JP7723956B2 - 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.

Human resource development support systems have existed for some time that assess users' skills and support human resource development based on the assessment results (see, for example, Patent Document 1).

Japanese Patent Application Laid-Open No. 2004-246507

However, while the information obtained through training and other opportunities provided through human resource development support has traditionally been useful for improving individual users' skills, it has not currently been utilized for any other purposes.

The present invention was made in light of this situation, and aims to enable the information gained from human resource development opportunities to be effectively utilized in economic terms.

In order to achieve the above object, an information processing device according to one embodiment of the present invention comprises:
a log acquisition means for acquiring, as human resource development log information, information collected regarding human resource development opportunities provided to one or more people related to a predetermined location;
economic trend generating means for generating information indicating future economic trends in a predetermined range including at least the predetermined location based on one or more pieces of human resource development log information;
Equipped with.
This allows the service provider to generate information indicating future economic trends in a specified area that includes at least the specified location based on information collected from each person regarding human resource development opportunities implemented for the person related to the specified location, thereby making it possible to reliably predict future economic trends.
As a result, information gained from human resource development opportunities can be effectively utilized in economic terms.
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.

This invention makes it possible to effectively utilize information gained from human resource development opportunities in economic terms.

1 shows the overall configuration of an information processing apparatus according to an embodiment of the present invention. FIG. 2 is a block diagram showing a hardware configuration of a server in the information processing system of FIG. 1 . FIG. 2 is a functional block diagram showing a functional configuration of a server in the information processing system of FIG. 1 . FIG. 10 is a diagram showing an example of the evaluation results of the skills of individual users associated with the evaluation indexes of business skills. FIG. 10 is a diagram showing an example of a questionnaire for users. 4 is a flowchart showing the operation of generating information on business trends in the server of FIG. 3; FIG. 10 is a diagram showing an example of a table comparing the growth rate of the number of participating companies and the range of change in the Tankan survey by industry of companies. FIG. 10 is a diagram showing an example of a table comparing the rate of increase in the number of students per company and the range of change in the Tankan survey for each industry of the company. FIG. 10 is a diagram showing an example of a table comparing the rate of increase in managerial positions at companies that have undertaken hierarchical training by industry with the range of change in the Tankan survey. FIG. 10 is a diagram showing an example of a table comparing the rate of increase in the number of mid-career recruits taking hierarchical education programs at companies by industry with the range of change in the Tankan survey. FIG. 10 is a diagram showing an example of a table comparing the rate of increase in the number of managers taking training courses on business strategies and policies for each industry of a company with the range of change in the Tankan survey. FIG. 10 is a diagram illustrating an example of a table comparing the rate of increase in the number of people taking training for mid-career employees by industry of a company with the range of change in the Tankan survey. This is a diagram showing an example of a table that matches the answers (numerical values of the survey results) obtained from a questionnaire survey of participants in managerial positions and above, and non-managerial positions in each industry sector, to the question "Feeling fulfilled at work" with economic trends. FIG. 14 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG. 13. This is a diagram showing an example of a table that matches the responses (numerical values of the survey results) obtained from a questionnaire survey of participants at managerial and above positions and below managerial positions in each industry sector to the question "New initiatives and challenges in the workplace" with economic trends. FIG. 16 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG. 15 . This is a diagram showing an example of a table that matches the answers (numerical values of the questionnaire survey results) obtained from a questionnaire survey of participants at managerial and above positions and below managerial positions in each industry sector to questions such as "new initiatives and challenges in the workplace" and "purpose of self-investment" with economic trends. FIG. 18 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG. 17. This figure shows an example of a table that matches the answers (numerical values of the survey results) obtained from a questionnaire survey of participants from each industry sector to the questions "satisfaction with work" and "work volume" with economic trends. FIG. 20 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG. 19 . This figure shows an example of a table that matches the responses (evaluation values of the survey results) obtained from a survey of participants in each industry sector to questions such as "company atmosphere" and "career plan" with economic trends. FIG. 22 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG. 21 . FIG. 10 is a diagram showing an example of a table that associates responses to a free comment questionnaire (evaluation values of the questionnaire survey results) obtained in a questionnaire survey of participants in each industry with economic trends. FIG. 24 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG. 23. FIG. 10 is a diagram illustrating an example of a table comparing the trend in the number of service users (number of user IDs) of managers at companies that use training services with the Tankan change range. FIG. 10 is a diagram illustrating an example of a table comparing the trend in the number of training users (number of user IDs) for new employees at companies that use training services with the range of change in the Tankan survey.

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 1 according to an embodiment of the present invention.
The information processing system 1 shown in Figure 1 is composed of a server 10 and n (n is any integer value greater than or equal to 1) student terminals 20-1 to 20-n, which are interconnected via a predetermined network N such as the Internet.
In the following description, when there is no need to distinguish between the student terminals 20-1 to 20-n, they will be collectively referred to as "the student terminal 20."

The student terminal 20 is an information processing device managed for each student, and is configured, for example, as a tablet terminal or a smartphone.
The server 10 is managed by the service provider and executes various processes while controlling the operations of the student terminals 20-1 to 20-n.

Upon application from a company, the service provider allows employees to participate in courses as participants, conducts online training, etc. The service provider also conducts tests on participants to check their level of understanding and mastery of the content of the courses and online training they have attended, evaluates the test results, and provides future advice to the participants.
Furthermore, based on the test results of multiple employees (participants) belonging to a company or a department within that company, the service provider will support the growth of the company or department, etc., and will present optimal solutions for future growth, enabling the service provider to contribute to the development of society.

Specifically, in this embodiment, the server 10 operates in cooperation with the student terminal 20 as follows.
That is, the server 10 first transmits a business fundamentals diagnostic test (hereinafter simply referred to as a "test") consisting of one or more of a plurality of questions pre-stored in the server 10 to the student terminal 20, and then receives the answers entered by the student for each of these one or more questions.

The test will be administered by the service provider. The test questions are designed to assess the participant's basic business skills (business fundamentals), and will be set by the service provider for one or more business skills to be assessed and one or more themes within each skill. Business fundamentals refer to skills or abilities that are useful in working as a member of society.

We will explain the relationship between skills and themes for assessing basic business skills.
There are m defined skills (m is any integer value greater than or equal to 1), and p defined themes (p is any integer value greater than or equal to 1, independent of m) for each of the one or more skills.
The test will include questions on each topic related to that topic.

