteria (first criterion, second criterion, etc.).
The first criterion is, for example, that a condition is met in which 3/5 or more items in three of four categories are within a predetermined range.
The second criterion is that the evaluation value of each of the items in the remaining category must be within a lower limit set for each item minus one point.

The suitability assessment unit 122 includes a balance assessment unit 131, an item assessment unit 132, a characteristic assessment unit 133, etc.

The balance determination unit 131 determines whether the scores for each category of the selected candidate trainees (candidates) obtained by the test unit 121 (how many points they scored out of a total of 25 points for each category) are within a predetermined range (for example, in the example of Figure 11, for the business knowledge category, between an upper limit of 19.5 and a lower limit of 11.5). In other words, the balance determination unit 131 determines whether the candidate has aptitude for the category.

As the predetermined range, for example, a threshold is set for each type of recruitment using an aptitude balance threshold table 60 for mid-career recruitment shown in FIG. 5 or an aptitude balance threshold table 61 for new graduate recruitment shown in FIG.
The upper limit values of each aptitude balance threshold table 60, 61 are numerical values derived from the scores of the top performers in terms of the attributes of the party selecting the candidates (what type of organization) and are calculated by multiplying the category average value of the top performers by the respective coefficients.

The lower limit is the numerical value of the low performers (Low performers) derived from the average (Ave) score of all people selected based on the attributes of the candidate selection party, and is calculated by multiplying the category average value by the respective coefficients.
The upper and lower limits are set using the scores of all students who took the same test as the candidate student. The example table shown here is just an example, and the upper and lower limits may be set by other methods.

The coefficients used to derive the upper limit values set for each category are derived from the distribution of scores of the top group, the tendencies of those in managerial positions, and the score tendencies of those with long tenure.
The coefficients for deriving the lower limit for each category are derived from the relationship between the score distribution of the lower group and the average score. The upper group refers to the top 10% of total scores for that attribute (what kind of group the upper group is made up of). The lower group refers to the bottom 10% of total scores for that attribute.
The category averages of the top group and the category averages for all attributes will differ depending on attributes such as the industry, job type, company, department, and position of the candidate selector, but the coefficients for deriving the upper and lower limits will be used commonly for all attributes.

The scores that are the evaluation results of the test are different between job-changers who have already worked in a company and new graduates such as university graduates. New graduates tend to have lower scores compared to candidates with work experience, so it is necessary to provide a margin for the lower limit. For this reason, in addition to the aptitude balance threshold table 60 for mid-career recruitment, a separate aptitude balance threshold table 61 for new graduate recruitment is provided.
In the aptitude balance threshold table 60 shown in FIG. 5, the upper limit of each score in the four categories is plus 10% (for example, if the upper limit of a category is 20 points, then it is 10% higher, up to 22 points), and the lower limit is minus 5% (for example, if the lower limit is 10 points, then it is 5% lower, up to 9.5 points).
6, the aptitude balance threshold value table 61 shows that the upper limit of each score in the four categories is plus 10% (for example, if the upper limit of a category is 20 points, then the limit is 10% higher, up to 22 points), and the lower limit is minus 10% (for example, if the lower limit is 10 points, then the limit is 10% lower, up to 9 points). Since the scores of new graduates tend to fluctuate downward, the lower limit is given some leeway.

By having the balance determination unit 131 determine the category balance in this manner, it becomes possible to find candidates who tend to have a similar category balance to that required based on the attributes of each candidate, such as their corporate experience and hiring conditions.
In addition, it is preferable for category balance to have a similar tendency rather than a complementary relationship. When category balance has a similar tendency, learning, experience, what has been acquired, and ways of thinking tend to be similar. When category balance has a complementary relationship, mutual effects can be expected, but since factors other than scores are required for the subjects to be compared in order to prove a complementary relationship, it is preferable to wait until a complementary relationship has been proven.

When the balance assessment unit 131 has determined that the score of the candidate student is within a predetermined range, the item assessment unit 132 determines that the candidate has the basic aptitude to be a corporate employee or company staff (member of an organization) if the evaluation values of at least M (M is any integer value equal to or less than N-1: 3 in this embodiment) categories meet the first criterion (clearance of 3/5 or more items in this embodiment) and the evaluation values of each item in the remaining categories meet the second criterion (within the lower limit of the item minus 1 point). Possessing basic aptitude means having the ability to exceed the pass mark for an assessment that qualifies as having basic business skills.

The item determining section 132 includes a superiority determining section 141 and a fundamental determining section 142 .
If all scores in the four categories satisfy the first standard (the condition of clearing 3/5 or more items), the superiority judgment unit 141 judges that the candidate for selection has basic aptitude.
Specifically, the superiority judgment unit 141 judges a candidate to have basic aptitude if the scores of the candidate read from the examination DB 152 satisfy the following conditions: in all four categories, namely business knowledge, planning and control, communication, and thinking, the scores for each item in each category are 3/5 or more and are within the threshold range (clear).

If the advantage judgment unit 141 has not determined that a candidate has basic aptitude, the basic judgment unit 142 judges that the candidate has basic aptitude if the scores in at least three categories satisfy a first criterion, for example, clearing 3/5 or more items, and if the score for each item in the remaining category satisfies a second criterion, that is, within the lower limit of the item minus 1 point.
Specifically, the basic assessment unit 142 judges a candidate to have basic aptitude if the scores of the student read from the examination DB 152 satisfy the conditions that the scores in three categories are 3/5 or more items and within the threshold range (clear), and the scores in five items in the remaining category are within the lower limit of the items minus 1 point.

The characteristic determination unit 133 determines that, among the candidates determined by the item determination unit 132 to have basic aptitude, a candidate who has a characteristic (radar chart) in which the score trends in the four categories are similar to the score trends in the four categories of existing employees of the company has aptitude in the organization. Aptitude in the organization is, for example, the aptitude to adapt to a job type, position, department, superiors, subordinates, etc. in the company.

The display control unit 123 superimposes a line graph in which the scores of one or more employees obtained by the test unit 121 are plotted in a circular display area (see, for example, FIG. 4) with a line graph in which the scores of the population to which the employees belong are plotted in a circular display area, and controls the display of the superimposed line graphs on the screen of the candidate terminal 20 via the communication unit 109.

The display control unit 123 displays, as a graph, the evaluation values of the results of the business fundamentals diagnosis, in which the scores output from the test unit 121 are plotted.
Specifically, the display control unit 123 controls the display of a graph (see Figure 4) of the score of a specific student output from the test unit 121 and the score of a specific population to which the specific student belongs on the screen of the candidate terminal 20 via the communication unit 109.

The display control unit 123 executes control to display the selection results that are determined to be suitable by the suitability determination unit 122. As the selection results, the names of one or more selected candidates may be displayed, or the selection results of all selected candidates may be displayed.

FIG. 4 is a diagram showing an example in which the score value of a specific student and the score value of a specific population that includes the specific student are plotted in a circular area and are superimposed on each other as a line graph (radar chart).
As shown in FIG. 4, in this embodiment, the indicators for evaluating the basic business skills of the trainees are defined into four categories so as to evaluate people in terms of, for example, practical business skills, and items with five item names are set for each category.
Specifically, there are four categories defined for evaluating fundamental business skills, such as business knowledge, planning and control, communication, and thinking.

Each of the four categories has five items set therein. For example, the five items in the category "business knowledge" have the following item names: current affairs, legal affairs, human resources, and labor, finance and accounting, marketing, and management.
The category of planning and control includes items with titles such as objectives and goals, planning, business management, reflection and evaluation, and improvement.
The communication category includes items with titles such as negotiation, written communication, oral communication, active listening, and business etiquette.
The thinking category includes items with titles such as numerical processing, using thinking methods, information gathering, problem setting, and solution planning.

Then, the test section 121 of the server 10 administers individual tests to the students for each item set for each category, obtains the results of the tests, scores them based on the predetermined scoring criteria for each item set for each category, normalizes (scores) the results, obtains them as scores, and displays a graph on the candidate terminal 20 in which the scores are plotted in a predetermined display area.

Specifically, four categories are evenly allocated and displayed on the periphery of the concentric display area (called a circular area or a pie chart) shown in Figure 4, and each item set for each category is placed at equal intervals on the periphery of the circular area so that the relationship with the category can be seen. The minimum score value obtained by normalization, "0" (zero), is assigned to the center of the concentric circle, and numerical values ("1" to "5") are placed at regular intervals in the direction away from the center. The maximum score value, "5", is placed on the periphery of the circular area. Also, concentric circles are placed for each of the possible score values ("1" to "5").

Then, the server 10 causes the candidate terminal 20 to display a graph in the display area that plots one or more combinations of the score of a specific student from the scores managed for each student and the scores of a specific population in which the specific student is included, such as the same age, same job type, same industry, same position, same year of joining the company, or the population of the individual's past results.
That is, in the display area of Figure 4, the trainee's individual score for this lesson, the previous lesson, and the lesson before last are plotted as a radar chart with different line types. The charts are displayed overlapping each other in the same area, so that the changed items (skills) can be compared at a glance.
The position of each category item name shows the points acquired by the student relative to the total points for that category. The position of the box for the category name outside the radar chart, for example, the category name "business knowledge", shows the score (points) acquired by the student in that category. In this example, the acquired score (19 points) relative to the total points for the category (maximum of 25 points) is shown in a display form such as 19/25.

In this way, by visualizing and overlaying the distribution of the scores of the five items in each of the four categories for the specific student and the distribution of the average scores of the specific population that the specific student is a part of (a group of students of the same age and occupation as the specific student), the specific student can easily see the degree of growth compared to his or her current skills and past skills, as well as the effectiveness of the company's education. In addition, the difference in skills compared to the average skills of students of the same age and occupation can be easily seen.

In this way, the trainee can easily visually recognize the level of his/her own business skills, and can also visually recognize the level of business skills of trainees of the same age and trainees of the same occupation and age as the trainee, thereby enabling the trainee to grasp the level of his/her own business skills in a relative sense.
Therefore, the trainee can easily grasp the skills that he/she should develop as his/her own strengths and the skills that he/she should work on as his/her own weaknesses.

Next, the operation of determining whether to employ or transfer the server 10 in this information processing system will be described with reference to FIGS.
FIG. 7 is a flowchart showing the hiring or transfer determination operation of the server 10.
FIG. 8 is a diagram showing an example in which, from among a plurality of candidates who have basic aptitude, one who satisfies more criteria is determined to have high aptitude.
FIG. 9 is a diagram showing an example in which a candidate with a high total score out of a plurality of candidates who have basic aptitude is determined to have high aptitude.
FIG. 10 is a diagram showing an example in which, from among a plurality of candidates who have basic aptitude, candidates who are ranked high in the order of priority in terms of industry, occupation, and company are determined to have high aptitude.

In the server 10, the test unit 121 provides the candidate terminal 20 and the company terminal 30 with screens for tests and aptitude assessment.
For example, when a company employee inputs instructions for assessing the suitability of a candidate for employment or transfer on a screen displayed on the company terminal 30, the test unit 121 displays a screen (not shown) for executing the selection process of candidates for employment or transfer.

When information about one or more candidates, including candidates who are employees of the company or employees who are candidates for transfer to other workplaces or departments, and the purpose of selection (hiring new graduates, hiring people who have changed jobs, personnel transfer, etc.) are entered on this screen, the test unit 121, in step S11 of FIG. 7, obtains scores such as the total score (first unit) for each of four categories containing five items for the candidate, and the score (second unit) for each item in each category.

Specifically, the test unit 121 refers to the student DB 151, the examination DB 152, and the company DB 153 to obtain information about each candidate (student ID, name, department if employee, etc.), the candidate's total score for each category and score for each item, and information about the company (department to which the candidate will be assigned and information about the employees (supervisors and colleagues) of the assigned department, etc.).

Next, in step S12, the balance determination unit 131 of the aptitude determination unit 122 determines whether the total score of each of the categories obtained by the test unit 121 is within the range of the upper and lower limits of each category in the aptitude balance threshold table 60, 61 of FIG. 5 or FIG. 6.