The student terminal 20 receives the test sent by the server 10. The student then operates the student terminal 20 to input answers to each of the multiple questions that make up the test.
The student 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 sent from each of the student terminals 20-1 to 20-n. 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 types of populations can be used, such as a group of students who match one or more predetermined pieces of attribute information among various types of attribute information related to the students, or a group of students whose scores fall within a certain range, etc. It is assumed that the server 10 manages, for each student, a score indicating the grading result in association with the various attribute information of the student.
In this case, extraction conditions for extracting scores from a predetermined population can be, for example, the same age, the same occupation, the same industry, the same position, 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 specific student can be compared with the average, maximum, or minimum score of a specific population that includes the specific student.

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

This allows students to easily visually see the degree of growth of the student's current skills compared to their past skills, as well as the effectiveness of the company's training, from the graph displayed on the screen of the student terminal 20, which shows the distribution of the student's own score for each theme of each skill and the score of a specified population to which the student belongs.

By combining the information (scores) from such skill evaluation results and the responses to questionnaire surveys given to participants with, for example, information on the industry and business type, and using AI or other tools to analyze them from an economic perspective, it is possible to predict the future performance of the company to which the participant belongs and the department within that company (performance will improve, remain flat, stabilize, decline, etc.).
Furthermore, by combining the information (scores) on the skill evaluation results of the participants and their responses to questionnaire surveys with information on the industry and business type, it is possible to obtain leading indicators of future economic trends, thereby generating information that indicates future economic trends for, for example, Japan, the Kanto region, or each prefecture, etc., without waiting for the release of quarterly economic indicators (such as the Tankan survey).
Furthermore, by displaying and allowing the generated (predicted) information showing future economic trends to be viewed on the terminal of, for example, a person in charge of a group (the president or a department head (a manager or other managerial position)), if the participants are employees, they will be able to foresee the company's performance and future economic outlook according to changes in the employees' skills, and will be able to make the next move before other companies (other parties) do.

Figure 2 is a block diagram showing the hardware configuration of the 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 into 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. The bus 104 is also connected to an input/output interface 105. The input/output interface 105 is connected to an output unit 106, an input unit 107, a memory unit 108, a communication unit 109, and a drive 110.

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 composed of a keyboard, a mouse, etc., and is used to input various 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 (the student terminal 20 in the example of FIG. 1) via a network N including the Internet.

Removable media 111, such as a magnetic disk, optical disk, magneto-optical disk, or 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 needed.
The removable media 111 can also 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 141, an examination DB 142, and a company DB 143 are provided in one area of the storage unit 108 (FIG. 2) of the server 10.
The student DB 141 stores information about students.
The information about participants is information for, for example, company employees attending courses, training sessions, etc. held by the service provider in order to improve their own skills.

Specifically, participant DB141 stores information such as the name, age, department (division, etc.) within the company, position, and information about the course or training attended (course name and course number, training name and training number, attendance date, attendance history) of employees attending the training service, in association with information that identifies the individual participant (participant ID or participant number, etc.).

For example, multiple courses are stored as courses among the courses and trainings that students can take. A course is, for example, a workshop or seminar that implements a training program, and multiple students can participate in multiple 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, a theme or subtheme is used. That is, in the following example, one course is associated with one or more (mainly one) themes or subthemes.
Themes are subjects that name each of the skill elements of business and are associated with the course name. Sub-themes are small themes included within a theme, and courses that only cover small themes are set up. The same applies to training.

As shown in the graph in Figure 4, indicators for evaluating basic business skills are defined (categorized) into four categories: "Business knowledge," "Planning & Control," "Thinking," and "Communication." Themes are one of the evaluation elements for each skill. Each skill has courses that include one or more themes.

For example, themes that measure basic business skills in the "business knowledge" skill category include current affairs, legal affairs, human resources, and labor, finance and accounting, marketing, and management. Although not shown in the figure, the legal affairs, human resources, and labor theme includes sub-themes such as human resources and labor and compliance.

Themes that measure the fundamental business skills of "Planning & Control" include objectives and goals, planning, business management, reflection/evaluation, and improvement. Although not shown in the figure, the objectives and goals theme includes a sub-theme called goal-based thinking. Furthermore, the planning theme includes a sub-theme called action plan development.

Themes that measure the fundamental business skills of "thinking" include numerical processing, utilizing thinking methods, information gathering, problem setting, and solution planning. Although not shown in the figure, the theme of utilizing thinking methods includes a sub-theme called the ability to decompose into elements.

Themes that measure basic business skills in the "communication" category include negotiation, written communication, oral communication, active listening, and business etiquette. Although not shown in the figure, the theme of written communication includes the sub-theme of slide creation ability.

Here we will explain how to categorize skills to evaluate business skills.
Skills can be broadly divided into four categories, systematizing the skills necessary for growth in human resource development.
In order for people to achieve results, they need the ability to plan and execute ("planning and control"). To improve this ability, they also need the ability to think (to make decisions and make judgments), the ability to communicate (to build relationships), and the prerequisite knowledge ("business knowledge").
By diagnosing basic business skills by dividing them into four skills in this way, it becomes easier to see the characteristics of the skills possessed by the person being assessed.

Business fundamentals are taught in units of individual themes or in units of courses covering multiple themes, and participants' business skills are improved by attending courses or training.
When participants take a course or training course, they are given a business basics diagnostic test before, during and after the course.

The examination DB 142 stores information about tests conducted by the service provider. The information about the tests includes, for example, test questions, answers, test results of individual trainees (scores for each theme), a comprehensive evaluation of the results of a business fundamentals assessment (scores for each skill), questionnaires to companies using the training service and trainees, responses to the questionnaires, the number of companies using the training service, the number of trainees, the number of companies that have started hierarchical training, the number of trainees by training theme and by level, the lead time required for decision-making before introducing the training, the number of registered service user IDs, and other human resource development log information.
The score is a numerical value (from "1" to "5") obtained by evaluating the score for each test theme, for example, on a five-point scale, and the total value for each skill is also stored. If one skill has five themes, each skill is scored up to 25 points, and the student's evaluation for each skill is shown by the total value of the scores for each theme.

The company DB 143 stores information about the company (company size (number of employees), organizational structure (hierarchy, etc.), department and division allocation, etc.). The company DB 143 also stores information about each employee of the company (e.g., employee name, age, date of joining the company, years of employment, organizational position, job title, etc.) linked to the employee's personal identification information, such as employee number.
In addition, the company DB 143 stores information regarding the company's performance as its results (for example, past actual values (e.g., monthly revenue, profit margins, etc. from one year ago or several years ago), monthly actual values up to the present time of the current fiscal year, forecast values for the next fiscal year, etc.).
The above examples of one year ago or several years ago are merely examples, and past performance data from three years ago is also acceptable.
In addition, the company DB 143 stores performance information (for example, information published in business magazines, etc.) of companies participating in courses and training so that it can be compared with other companies in the same industry.