If the result of the determination is that there are four categories whose total scores are within the range between the upper and lower limits, i.e., the total scores for all categories are within the range between the upper and lower limits, the item determination unit 132 then determines whether or not the scores for each item in the category meet the preset criteria.

If the result of the judgment is that the standard is met, the item judgment unit 132 judges that the basic aptitude is present, and if the standard is not met, the item judgment unit 132 judges that the basic aptitude is not present.
The item determination unit 132 determines whether or not a candidate has basic aptitude by the following two determination steps (first determination step S13, second determination step S14). This makes it possible to narrow down the candidates from a wider range while prioritizing candidates with basic aptitude.

In the first judgment step S13, if the balance judgment unit 131 judges that the score is within the range between the upper and lower limits, the superiority judgment unit 141 judges that the candidate has the basic aptitude to be an employee of the company or the department to which he or she is assigned if the total score of all the scores in the four categories meets the first standard (clearing 3/5 or more items).

If the balance assessment unit 131 determines in the first assessment step S14 that the scores are within the range of the upper and lower limits, the basic assessment unit 142 determines that the candidate has the basic aptitude to be an employee of the company or the department to which he or she is assigned if the scores in at least three of the four categories meet the first criterion (in this example, 3/5 or more items are cleared) and the scores in each item in the remaining categories meet the second criterion (within the lower limit of the item minus 1 point).

If multiple candidates are determined to have basic aptitude in the determination process of steps S13 and S14, the item determination unit 132 narrows down the candidates based on the following advantages (priorities):

For example, as shown in table 63 in FIG. 8, there are multiple candidates A and B, and candidate A is determined to meet the criteria in steps S11 and S12 and to have basic aptitude.
Candidate B meets the criteria in the judgment in step S11, but does not meet the criteria in the judgment in step S12, but meets the criteria in the judgment in step S13, and is therefore judged to have basic aptitude.

In this way, when both candidates A and B are determined to have basic aptitude, the item determination unit 132 determines that the one who meets the criteria in both steps S12 and S13 is more suitable.
In this example, Candidate A meets the criteria in the judgments of steps S11 and S12, and Candidate B meets the criteria in the judgments of steps S11 and S13 but not in step S12, so Candidate A, who meets the higher criteria, is selected as the candidate for employment or transfer. As a result, one person can be selected from multiple Candidates A and B.

In the next step S15, the characteristic determination unit 133 selects, from among the candidates determined by the item determination unit 132 as having basic aptitude, personnel suitable for the assignment destination based on the characteristics of the candidates.
In this case, the characteristic determination unit 133 determines that a candidate who has a characteristic (radar chart) in which the score trends in the four categories are similar to the score trends in the four categories of existing employees of the company, among the candidates who have been determined to have basic aptitude by the item determination unit 132, has aptitude in the organization. If the organization is, for example, a company, aptitude in the organization is the ability to adapt to its characteristics (job type, position, department, etc.).

This makes it possible to select from among candidates who are determined to have basic aptitude based on their scores those individuals who will be more likely to adapt to being one of the employees at the assigned department.
For example, in a company, it is possible to select personnel who are best suited to the company's characteristics (job type, position, department, etc.). Also, if the organization is a department within a company, it is possible to select personnel who are best suited to the department's characteristics (sales department, development department, etc.).

If the characteristic determination unit 133 determines in the determination process of step S15 that multiple candidates all have the aptitude, the candidates are narrowed down based on the following advantages (priorities):

For example, as shown in table 64 in FIG. 9, if there are multiple candidates A and B, and both candidates A and B are judged to have basic aptitude (◯) for each attribute such as industry, job type, and company, the characteristic judgment unit 133 will judge the candidate with the higher total score to be more suitable. In this example, candidate A's total score is 70 points, and candidate B's total score is 65 points, so candidate A with the higher total score is selected as the candidate for employment or transfer.

As another example, assume that there are multiple candidates A and B, and both candidates A and B have the same total score, as shown in FIG. 10. Candidate A does not meet the criteria in the industry assessment and is judged to have no basic aptitude, but meets the criteria in the job type and company assessment and is judged to have basic aptitude. Candidate B meets the criteria in the industry and job type attribute assessment and is judged to have basic aptitude, but does not meet the criteria in the company attribute assessment and is judged to have no basic aptitude.

When candidates A and B satisfy the criteria in two different attribute judgments among the three attribute judgments, the priority order of the attribute judgments is set as follows: job type > company > industry.
In this case, the characteristic determination unit 133 determines, in accordance with the order of priority, that Candidate A, who does not meet the industry criteria but meets the company's criteria, is more suitable as a candidate for employment or transfer. As a result, one of the multiple Candidates A and B can be selected.

Below, with reference to the drawings, we will explain some examples of companies' hiring or transfer decisions based on the course and examination results (statistical values) conducted by this service provider.
First, an example of matching between a candidate and a company when hiring an employee mid-career will be described with reference to FIGS.
FIG. 11 is a diagram showing a comparative example of step S12 (category balance evaluation) in FIG. 7 when candidates are applied to the criteria of an IT company employing technical staff with a company size of 100 or less.
FIG. 12 is a diagram showing a comparative example of step S13 (item evaluation) in FIG. 7 when candidates are applied to the criteria of an IT company employing technical staff with a company size of 100 or less.
FIG. 13 is a diagram showing a comparative example of step S12 (category balance evaluation) in FIG. 7 when a candidate is applied to the criteria of a company that hires technical staff.

This is an example of a candidate who meets the standards set according to the industry and job type (who has been judged to have basic aptitude through category balance and item judgment), and whose suitability to join a company as a mid-career hire is judged based on whether or not he or she meets the characteristics specific to the company.
As a premise, the industry of the company that hires mid-career personnel is the IT industry, and is referred to as Company Z, for example.
Company Z has fewer than 100 employees, and the job types of the mid-career hires will be technical positions.
The candidates for mid-career recruitment are two people: Candidate A and Candidate B.

In table 66 shown in FIG. 11, upper and lower category limits are set based on the standards of the IT industry, and the scores of candidate A and candidate B are inserted in the respective columns.
The balance assessment unit 131 executes the assessment process of step S12 in FIG. 7 based on table 66 in FIG. 11, and as a result, it is determined that the scores of candidates A and B are within the upper and lower limit ranges of each category and that they have the basic aptitude required for the IT industry.

In the table 67 shown in Fig. 12, the basic judgment unit 142 compares the scores of each of the candidates A and B with the ideal value for each item in each category (see Fig. 17), and inserts the number of items that are judged to satisfy the condition (score exceeds the ideal value) among the five items in each category into the column of each category. Note that Fig. 17 refers to the correspondence between the items, ideal values, and the scores of the candidates A and B, and since it is a different case from this case, the numerical values are not the subject of reference.
The basic judgment unit 142 executes the judgment process of step S14 in FIG. 7 based on table 67 in FIG. 12, and as a result, candidates A and B both meet the conditions for more than 3/5 items in four categories and are judged to have basic aptitude.

The results of the determinations in steps S12 and S13 show that Candidates A and B have the basic aptitude required for the IT industry. Although not shown in tables 66 and 67, both candidates also have the basic aptitude required for technical jobs.
And since both of them met the criteria for industry and job type attribute assessment, they will be judged based on the company's standards.

Table 68 shown in FIG. 13 sets upper and lower category limits based on company standards, i.e., the standards of Company Z, and inserts the scores of Candidate A and Candidate B into the columns corresponding to each category.
The balance determination unit 131 executes the determination process of step S12 in FIG. 7 based on the table 68 in FIG. 13, and determines that Candidate A is more suitable for Company Z.

Candidate B's score met the industry and job criteria, but in Company Z's criteria table 68 of FIG. 13, he did not meet the criteria in the communication category.
Company Z's employees are characterized by their communication scores being higher than the IT industry standard, and it is clear that Candidate B has a basic aptitude for the industry and business type, but not for Company Z.

On the other hand, Candidate A meets Company Z's standards in all four categories and also scores high in the communication category, which is a characteristic of Company Z.
Based on these results, the balance determination unit 131 determines that Candidate A is more suitable for Company Z.

Next, an example of matching a candidate with a department when hiring an employee mid-career in a company will be described with reference to FIGS.
FIG. 14 is a diagram showing the results of the judgment of the candidate's suitability for the categories of industry, job type, and company.
FIG. 15 is a diagram showing a comparative example when a candidate's assignment destination is determined from among three sales departments.

This is an example of how Candidate A, who meets the criteria set for the industry, job type, and company (who has been judged to have basic aptitude through category balance and item assessment), is assigned to an appropriate department after being hired.
It is assumed that candidates for mid-career recruitment have already been narrowed down to Candidate A. The industry of the company that will recruit mid-career personnel is retail, and will be referred to as Company Y, for example. The job type of the mid-career personnel that Company Y is seeking is sales, and the candidate will be assigned to one of three sales divisions (First Business Division, Second Business Division, and Third Business Division).

Table 69 shown in FIG. 14 indicates that the total score of Candidate A is 70 points, and since Candidate A meets the standards for the industry, job type, and company, the decision has been made to employ Candidate A.
Company Y has hired Candidate A for a sales position, but Company Y has three sales departments. Therefore, the company decides to assign Candidate A to the department in which he is more suitable.

In this case, the balance determination unit 131 executes the determination process of step S12 in FIG. 7 based on the balance threshold table 70 shown in FIG.
In the balance threshold table 70, upper and lower limit values are set for each of the three divisions, and the score of candidate A is inserted in the field corresponding to each category.
As a result, Candidate A's scores are within the upper and lower limits of each category in the three departments, and it is determined that Candidate A has the basic aptitude required for the retail industry.

When the scores in the balance threshold table 70 are expanded into the radar chart of FIG. 4, the characteristics of candidate A and each of the three departments appear.
Candidate A has characteristics with high scores in the categories of planning and control and thinking.

On the other hand, the first division has a characteristic that the lower limit of the communication category is higher than other skills. The second division also has a characteristic that the range between the upper and lower limits is large in all categories, and there is a large difference in skills. The third division has a characteristic that the lower limit of the planning and control and thinking categories is higher than other skills.

The characteristic determination unit 133 determines the department that has the characteristic most similar to that of candidate A based on the respective characteristics of the candidates and departments described above.
As a result of this determination, the department having characteristics most similar to those of candidate A is the Third Business Division, and the Third Business Division is selected as the department most suitable for candidate A to be assigned to.

In this way, when deciding which department to assign a candidate to from among multiple departments, even if the multiple candidate departments for Candidate A are all sales departments, when comparing the scores of existing employees in each department, they often have different departmental characteristics, so it is possible to select a sales department from among multiple sales departments that best suits Candidate A's characteristics.

Next, an example of matching a candidate with a department when hiring an employee mid-career in a company will be described with reference to FIGS.
FIG. 16 shows a case where the criteria for the industry, occupation, and company are met, but the judgment is made based on special requirements for the occupation.
FIG. 17 is a diagram showing an example of hiring a leader candidate from among the candidates.

In this case, candidates A and B meet the criteria set for the industry, job type, and company (determined to have basic aptitude through category balance and item assessment), and one who can take on a leadership role after being hired (a leader candidate) is selected.
As a premise, the candidates for mid-career recruitment have already been narrowed down to candidates A and B. The industry of the company that will recruit mid-career personnel is manufacturing, for example, Company X. The job type of the mid-career personnel that Company X is looking for is technical, and it is assumed that the company is selecting personnel who can take on leadership roles (leader candidates).

In table 71 shown in FIG. 16, multiple candidates A and B have both been judged to have basic aptitude (◯) for each attribute such as industry, job type, and company. Candidate A's total score is 70 points, and candidate B's total score is 65 points, so in the example of FIG. 9, candidate A with the higher total score should be selected as the candidate for employment or transfer.