In the CPU 101 (see FIG. 2) of the server 10, a test unit 121, a business performance forecast unit 122, an economic forecast unit 123, and a display control unit 124 function when executing processing.
The test unit 121 acquires information indicating the basic business skills of each of one or more employees (members) belonging to an organization such as a company. The information indicating the basic business skills may be, for example, a skill for evaluating skills or a test score for each theme.
Specifically, the test unit 121 creates questions for each theme item from among questions for evaluating the skills of the student that are stored in advance in the examination DB 142, for the student to answer by operating the student terminal 20. A collection of questions and answers for each theme of each skill created in this way constitutes a test.

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

The test unit 121 acquires the test answers (a collection of answers for each question) sent from the student terminal 20 via the communication unit 109 .
The test unit 121 grades the acquired test answers for each question based on predetermined scoring criteria.
The test unit 121 normalizes (scores) the results of scoring each question for each theme of each skill, and stores the scores in the examination DB 142 as evaluation results, linking them to the item names of each theme, and manages them for each student.

The test unit 121 acquires information (evaluation results (scores) of business fundamentals, comments and evaluation values in questionnaire responses, etc.) collected from tests and questionnaires administered to one or more participants or questionnaire respondents (e.g., employees working for companies based in Tokyo or elsewhere, or questionnaire respondents who receive training services at a specified location and respond to a questionnaire) as human resource development log information.
In response to an evaluation presentation request (table creation instruction) from the student terminal 20, the test unit 121 acquires the score of a specific student and the score of a specific population that includes the specific student from the scores of one or more students managed in the examination DB 142, and outputs them to the display control unit 124. The specific student may also be referred to as the first student.

The specified population is extracted using specified extraction conditions that are pre-stored in the examination DB 142. Specifically, as described above, a population can be extracted using the specified extraction conditions of any combination of any number (including 1) of the same age, same occupation, same industry, same job title, same year of employment, or the specified trainee's own past scores.

The display control unit 124 superimposes a line graph in which the scores of one or more employees obtained by the testing unit 121 are plotted in a circular display area (see, for example, Figure 4) on 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 these on the screen of the student terminal 20 via the communication unit 109.

The display control unit 124 plots the scores output from the test unit 121 and displays the evaluation values of the business fundamentals diagnostic results as a graph.
Specifically, the display control unit 124 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 student terminal 20 via the communication unit 109.
The display control unit 124 also controls the display of the economic forecast results generated by the economic forecast unit 123 .

The performance prediction unit 122 predicts changes in the performance (improvement, flat performance, decline, etc.) of the company to which one or more employees (trainees) or survey respondents belong, based on the trends in human resource development log information (business fundamentals assessment results (scores), questionnaire response comments, etc.).
When using, for example, the business fundamentals assessment results (scores) from the human resource development log information, the performance prediction unit 122 predicts changes in the company's performance (revenue, profit margins, etc.) based on the difference (trend, for example, rate of change such as increase rate or decrease rate) between the past test results (scores) and the current test results (scores) for business fundamentals for each of one or more employees indicated by the information indicating business fundamentals acquired by the testing unit 121, and outputs the performance prediction results to the economic forecasting unit 123.
Specifically, the performance prediction unit 122 reads from the examination DB 142 the evaluation results of a test that is given to the participant regarding the basic business skills that the employee acquired through the training in which the employee participated as a participant, reads from the company DB 143 company information (department and hierarchy on the organizational chart) regarding the participant, and predicts changes in the performance (revenue, profit margin, etc.) of the company to which one or more employees belong based on the evaluation results of the test and the company information, and outputs the prediction result (changes in the company's performance (improvement or decline in performance, etc.)) to the economic forecasting unit 123 and stores it in the company DB 143.

The economic forecasting unit 123 generates information indicating future economic trends (leading indicators of economic trends, etc.) for a predetermined range (region) such as Tokyo that includes at least the location of the company's activities, based on changes in the company's performance (improvement, flat performance, slump, etc.) predicted by the performance forecasting unit 122. The Bank of Japan Tankan Index is an index for determining economic trends.
The Bank of Japan Tankan Index (hereinafter referred to as "BOJ Tankan"), obtained from the Internet or other sources, will be used as information to determine the relationship between changes in corporate performance and economic trends.
The economic forecasting unit 123 predicts the Bank of Japan Tankan Index, which will change in accordance with future changes in corporate performance, based on how the Bank of Japan Tankan Index has changed at any given time in accordance with changes in corporate performance.
The economic forecasting unit 123 generates information indicating future economic trends (leading indicators of economic trends, etc.) not only from changes in corporate performance but also from various leading indicators contained in the human resource development log information.
Leading indicators include, for example, trends in test evaluation scores, as well as trends in the number of companies using the service and the number of participants, trends in the percentage of companies that have begun hierarchical training, trends in the percentage of participants by training theme and level, survey results (answer comments) from companies using the training service and participants, trends in user IDs of companies using the training service, trends in the time it takes to make decisions, etc.
The Bank of Japan's Tankan survey will be used as information to determine the relationship between these leading indicators and economic trends.

The economic forecasting unit 123 includes a usage number forecasting unit 131, a hierarchical education forecasting unit 132, a training forecasting unit 133, a questionnaire forecasting unit 134, a training user company forecasting unit 135, a decision-making forecasting unit 136, etc.

The usage number prediction unit 131 generates information indicating future economic trends of the business sector or industry (leading indicators of economic trends, etc.) based on the trends in the number of companies using the training service and the number of participants for each business sector to which the companies belong. Leading indicators are indicators such as an upward trend, flat trend, downward trend, etc.
Alternatively, it may be an index such as a number of points increase, etc. In this example, the attributes of the companies are divided by business type, but they may also be divided by industry.
The usage number prediction unit 131 separates the trends in the number of companies using the training service and the number of participants by business type and industry, and predicts the economic trends of each business type and industry (whether the economy will rise, remain flat, or fall in the future, etc.).
Looking solely at the trend in the number of companies using training services, it could be interpreted as a result of factors such as sales efforts by the service providers, but by combining the trend in the number of companies with attribute information on the business type and industry, it is possible to predict future economic trends in that business type and industry as reliable information.