In this case, we are planning to hire a leader candidate, and in addition to the above, strong communication skills are also required.
Therefore, the determination process in step S15 in FIG. 7 is executed as follows.
That is, the characteristic determination unit 133 prepares a table 72 in which the ideal values and the scores of candidates A and B corresponding to each item are inserted into the five items in the communication category, and selects a leader candidate by comparing the ideal values with the scores of candidates A and B.
The five items in the communication category are business etiquette, active listening, oral communication, written communication, and negotiation.

The ideal value for each item is the average score (points) that is the evaluation result of employees in leadership positions or leadership candidates at Company X (hereinafter referred to as the leader group).
The leaders of Company X have higher scores than normal in all five skill categories, and it can be seen that people with high communication skills are suitable for the leadership position in this company. Therefore, candidates A and B are required to score above the ideal value in each item in the communication category.

Candidate A and Candidate B have the same total communication score and meet the ideal value for the category total score.
However, when viewed by category, Candidate A does not meet the ideal condition (above ideal) in two of the five categories, oral communication and negotiation. On the other hand, Candidate B meets the ideal condition (above ideal) in all categories.
From these results, the characteristic determining unit 133 determines that Candidate B is more suitable as a leader candidate for Company X.

In this way, when hiring a leader candidate, the candidate with the highest total score for the five items in the communication category between candidates A and B is first selected, and if the total scores are the same, the candidate who meets more of the ideal value conditions for the items is then judged to be more suitable to be a leader candidate. As a result, out of multiple candidates A and B, candidate B can be selected as the person to be hired.

Next, we will explain an example of new employment in a company.
First, an example of matching between candidates and companies will be described with reference to FIG.
FIG. 18 shows an example in which new graduate applicants who apply to a company are screened to determine who meet certain criteria, and the number of candidates who proceed to the second selection stage is narrowed down to a certain number.

In this case, there were a large number of applicants compared to the number of positions available, so candidates were screened based on certain criteria.
The premise is that the candidates for mid-career recruitment are multiple new graduate applicants. The industry of the company recruiting new personnel is manufacturing.
Here, candidates are screened based on whether or not they meet certain criteria, and the number of candidates who proceed to the second round of selection is narrowed down to a set number.

Table 73 shown in Figure 18 is created by reading the scores of existing employees in their first to third years after graduating from the examination DB 152 and inserting the upper and lower limits of each of the four categories.
Generally, when determining whether or not basic aptitude is satisfied, the process proceeds in the order of steps S12, S13, and S14 in FIG. 7 as described above, and, if necessary, the process proceeds to step S15.

In this case, when deciding whether to hire new graduates, the purpose is to screen the candidates rather than deciding on the hiring based on the score, so the server 10 narrows down the candidates by only executing the category balance judgment process in step S12.

In this case, the balance determination unit 131 determines whether the scores of all the candidates are within the ranges of the upper and lower limits of each of the four categories in the table 73 shown in FIG.
If, as a result of this assessment, approximately half of the candidates, for example 43%, score within the range in all four categories, then approximately half of those candidates will be judged to have basic aptitude and will proceed to the second round of selection.

In this way, when narrowing down the many new graduate applicants who apply for new graduate recruitment, a selection line is set as a range of upper and lower limits for each category derived from the scores of existing first- to third-year new graduate employees who have already joined the company, and the scores of new graduate applicants are judged based on this range, making it possible for roughly half of the new graduate applicants (approximately 43% of all candidates) to proceed to the second round of selection.

Next, we will explain examples of personnel transfers within a company.
First, an example of matching candidates for personnel transfers in a company with departments will be described with reference to FIGS.
FIG. 19 is a diagram showing an example in which candidates with category aptitude are narrowed down from among employees of the same job type in other departments who are to be assigned to the sales department.
FIG. 20 is a diagram showing an example in which candidates who are determined to have category aptitude in the example of FIG. 19 are narrowed down to those suited to the sales department.

This is an example of selecting personnel suited to a particular department from among employees in the same job category in other departments.
As a premise, the candidate for personnel transfer is an existing employee of the sales department. The industry of the company to be transferred is manufacturing.

Here, a vacancy occurs in one of multiple sales departments, so employees suitable for that department are selected from the other sales departments to fill the vacancy.
From among multiple candidates who already have attributes such as seniority and position as employees, the employee most suitable for the sales department is selected. For this purpose, the characteristics of employees in the existing sales department, for example, the Sales Department 1 to which the employee will be transferred in the personnel transfer, are compared with the characteristics obtained from the scores of the candidate group.

Table 74 shown in Figure 19 derives upper and lower limits for each of the four categories from the scores of the employees in Sales Department 1 who will be transferred in the personnel transfer, sets ranges for the upper and lower limits, and inserts the scores of candidates A, B, and C into the columns corresponding to each category.
The upper and lower limits may be calculated by multiplying the average score of each category of employees in the department by a coefficient, or the upper and lower limits of the scores of employees in the department may be used as they are. Also, other methods may be used.

The Sales Department 1 is characterized by its particularly high communication skills compared to other departments.
In table 74, for example, the score of candidate C is the highest overall score, but the total score for the communication category does not meet the criteria for the category balance range.

Candidate C's communication score is low compared to other categories, and it can be said that there is a high possibility that he will have problems building relationships with other members and making progress in work from a communication perspective in that department.
In this case, the balance determination unit 131 executes the determination process of step S12 in FIG. 7 based on the table 74 shown in FIG.

As a result of the judgment in step S12 in FIG. 7, based on the above-mentioned content, Candidate C is judged to be unsuitable for the category and is eliminated from the candidates, while Candidates A and B are judged to be suitable for the category, and the judgment proceeds to the next step S13.

Table 75 shown in Figure 20 is a table in which the basic judgment unit 142 compares the scores of each of candidates A and B with the ideal values for each item in each category (see Figure 17), and inserts in the column for each category the number of items out of the five items in each category that it has determined to satisfy the conditions (scores exceeding the ideal value).
In the item judgment unit 132, based on the table 75 of FIG. 20, the judgment process of step S13 of FIG. 7 is executed. As a result, Candidate A is judged to have basic aptitude (advantage) since he/she satisfies the conditions in more than 3/5 items, a total of 4 categories.

On the other hand, Candidate B meets the conditions for more than 3/5 items, a total of 3 categories, and the result of the judgment process in step S13 of Figure 7 is NO, so the candidate proceeds to the judgment process in the next step S14. However, since the candidate still does not meet the criteria in this judgment process, the candidate is judged to not have the basic aptitude.
From the results of these judgment processes, Candidate A is selected as the one most suitable for the first sales department.

In this way, when personnel are transferred from a company's sales department to another sales department, table 74 is created to determine category suitability from the scores of employees in the new sales department 1, and table 74 is used to determine the scores of candidates A to C to select candidates. The selected candidates A and B are then further selected by judging the items for each category, so that candidate A can be selected as the one most suitable for the sales department 1.

Next, a case of matching a candidate for personnel transfer in a company with a department manager will be described with reference to FIG.
FIG. 21 is a diagram showing an example in which personnel suitable for a technical department are selected based on compatibility with the superior of the department.

This is an example of selecting personnel suited to a particular department from among employees in the same job category in other departments.
For example, when a vacancy occurs in the technical department, a suitable employee is selected from another department to fill the vacancy. However, the department is looking for the replacement employee to act as an assistant to the department head, and they want to select the candidate based not only on suitability for the department but also on suitability with the department head.

In this case, several employees who meet the criteria based on employee attributes (years, position, etc.) and department characteristics are selected as candidates for personnel transfers. In order to select from these the employee most suitable for the department, the scores are also compared with those of the department head.
As a premise, the industry of the company in which the personnel transfers are taking place is manufacturing, and the candidate to be transferred is the technical department.

Table 76 shown in Figure 21 derives upper and lower limits for each of the four categories from the scores of employees in the technical department who will be transferred in the personnel transfer, sets ranges for the upper and lower limits, and inserts the scores of the department manager and candidates A, B, and C into the columns corresponding to each category.

In this table 76, the transferred technical department is characterized by high scores in the four categories, particularly in planning & control and thinking. In addition, the department manager is characterized by high scores in planning & control and thinking, just like the department characteristics.

Candidates A, B, and C all have the same total score, but each has their own unique scores in each category.
Candidate A has high scores in planning and control and thinking, Candidate B has high scores in communication, and Candidate C has high scores in business knowledge.

Compared to the combination of the department manager and candidate A with other candidates B and C, both of the department manager and candidate A had high scores in planning and control and thinking, and when the scores were plotted on a radar chart, their characteristics were similar, indicating that their thinking (traits) when carrying out their work are similar.

In this case, the balance determination unit 131 executes the determination process of step S12 in FIG. 7 based on the table 76 shown in FIG.
As a result of the judgment, based on the above content, it is determined that Candidate A is most suitable for the technical department and as a department head.

In this way, when personnel are transferred from another department to the technical department within a company, a table 76 is created that judges category suitability from the scores of the employees and department manager of the technical department to which the employee is being transferred. By using this table 76 to judge the scores of each of the candidates A to C and select the candidate, it is possible to select candidate A as the one most suitable for the technical department and the department manager. Therefore, after being transferred to the technical department, candidate A can be expected to play an active role in the technical department while assisting the department manager.

Next, an example of matching candidates for personnel transfer in a company with job types will be described with reference to FIG. 22 and FIG.
FIG. 22 shows an example in which the category characteristics of the planning department are compared with the scores of each category of a group of candidates in order to select an employee suitable for the planning department from among employees in the sales department.

This is an example of selecting personnel suited to a particular department from among employees in different occupations.
As a premise, the candidate for personnel transfer is an employee who currently belongs to the sales department. The industry of the company to which the personnel transfer will be made is manufacturing. The transferee will be in the planning department, which is a different type of job from the sales department.

Here, we compare the characteristics of the planning department with the scores of the candidate group in order to select employees suitable for the planning department from among employees in the sales department.

Table 77 shown in Figure 22 derives upper and lower limits for each of the four categories from the scores of employees in the planning department who will be transferred in the personnel transfer, sets ranges for the upper and lower limits, and inserts the scores of candidates A, B, and C into the columns corresponding to each category.
The upper and lower limits may be calculated by multiplying the average score of each category of employees in the department by a coefficient, or the upper and lower limits of the scores of employees in the department may be used as they are. Also, other methods may be used.

In Table 77, the Planning Department is characterized by particularly high scores in Planning & Control and Thinking. Candidates A and B's total scores in all categories meet the aptitude range criteria.

On the other hand, Candidate C does not meet the upper and lower range criteria for planning and control and communication.
In this case, the balance determination unit 131 executes the determination process of step S12 in FIG. 7 based on the table 77 shown in FIG.
As a result of the judgment process in step S12 of FIG. 7, based on the above-mentioned content, Candidate C is judged to have no category aptitude and is rejected, while Candidates A and B are judged to have category aptitude, and the judgment proceeds to the next step S13.

Table 67 shown in Figure 12 is a table in which the basic judgment unit 142 compares the scores of each of candidates A and B with the ideal values for each item in each category (see Figure 17), and inserts in the column for each category the number of items out of the five items in each category that it has determined to satisfy the conditions (scores exceeding the ideal value).
In the item judgment unit 132, based on the table 67 of FIG. 12, the judgment process of step S13 of FIG. 7 is executed. As a result, candidates A and B both meet the conditions for more than 3/5 items in four categories and are judged to have basic aptitude.

However, in this example, referring to table 77 shown in FIG. 22 above, the total score for Candidate A is 65 points and the total score for Candidate B is 61 points, and since Candidate A has a higher total score than Candidate B, in terms of priority determination (superiority), Candidate A is determined to be more suitable for a personnel transfer to the planning department, which is a different job type.