The hierarchical education prediction unit 132 generates information indicating future trends in the economy of an industry or sector (such as a leading indicator of economic trends) based on the trend in the number of companies that have started hierarchical education for each industry to which the companies belong. In other words, the economic trends of an industry or sector are predicted by combining the trend in the number of companies that have started hierarchical education with attribute information of the industry or sector.
Looking solely at the trend in the number of companies undertaking hierarchical education, it could be interpreted as a result of factors such as sales efforts by service providers, but by combining the trend in the number of companies with information on the industry and business sector, it is possible to predict the economic trends of the industry and business sector as a whole (whether the economy will rise, remain flat, or fall in the future, etc.) as reliable information.

The training prediction unit 133 generates information indicating future trends in the economy of the industry (such as a leading indicator of economic trends) based on the trends in the number of participants by training theme and level for each industry to which the company belongs. In other words, the economic trends of the industry and industry are predicted by combining the trends in the number of participants by training theme and level with attribute information of the industry and industry.
Looking at the trend in the number of participants alone, it could be attributed to factors such as sales efforts by the service provider, but by combining the trend in the number of participants with information on the industry and business sector, it is possible to predict trends in the industry and business sector as a whole.
The training themes that participants take tend to reflect the sense of issues that the company (the participant himself) has and the expectations that the company has given him. When we tested the hypothesis that economic trends can be predicted from the training themes that participants take, we found that there is a correlation between the training themes and economic trends.

The questionnaire prediction unit 134 determines the thinking tendencies of the participants (employees), such as the mindset and work attitude of employees classified into specific positions, for example, managerial positions and above and below, contained in the questionnaire results (answer comments, etc.) from the training service user companies and participants (employees), and generates information indicating future economic trends (leading indicators of economic trends, etc.) based on the thinking tendencies of the participants (employees).The questionnaire results (answer comments, etc.) are read from the examination DB 142.As for the job title, company information (department and organizational hierarchy) related to the participant (employee) is read from the company DB 143.
In this way, future economic trends can be predicted by reading the thinking trends of employees contained in the survey results (answer comments, etc.) from participants (employees) for each industry of the companies using the training service.
The comments in the survey responses tend to reflect the company's culture (atmosphere), and the culture (atmosphere) perceived by employees, including those in managerial positions and above, is likely to be related to the state of the company and its future growth. It is also likely to be related to the mindset of employees and their attitude toward work.
Managers tend to be the first to notice changes in economic trends, while non-managerial employees tend to have difficulty noticing trends until they actually change.
The survey prediction unit 134 predicts future economic trends by associating the thinking characteristics of each job title included in the survey results with the industry.

The training user company prediction unit 135 generates information indicating future economic trends in the industry or business sector (such as leading indicators of economic trends) based on the registration status of the user IDs of companies using the training service. In other words, companies with an increase in user IDs compared to before are increasing their investment in human resource development, and it can be seen that the economic situation in that company's industry or industry will be on an upswing in the future. Conversely, companies with a decrease in user IDs compared to before are decreasing their investment in human resource development, and it can be seen that the economic situation in that company's industry or industry will be on a downswing in the future. The registration status of user IDs is read from the student DB 141.

The decision-making body prediction unit 136 generates information indicating future trends in the economy of a business or industry (such as a leading indicator of economic trends) based on the transition of the time it takes for a company to make a decision on whether or not to use a training service. In other words, if the time it takes to make a decision is shorter than the standard decision-making time, it indicates that the economy of the company's industry will have a good outlook, and if it is longer than the standard decision-making time, it indicates that the economy of the company's industry will have a bad outlook.
The transition of the time required for decision-making is determined by reading out the period from the date of ordering the training service pamphlet or the date of inquiry to the completion of the contract to receive the training service in units of the past six months or one year, which is included in the contract information for each company stored in the company DB 143.

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 displayed superimposed on each other as a line graph.
As shown in FIG. 4, in this embodiment, the indicators for evaluating the basic business skills of the trainee are defined as four skills to evaluate people in terms of, for example, practical business ability, and items are set for each skill under five themes.
Specifically, the four skills defined for evaluating basic business abilities include, for example, "Business Knowledge,""Planning&Control,""Communication," and "Thinking."

Furthermore, each of the four skills has five themes. For example, the skill "business knowledge" has items on the themes of current affairs, legal affairs, human resources, and labor, finance and accounting, marketing, and management.
The skill of "Planning and Control" includes items on the themes of purpose and goals, planning, work management, reflection and evaluation, and improvement.
The skill of "communication" includes items on the themes of negotiation, written communication, oral communication, active listening, and business etiquette.
The skill of "thinking" includes items on the themes of numerical processing, utilizing thinking methods, information gathering, problem setting, and solution planning.

Then, the test unit 121 of the server 10 administers individual tests to the student for each theme set for each skill, obtains the results of the tests, scores them based on the predetermined scoring criteria for each theme set for each skill, normalizes (scores) the scoring results, obtains them as scores, and displays a graph on the student terminal 20 plotting the scores in a predetermined display area.

Specifically, the four skills are evenly allocated and displayed on the periphery of the concentric display area (also called a circular area, pie chart, radar chart, etc.) shown in Figure 4. Each of the themes set for each skill is placed at equal intervals on the periphery of the circular area so that its relationship to the skill is clear. The lowest score obtained through normalization, "0" (zero), is assigned to the center of the concentric circle, and numbers ("1" to "5") are placed at regular intervals away from the center. The highest score, "5," is placed on the periphery of the circular area. Concentric circles are also placed for each of the possible score values ("1" to "5").

The server 10 then displays on the student terminal 20 a graph plotting in the display area 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 that includes the specific student, such as people of the same age, occupation, industry, position, year of joining the company, or the student's past results.
That is, in the display area of Figure 4, the trainee's individual scores for this session, the previous session, and the session before that are plotted as radar charts with different line types. The charts are displayed overlapping each other in the same area, making it possible to compare the changed items (skills) at a glance.
The position of each skill item name shows the student's acquired score relative to the total score for that skill. The position of the skill name outside the radar chart, for example, the box for the skill name "Business Knowledge," shows the student's acquired score (points) for that skill. In this example, the acquired score (19 points) relative to the total skill point (out of 25) is displayed in a display format such as 19/25.

In this way, by visualizing the distribution of scores for each theme for each skill, the specific student can easily see the degree of growth in their current skills compared to their past skills, as well as the effectiveness of the company's training.

In this way, the trainee can easily see the level of his/her own business skills, and can also see the level of business skills of trainees of the same age as the trainee, and of trainees of the same occupation and age as the trainee, thereby enabling the trainee to grasp the relative level of his/her own business skills.
Therefore, the trainee can easily grasp the skills that should be improved as his/her own strengths and the skills that should be improved as his/her own weaknesses.