In this way, when a company transfers personnel from the sales department to the planning department of a different job type, table 77 is created to determine category suitability from the scores of the employees in the planning department to which they will be transferred, and table 77 is used to determine the scores of each of candidates A to C to select the candidates. The selected candidates A and B are then further screened using table 67 based on a combination of item judgments for each category and priority, making it possible to select candidate A as the one most suitable for the planning department.
As a result, the results of the assessment of the skills of users such as candidates can be utilized to assist in the placement of personnel in the organization to which the user belongs or may belong.

Although one embodiment of the present invention has been described above, the present invention is not limited to the above-mentioned embodiment, and modifications and improvements that can achieve the object of the present invention are included in the present invention.

For example, the hardware configuration shown in FIG. 2 is merely an example for achieving the objectives of the present invention and is not particularly limited.

The functional block diagram shown in FIG. 3 is merely an example and is not particularly limited. In other words, it is sufficient that the information processing device is provided with a function capable of executing the above-mentioned series of processes as a whole, and the functional blocks and databases used to realize this function are not particularly limited to the example in FIG. 3.

Furthermore, the locations of the functional blocks and databases are not limited to those shown in FIG. 3 and may be arbitrary.
Furthermore, each functional block and database may be configured as a single piece of hardware, may be provided in separate pieces of hardware, may be configured as a single piece of software, or may be configured as a combination of these.

When the processing of each functional block is executed by software, the program constituting the software is installed into a computer or the like from a network or a recording medium.
The computer may be a computer built into dedicated hardware, or may be a computer capable of executing various functions by installing various programs, such as a server, a general-purpose smartphone, or a personal computer.

The recording medium containing such a program is not only configured as a removable medium that is distributed separately from the device body in order to provide each student with the program, but also configured as a recording medium etc. that is provided to each student in a state where it is already installed in the device body.

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

In addition, in this specification, the term "system" refers to an overall device that is composed of multiple devices, multiple means, etc.

For example, in the above-described embodiment, categories for evaluating fundamental business skills are divided into four categories, such as business knowledge, planning and control, communication, and thinking, but this is merely an example.
That is, any N number of categories (N is an integer value of 2 or more) related to business fundamentals can be adopted. In this case, the items provided for each category are not particularly limited to the examples of the above embodiment, and any M number of items (M is an integer value of 2 or more independent of N) can be adopted.

In the above embodiment, information indicating the business fundamentals of each candidate, including candidates for employment at a company or candidates for transfer to other workplaces or departments among employees, was obtained, for example, by normalizing the scores on a business fundamentals diagnostic test for each item in one or more categories that evaluate business skills, but other examples are also possible.
For example, a company, an organization, or a community may be used, as long as it is an organization. An employee, a company staff member, a police officer, or the like may be used, as long as it is a member.
Furthermore, although normalized test scores for each category or item are obtained as information indicating fundamental business skills, other information may also be obtained, for example the test scores themselves, and any information indicating fundamental business skills will suffice.

In the above embodiment, the number of items is "5", but this is not limited to this and may be any M (M is an integer value of 2 or more). Also, in the above embodiment, the number of categories is "4", but this is not limited to this and may be any N (N is an integer value of 2 or more independent of M). Furthermore, in the above embodiment, the number of categories whose scores satisfy the first standard (in the specification, 3/5 or more items are cleared) is 3, but this may be any P (P is an arbitrary integer value of N-1 or less).

Furthermore, in the above embodiment, examples of employment and transfer within a company have been described, but the present invention can also be applied to finding industries, occupations, and companies to which a job seeker is suited.
The above-mentioned examples are based on the assumption that the company holds the data, but by having a recruitment agency or the like use server 10 of this information processing system, it becomes possible to provide a service that finds industries, job types, and companies that are suitable for recruiters.

In addition, in the above embodiment, hiring and transfer decisions were made based on the evaluation results of a test that assesses basic business skills, but it is also possible to diagnose suitability for managerial positions and suitability for placement, etc., using the scores obtained by conducting and evaluating diagnostic tests for leadership positions, for example, and this can also be used in services for finding leaders and candidates for leadership positions.

In the above embodiment, by conducting an interview based on the scores, it becomes possible to ask questions that will elicit more clear issues and thoughts.
Students can access the server 10 of this information processing system from their own terminals and use the service that determines suitability for employment and transfer, thereby learning what types of business, industries, and occupations they are suited to.

In this embodiment, the service provider managing the server 10 in FIG. 1 is assumed to be, for example, a human resources training company, but this is not limited to this and can be widely applied to a variety of entities, such as a recruitment agency.

In summary, the information processing apparatus to which the present invention is applied is sufficient if it has the following configuration, and can take various different embodiments.
That is, an information processing device to which the present invention is applied (for example, the server 10 in FIG. 3, etc.)
The business fundamentals of candidates (job seekers, personnel transfer recipients, etc.) who are members of an organization (e.g., company employees, etc.) are evaluated by dividing them into N categories (N is an integer value of 2 or more independent of M: 4 in the specification) each including M items (M is an integer value of 2 or more: 5 in the specification), and an acquisition means (e.g., the test unit 121 in FIG. 3, etc.) for acquiring evaluation values (total scores for each category, normalized scores for each item) obtained by evaluating the business fundamentals in a first unit (total score) for the N categories and a second unit (score) for each item in each category;
a first determination means (e.g., the balance determination unit 131 in FIG. 3 ) for determining whether or not the evaluation value (how many points out of a total of 20 points) of each category of the business fundamentals acquired by the acquisition means (e.g., the test unit 121 in FIG. 3 ) is within a predetermined range (e.g., between an upper limit and a lower limit in the case of the four categories in FIG. 11 );
a second judgment means (e.g., the item judgment unit 132 in FIG. 3 ) for judging that the candidate has basic aptitude to be a member of the organization when the first judgment means (e.g., the balance judgment unit 131 in FIG. 3 ) judges that the evaluation value is within the predetermined range, the evaluation values of at least P (P is an arbitrary integer value equal to or less than N-1: "3" in the specification) categories satisfy a first criterion (clearing 3/5 or more items in the specification) and the evaluation values of each item in each remaining category satisfy a second criterion (within the lower limit of the item -1 point);
Equipped with.
The evaluation value (score) of fundamental business skills is expressed as a score for each specific item based on what the candidate has learned, experienced, and acquired so far. Although the score itself cannot be used to measure an individual's personality or compatibility with others, it is related to the candidate's own way of thinking and personality, so it is possible to judge a candidate's suitability for an organization from perspectives other than their skills.
In other words, the evaluation results of the basic business abilities (skills) of candidates for organizational members (e.g., company employees, etc.) are reevaluated from different perspectives in stages for each category and item, and candidates who are suitable to be members of an organization (e.g., company employees, etc.) are selected, thereby making it possible to appropriately assign personnel to organizations (e.g., departments, sections, divisions, etc. within a company).
The second determination means (e.g., the item determination unit 132 in FIG. 3, etc.)
A second-1 judgment means (e.g., advantage judgment unit 141 in FIG. 3, etc.) that judges that the candidate has the basic aptitude when all the evaluation values of the N categories (N is an integer value of 2 or more independent of M: 4 in the specification) satisfy the first standard (clearing 3/5 or more items in the specification);
a second-2 judgment means (e.g., the basic judgment unit 142 in FIG. 3 ) for judging that the candidate has the basic aptitude if the second-1 judgment means does not judge that the candidate has the basic aptitude, and if the evaluation values of at least the P categories (P is an arbitrary integer value equal to or less than N-1: 3 in the specification) satisfy the first criterion (clearing 3/5 or more items in the specification) and the evaluation value of each item in the remaining one category meets the second criterion (within the lower limit of the item minus 1 point);
has.
As a result, if the evaluation values for all of N (N is an integer value of 2 or more independent of M: 4 in the specification) categories satisfy the first criterion (in the specification, 3/5 or more items are met), the candidate is determined to have basic aptitude, and if this judgment does not determine that the candidate has basic aptitude, then if the evaluation values for at least P (P is any integer value equal to or less than N-1: 3 in the specification) categories satisfy the first criterion (in the specification, 3/5 or more items are met) and the evaluation values for each item in the remaining categories satisfy the second criterion (within the lower limit of the item minus 1 point), the candidate is determined to have basic aptitude, making it possible to narrow down a certain number of candidates from a wide range while prioritizing the candidates to be selected.
a third judgment means (e.g., the characteristic judgment unit 133 in FIG. 3 ) for judging that, among the candidates judged to have the basic aptitude by the second judgment means, the candidate who has a score tendency in the N categories (N is an integer value of 2 or more independent of M: 4 in the specification) similar to the score tendency in the N categories of existing members of the organization (existing employees in the specification) (e.g., the radar chart in FIG. 4 ) has an aptitude in the organization;
It further has:
This makes it possible to select from among candidates who are determined to have basic aptitude those individuals who are more likely to be able to adapt to being members of an organization (e.g., an employee of a company).
If the organization is, for example, a company, it is possible to select personnel who are more suited to the characteristics of the company (industry, job type, department, etc.). Also, if the organization is, for example, a department within a company, it is possible to select personnel who are more suited to the characteristics of the department (sales department, development department, planning department, etc.).

1: Information processing system, 10: Server, 20, 20-1, 20-u: Candidate terminal, 101: CPU, 102: ROM, 103: RAM, 104: Bus, 105: Input/output interface, 106: Output section, 107: Input section, 108: Storage section, 109: Communication section, 110: Drive, 111: Removable media, 121: Test section, 122: Aptitude judgment section, 123: Display control section, 131: Balance judgment section, 132: Item judgment section, 133: Characteristics judgment section, 141: Advantage judgment section, 142: Basic judgment section, 151: Student DB, 152: Examination DB, 153: Company DB, N: Network

Claims (3)

As a means executed by a CPU of the information processing device,
an acquisition means for evaluating the business fundamentals of candidates for organization members by dividing them into N categories (N is an integer of 2 or more independent of M) each including M items (M is an integer of 2 or more), and acquiring an evaluation value obtained by evaluating the business fundamentals in a first unit for the N categories and in a second unit for each item in each category;
a determination means for making a first determination as to whether a predetermined first determination criterion is met using an evaluation value of each category of the business fundamentals acquired by the acquisition means, and when the determination result indicates that the first determination criterion is met, making a second determination as to whether a predetermined second determination criterion is met using at least the evaluation value of each item of one or more of the categories, and when the determination result indicates that the second determination criterion is met, determining that the candidate has the fundamental aptitude to be a member of the organization;
An information processing device comprising: An information processing method executed by an information processing device,
The steps executed by a CPU of the information processing device include:
an acquisition step of evaluating the business fundamentals of candidates for organization members by dividing them into N categories (N is an integer of 2 or more independent of M) each including M items (M is an integer of 2 or more), and acquiring evaluation values of the business fundamentals evaluated in a first unit for the N categories and in a second unit for each item in each category;
a judgment step of making a first judgment as to whether a predetermined first judgment criterion is satisfied using an evaluation value of each category of the business fundamentals acquired in the acquisition step, and if the judgment result indicates that the first judgment criterion is satisfied, making a second judgment as to whether a predetermined second judgment criterion is satisfied using at least the evaluation value of each item of one or more of the categories, and if the judgment result indicates that the second judgment criterion is satisfied, judging that the candidate has the basic aptitude to be a member of the organization;
An information processing method comprising: The CPU of a computer that controls an information processing device
an acquisition step of evaluating the business fundamentals of candidates for organization members by dividing them into N categories (N is an integer of 2 or more independent of M) each including M items (M is an integer of 2 or more), and acquiring evaluation values of the business fundamentals evaluated in a first unit for the N categories and in a second unit for each item in each category;
a judgment step of making a first judgment as to whether a predetermined first judgment criterion is satisfied using an evaluation value of each category of the business fundamentals acquired in the acquisition step, and if the judgment result indicates that the first judgment criterion is satisfied, making a second judgment as to whether a predetermined second judgment criterion is satisfied using at least the evaluation value of each item of one or more of the categories, and if the judgment result indicates that the second judgment criterion is satisfied, judging that the candidate has the basic aptitude to be a member of the organization;
A program that executes control processing including:

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