Here, a questionnaire survey will be described with reference to Fig. 5. Fig. 5 is a diagram showing an example of a questionnaire form or a questionnaire screen.
The questionnaire screen shown in FIG. 5 is displayed on the student's personal page.
The survey screen has items such as a theme, survey questions, response method, and legend.
There are seven themes, such as "current mood,""amount of work,""personalgrowth,""personalchallenge,""self-investment,""companyatmosphere," and "future career."
For example, for the theme "Current Mood," the questionnaire question might be "Do you feel fulfilled in your work right now?", and participants would answer the question by entering a number between 0 and 100. 0 means that they feel no fulfillment at all, and 100 means that they feel very fulfilled.
This questionnaire survey on the questionnaire screen reveals the corporate culture (atmosphere) perceived by company employees, their mindset, and their attitude toward work, etc. This information can be said to be related to the state of the company and its future growth, so it can be used as a leading indicator to predict future economic trends.

Next, the business performance forecasting operation of the server 10 in this information processing system 1 will be described with reference to Fig. 6. Fig. 6 is a flowchart showing the business performance forecasting operation of the server 10.
In this case, in step S11 of FIG. 6, the test unit 121 acquires, as human resource development log information, information (business fundamentals assessment results (scores) and survey responses (evaluation values, etc.)) collected regarding training services and surveys provided to one or more subjects, such as employees of a company based in Tokyo or survey respondents.
Based on trends in indicators such as business fundamentals assessment results and questionnaire responses contained in one or more pieces of human resource development log information, information such as leading economic indicators that show future economic trends in Japan, including at least Tokyo, and the Kanto region, etc. is generated.After that, when a company or the like that is receiving services from the service provider to improve its business fundamentals requests the service provider to make a future performance forecast, the service provider instructs the server 10 to make the performance forecast.
In step S12 of the server 10, the performance prediction unit 122 predicts changes in the company's performance, revenue, profit margin, etc. based on the difference between the past and current test results of the business fundamentals diagnostic test for each of one or more employees indicated by the scores obtained by the test unit 121, and outputs the prediction results to the display control unit 124.

Below, with reference to Figures 7 to 26, we will explain several examples in which we examined the correlation between the evaluation results (scores) of the training services conducted by this service provider, the survey results (questionnaire response comments), and the range of change in the Bank of Japan Tankan survey.

First, referring to Figure 7, we will explain a verification example in which the usage number prediction unit 131 generates information indicating future economic trends in industries (such as leading indicators of economic trends) based on the trend in the number of companies using training services for each industry to which the companies belong.
FIG. 7 is a diagram showing an example of a table comparing the growth rate of the number of participating companies and the range of change in the Tankan survey for each type of company.

Table 61 in FIG. 7 compares the growth rate of the number of companies using training services over a one-year period from one year to the next with the Tankan change range for the same year.
We tested this based on the hypothesis that an increase in the number of companies using training services indicates an upward trend in corporate performance, such as business expansion, the launch of new businesses, and an increase in employees.
Corporate investment in education can be considered an upfront investment in anticipation of business expansion, etc.

In Table 61 in Figure 7, the information and communications industry has seen a large change in the Tankan survey and an increase in the number of companies using training. The wholesale and retail industry has seen a flat change in the Tankan survey and a flat number of companies using training. The transportation industry has seen a negative change in the Tankan survey and a decrease in the number of companies using training.
From these data, we were able to verify that there is a correlation between the economic activity index indicated by the range of change in the Tankan survey and the increase in the number of companies using the training. Similar trends are also seen across industries and sectors, so it can be said that the rate of increase in the number of companies using the training is a useful leading indicator of economic trends. Similar trends were also found by area and company size.

Next, referring to Figure 8, we will explain a verification example in which the usage prediction unit 131 generates information indicating future economic trends in an industry or business (such as a leading indicator of economic trends) based on the trend in the number of participants at companies using training services for each industry to which the company belongs.
FIG. 8 is a diagram showing an example of a table comparing the rate of increase in the number of students per company and the range of change in the Tankan survey for each type of company.

Table 62 in FIG. 8 compares the rate of increase in the number of participants at companies using training services over a one-year period from one year to the next, with the Tankan change range for the same year.
We tested this based on the hypothesis that an increase in the number of people taking training courses indicates an upward trend in corporate performance, such as business expansion, the launch of new businesses, and an increase in employees.
The increase in the number of participants is closely related to the increase in the number of companies using training services, and therefore it can be said that this is a sign of an upward trend in corporate performance, such as business expansion, the launch of new businesses, and an increase in employees. It can also be seen as an upfront investment in anticipation of business expansion, etc.

In Table 62 in Figure 8, the information and communications industry saw a large change in the Tankan survey and an increase in the number of people taking training courses. The wholesale and retail industry saw a flat change in the Tankan survey and a flat increase in the number of people taking training courses. The transportation industry saw a negative change in the Tankan survey and a decrease in the number of people taking training courses.
From these data, we were able to verify that there is a correlation between the economic activity index indicated by the range of change in the Tankan and the increase in the number of people taking training services. As similar trends are also seen across industries and sectors, it can be said that the rate of increase in the number of people taking training is a useful leading indicator of economic trends. Similar trends were also found by area and company size.

Next, referring to Figure 9, we will explain a verification example in which the hierarchical education prediction unit 132 generates information indicating future economic trends in an industry or business sector (such as a leading indicator of economic trends) based on the trend in the number of managers attending hierarchical education for each industry to which the company belongs.
FIG. 9 is a diagram showing an example of a table comparing the rate of increase in the number of managers in companies that have started hierarchical education for each industry with the range of change in the Tankan survey.

Table 63 in Figure 9 compares the rate of increase in the number of managers taking hierarchical education programs in companies that have started them with the Tankan survey for the same year, over a one-year period from one year to the next.
An increase in the number of managers taking training courses at companies using training services can be interpreted as a sign that they are putting effort into developing managers. We conducted a test based on the hypothesis that in anticipation of business expansion and an increase in the number of people per organization, there is an urgent need to develop managers, which will lead to an increase in the number of managers taking training courses.

In Table 63 of Figure 9, the information and communications industry saw a large change in the Tankan survey and an increase in the number of employees taking managerial training courses. The wholesale and retail industry saw a flat change in the Tankan survey and an increase in the number of employees taking managerial training courses. The transportation industry saw a negative change in the Tankan survey and a decrease in the number of employees taking managerial training courses.
From these data, we were able to verify that there is a correlation between the economic indicators indicated by the range of change in the Tankan survey and the increase in the number of managers taking training courses. Similar trends are also seen across industries and sectors, so it can be said that the rate of increase in the number of managers taking training courses is a useful leading indicator of economic trends. Similar trends were also found by area and company size.

Next, referring to Figure 10, we will explain a verification example in which the hierarchical education prediction unit 132 generates information indicating future economic trends in an industry or business (such as a leading indicator of economic trends) based on the trend in the number of mid-career recruits taking hierarchical education for each industry to which the company belongs.
FIG. 10 is a diagram showing an example of a table comparing the rate of increase in the number of mid-career recruits attending hierarchical education programs offered by each industry with the range of change in the Tankan survey.

Table 64 in FIG. 10 compares the rate of increase in the number of mid-career recruits taking hierarchical education programs at companies that have started them with the Tankan survey for the same year, over a one-year period from one year to the next.
The number of mid-career recruits taking the course is obtained from the number of participants in training for mid-career recruits.
The increase in the number of mid-career recruits taking training courses at companies that use the training service can be rephrased as an increase in mid-career recruits in general, and an increase in mid-career recruitment.
We tested this based on the hypothesis that when a business begins to expand, hiring mid-career employees becomes an urgent priority, leading to an increase in the number of mid-career employees taking the course.

In Table 64 in Figure 10, the information and communications industry saw a large change in the Tankan survey and an increase in the number of mid-career recruits taking training. The wholesale and retail industry saw a flat change in the Tankan survey and a flat increase in the number of mid-career recruits taking training. The transportation industry saw a negative change in the Tankan survey and a decrease in the number of mid-career recruits taking training.
From these data, we were able to verify that there is a correlation between the economic activity index indicated by the range of change in the Tankan survey and the increase in the number of mid-career recruits taking training courses. Furthermore, since the hiring of mid-career recruits is also seen as an activity that takes place in anticipation of the gap between business growth and organizational expansion, it can be seen as a leading indicator. As similar trends are seen across other business sectors and industries, it can be said that the rate of increase in the number of mid-career recruits taking training courses is a useful leading indicator of economic trends. Similar trends can also be seen by area and company size.

Next, referring to Figures 11 and 12, we will explain a verification example in which the training prediction unit 133 generates information indicating future economic trends in the industry (such as leading indicators of economic trends) based on the trends in the number of participants by training theme and level for each industry to which the company belongs.
First, referring to Figure 11, we will explain a verification example in which the training prediction unit 133 generates information indicating future economic trends in an industry or business (such as a leading indicator of economic trends) based on the trend in the number of managers taking training on management strategies and management policies for each industry to which a company belongs.
FIG. 11 is a diagram showing an example of a table comparing the rate of increase in the number of managers attending training on business strategies and policies for each industry of a company with the range of change in the Tankan survey.

Table 65 in Figure 11 compares the rate of increase in the number of participants in training on business strategy and business policy among training services over a one-year period from one year to the next, with the range of change in the Tankan survey for the same year. Note that participants in training on business strategy and business policy are those in managerial positions or above.
A situation where managers and above are actively engaged in management policies and strategies (actively attending training) can be said to be a sign of economic upturn. We tested this based on the hypothesis that when a business is in an expansion phase, the number of people attending such training increases.

In Table 65 of Figure 11, the information and communications industry saw a large change in the Tankan survey and an increase in the number of people taking management training courses. The wholesale and retail industry saw a flat change in the Tankan survey and a flat change in the number of people taking management training courses. The transportation industry saw a negative change in the Tankan survey and a decrease in the number of people taking management training courses.
The above data demonstrates that there is a correlation between training related to management strategies and policies and economic trends. Furthermore, when companies are in a business expansion phase or show signs of expansion, they tend to be forced to redesign their management strategies and policies, so this can be said to be a useful leading indicator of economic expansion. Similar trends are also seen in other business sectors and industries, so the rate of increase in the number of people taking training related to management strategies and policies can be said to be a useful leading indicator of economic trends. Similar trends can also be found by area and company size.

Next, referring to Figure 12, we will explain a verification example in which the training prediction unit 133 generates information indicating future economic trends in an industry or business (such as a leading indicator of economic trends) based on the trend in the number of people taking training for mid-career employees for each industry to which a company belongs.
FIG. 12 is a diagram showing an example of a table comparing the rate of increase in the number of people taking training for mid-career employees by industry and the range of change in the Tankan survey.

Table 66 in FIG. 12 compares the rate of increase in the number of people taking training for mid-career employees over a one-year period from one year to the next, with the range of change in the Tankan survey for the same year.
The increase in the number of people taking training for mid-career hires can be rephrased as an increase in the number of mid-career hires themselves, and an increase in mid-career hiring.
We tested this based on the hypothesis that when a business begins to expand, hiring mid-career recruits becomes an urgent priority, leading to an increase in the number of mid-career recruits taking the course.
In Table 66 in Figure 12, the information and communications industry saw a large change in the Tankan survey and also saw an increase in the number of people taking training courses for mid-career recruits. The wholesale and retail industry saw a flat change in the Tankan survey and also saw a flat change in the number of people taking training courses for mid-career recruits. The transportation industry saw a negative change in the Tankan survey and also saw a decrease in the number of people taking training courses for mid-career recruits.
From the above data, we were able to verify that there is a correlation between training for mid-career employees and economic trends. Similar trends are also seen across industries and business sectors, so it can be said that the rate of increase in the number of people taking training for mid-career employees is a useful leading indicator of economic trends. Similar trends can also be found by area and company size.

The above examples of training on management strategies and policies, and training for mid-career hires, are just a few examples. Other training examined included creative training, career design training, training for newly appointed managers, and training on cost reduction and preventing unrecoverable losses.

A characteristic of participants in career design training is that they tend to work for stable companies and are generally positive about the future.
Industries and sectors where the number of people taking training on this topic is increasing are likely to be experiencing continuous growth or have the potential to see long-term growth.

The increase in the number of participants in training for new managers can be rephrased as an increase in the absolute number of new managers.
An increase in the number of newly appointed managers can be seen as a situation in which the number of employees is increasing and new departmental roles are being created. Industries and sectors where the number of people taking training on this topic is increasing can be seen as having an economic upturn.

A characteristic of participants in training on cost reduction and preventing unrecoverable expenses is that they are companies that feel the need to reduce costs or are actually under pressure to do so.
Industries and sectors where the number of people taking training courses on this topic is increasing are financially unstable, meaning that their economies are on a downward trend.

Below, with reference to Figures 13 to 24, we will explain a verification example in which the survey prediction unit 134 generates information indicating future economic trends in each business type and industry to which a company belongs (such as leading indicators of economic trends) based on the survey responses of participants.
FIG. 13 shows an example of a table that correlates the responses (numerical values of the questionnaire survey results) obtained from a questionnaire survey of participants in managerial positions and above, and non-managerial positions, in each industry of a company to the question "Feeling fulfilled at work" with economic trends.
FIG. 14 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG.

Table 67 in Figure 13 shows the correspondence between the numerical values of the survey results obtained from participants in managerial positions and above and those below managerial positions for multiple business types and industries A to D and economic trends. The numerical values of the survey results were calculated by using the average values of the response indexes as the analysis index.
The specific question was, "Do you feel fulfilled in your work?", and participants were asked to answer this question by assigning a number to their current state on an index scale of 0 to 100. Responses were obtained within the range of 0, the lower limit of the index, meaning that they feel completely fulfilled, and 100, the upper limit, meaning that they feel extremely fulfilled.

We tested the hypothesis that there is a correlation between job satisfaction and economic trends.
Characteristics of a sense of fulfillment in work include feeling a sense of growth as a company or an individual, feeling that you are contributing to the company, and feeling recognized.
These conditions also lead to individuals being able to achieve results, so it can be said that the more people feel fulfilled in their work, the better their results will be.
On the other hand, characteristics of not feeling fulfilled at work include not feeling any growth as a company or an individual, feeling anxious about the future, and a significantly worsening work environment.
Industry A has a high ratio of managers and non-managerial employees. The corresponding economic trend is "good or on an upward trend."
In industry B, the ratio is high for managers and low for non-managerials. The corresponding economic trend is "starting to expand."
Industry C has a low ratio of managers and a high ratio of non-managerial employees. The corresponding economic trend is "beginning to stagnate or shrink."
Industry D has low rates for managerial positions and low rates for non-managerial positions. The corresponding economic trend is "bad or declining."
If we create a matrix of the sense of fulfillment in work for those in managerial positions and above and those below managerial positions, along with economic trends, we obtain the correlation shown in Figure 14.
The above data has verified that there is a correlation between job satisfaction and economic trends. Similar trends are also seen across industries and business sectors, so the responses to job satisfaction as seen in the survey can be said to be effective as a leading indicator of economic trends. Similar trends can also be found by area and company size.

Next, we will explain an example in which the questions in a questionnaire survey were changed.
FIG. 15 shows an example of a table that correlates the responses (numerical values of the questionnaire survey results) obtained from a questionnaire survey of participants at managerial and above positions and non-managerial positions in each industry sector, to the question "New initiatives and challenges in the workplace," with economic trends.
FIG. 16 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG.

Table 68 in Figure 15 shows the correspondence between the numerical values of the survey results obtained from participants in managerial positions and above and those below managerial positions for multiple business types and industries A to D and economic trends. The numerical values of the survey results were calculated by using the average value of the response index as the analysis index.
The specific question was, "In the last three months, have you undertaken or attempted any new work at your company, organization, or as an individual?" Participants were asked to answer this question by assigning a number to their current state on an index scale of 0-100. Responses were obtained within the setting where 0, the lower limit of the index, means that no new efforts or challenges have been made, and 100, the upper limit, means that many new efforts and challenges have been made.

We conducted a test based on the hypothesis that there is a correlation between new business initiatives and challenges and economic trends.
Taking on new business ventures and challenges means embarking on new fields (launching new businesses, expanding businesses). It can be said that people embark on new fields when the economy is expanding, and there is a correlation between economic trends and whether or not there is an environment in which new business ventures and challenges can be undertaken.
Furthermore, being able to take on new initiatives and challenges means that the company has a culture that allows for such initiatives. Continuing to take on new initiatives and challenges also leads to corporate growth, so having a culture that allows for such initiatives can also be said to have the elements for corporate growth.
On the other hand, companies that do not take on new initiatives or challenges will experience stagnation and decline, and the same tendency is seen in companies that do not have a culture that allows for such initiatives.

In industry A, the proportion of managers is high and the proportion of non-managerial workers is high. The corresponding economic trend is "good or on an upward trend."
In industry B, the ratio is high for managers and low for non-managerials. The corresponding economic trend is "The economy is beginning to expand."
Industry C has a low ratio of managers and a high ratio of non-managerial employees. The corresponding economic trend is "beginning to stagnate or shrink."
Industry D has low rates for managerial positions and low rates for non-managerial positions. The corresponding economic trend is "poor or declining."
When we plot the figures for new business initiatives and challenges for managers and above and those below managers against economic trends in a matrix, we obtain the correlation shown in Figure 16.
The above data has verified that there is a correlation between new business initiatives and challenges and economic trends. Similar trends are also seen across business sectors and industries, so the responses to new business initiatives and challenges that can be read from the survey can be said to be effective as a leading indicator of economic trends. Similar trends can also be found by area and company size.
The above trend is due to the fact that non-managerial employees often start new initiatives and challenges one step later than managers.

Next, we will explain an example in which the questions in a questionnaire survey were changed.
FIG. 17 shows an example of a table that correlates the responses (numerical values of the questionnaire survey results) obtained from a questionnaire survey of participants at managerial and above positions and below managerial positions in each industry sector to questions such as "new initiatives and challenges in the workplace" and "purpose of self-investment" with economic trends.
FIG. 18 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG.

Table 69 in Figure 17 shows the trends in survey results regarding new business initiatives and challenges for multiple business types and industries A to D, along with changes in the proportions of responses a and b regarding the purpose of personal investment, in relation to economic trends.
The numerical values for new business initiatives and challenges in the survey results were calculated by using the average of the response indices as the analytical index.
Participants answered the question about the purpose of self-investment by selecting from a, b, or c below.
A is to improve your current work, B is to connect it to a different job than your current one, and C is because it may not be immediately useful in your work but may be useful someday.

We conducted an investigation based on the hypothesis that there is a correlation between the relationship between "whether or not you are taking on new initiatives or challenges in your work" and "self-investment" and economic trends.
Taking on new business ventures or challenges means embarking on new areas (launching new businesses, expanding businesses). It can be said that new areas are embarked on when the economy is on an expansionary trend, and there can be said to be a correlation between economic trends and whether or not there is an environment in which new business ventures or challenges can be undertaken.
Furthermore, being able to take on new initiatives and challenges means that the company has a culture that allows for such initiatives. Continuing to take on new initiatives and challenges also leads to corporate growth, so having a culture that allows for such initiatives can also be rephrased as having the elements for corporate growth.
On the other hand, companies that do not take on new challenges or take on new initiatives will experience stagnation and decline, and the same tendency can be seen in companies that do not have a culture that allows for such initiatives.
The purpose of self-investment can be said to reflect how you approach your current job and your career plans.

Response a indicates a positive attitude toward performing one's current job at a higher level, but response b indicates a lack of a positive attitude toward one's current job. Response b is particularly prevalent when considering changing jobs, and many people tend to feel that they cannot see the future. It can be said that these tendencies are highly correlated with performance.

Industry A is making new efforts and taking on new challenges, and the proportion of "a" is high. The corresponding economic trend is "continuous stable growth, with the possibility of further expansion."
Industry B is taking on new challenges and is seeing the same percentage of a and b. The corresponding economic trend is "temporary growth, but there is a possibility that growth will not continue."
Industry C has not been able to take on new challenges or take on new initiatives, and the proportion of those in category A is high. The corresponding economic trends are "stable, but there is a high possibility of a gradual decline because new initiatives have not been taken, and there is a high possibility that people will leave even if their skills improve because there are no new initiatives."
Industry D has not been able to take on new initiatives or challenges, and the proportion of b is high. The economic trend for this industry is "downward trend."
If we create a matrix of new business initiatives and challenges, personal investment, and economic trends, we obtain a correlation like the one shown in Figure 18.
From the above data, verification results showed that there is a correlation between "whether or not employees are taking on new initiatives or challenges in their work" and "self-investment" and economic trends.
Similar trends were also seen across industries and business sectors, so the survey results for "Are you taking on new initiatives or challenges in your work?" and "Personal investment" can be seen as useful as leading indicators of economic trends. Similar trends can also be seen by area and company size.

Next, we will explain an example in which the questions in a questionnaire survey were changed.
FIG. 19 shows an example of a table that correlates the responses (numerical values of the questionnaire survey results) obtained from participants in each industry sector to questions such as "satisfaction with work" and "workload" with economic trends.
FIG. 20 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG.

Table 70 in Figure 19 shows the correspondence between the changes in the results of the survey on "satisfaction with work" and "work volume" obtained from participants and economic trends for each of several business types and industries A to D. The numerical values of the survey results were calculated by using the average values of the response indices as the analytical indices.
The specific question for "job fulfillment" was "Do you feel fulfilled by your work?", and participants were asked to answer this question by assigning a number to their current state on an index scale of 0-100. Responses were obtained within the range of 0, the lower limit of the index, meaning that they feel completely fulfilled, and 100, the upper limit, meaning that they feel extremely fulfilled.
The specific question for "workload" was, "Has the workload increased at your company, organization, or individual over the past three months?" Participants were asked to answer this question by assigning a numerical value (index) of 0-100 that represented the current rate of increase they felt for the question. Responses were obtained within the range of 0, the lower limit of the index, representing an increase of -50% or less, and 100, the upper limit of the index, representing an increase of +50% or more.

We conducted an investigation based on the hypothesis that there is a correlation between the relationship between "satisfaction with work" and "work volume" and economic trends.
Characteristics of a state of job fulfillment include feeling a sense of growth as a company and as an individual, feeling a sense of contribution to the company, being recognized, etc. These states also lead to a state of individual achievement, so it can be said that the more people who feel a sense of job fulfillment, the higher the performance.
On the other hand, characteristics of not feeling fulfilled at work include not feeling any growth as a company or an individual, feeling anxious about the future, feeling a sense of unfairness, and a significantly worsening work environment.
When the workload is on the rise, the following two patterns tend to occur.
The first is when you are embarking on a new area (launching a new business, expanding your business), which increases your workload.
The second is when the number of staff responding to inquiries decreases due to reasons such as retirement, resulting in an increase in the workload per person.

Economic trends are predicted by combining not only the increase or decrease in workload but also whether or not people feel fulfilled by their work even when their workload is increasing.
Industry A has a high sense of fulfillment in work and an increasing workload. The corresponding economic trend is "good or on the rise."
Industry B has a high sense of job satisfaction and a slight increase in the workload... Industry C, which is beginning to expand, has a low sense of job satisfaction and an increase in the workload. The corresponding economic trends are "stagnation or beginning to shrink, or there is a possibility of a sudden slowdown or collapse due to rapid expansion (unreasonable growth)."
Industry D has a low sense of job satisfaction and a stagnant or declining workload. The corresponding economic trend is a "poor or declining trend."
If we create a matrix of "satisfaction with work,""amount of work," and economic trends, we obtain a correlation like the one shown in Figure 20.
From the above data, verification results showed that there is a correlation (association) between the relationship between "satisfaction with work" and "amount of work" and economic trends.
Similar trends were also observed across industries and sectors, so the survey results on "satisfaction with work" and "workload" can be seen as useful leading indicators of economic trends. Similar trends were also found by area and company size.

Next, we will explain an example in which the questions in a questionnaire survey were changed.
FIG. 21 shows an example of a table that correlates the responses (evaluation values of the questionnaire survey results) obtained from participants in each industry sector to questions such as "company atmosphere" and "career plan" with economic trends.
FIG. 22 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG.

Table 71 in Figure 21 shows the correspondence between the changes in the results of the questionnaires on "company atmosphere" and "career plans" given to participants and economic trends for multiple business types and industries A to D. The numerical values of the questionnaire results were calculated by using the average values of the response indices as the analytical indices.
The specific question for "company atmosphere" was, "Do you feel the atmosphere at the company is good? Please answer in terms of percentage increase, comparing it to three months ago." Responses to this question were given by participants assigning a numerical value (index) from 0 to 100 to represent their current state. Responses were obtained within a range where 0, the lower limit of the index, is very bad and 100, the upper limit, is very good.
The specific question in the "Career Plan" section was "Do you want to continue working at your current company?" The answer to this question was chosen by participants from among the options a to g below.
a) wants to continue working at his current company, b) is considering eventually changing jobs within the same industry, c) is considering eventually changing jobs to a different industry, d) wants to eventually start a business in the same industry, e) wants to eventually start a business in a different industry, f) wants to become independent as a freelancer, and g) other.
If we classify the above answers by factors of the same industry and different industries, the same industry factors are a, b, d, and f, and different industry factors are c and e.

We conducted an investigation based on the hypothesis that there is a correlation between the relationship between "company atmosphere" and "career plans" and economic trends.
Characteristics of a good company atmosphere include a positive attitude towards work, good interpersonal relationships, and easy acceptance of opinions. These conditions also lead to individuals being able to achieve results, so it can be said that the more people who feel that the company atmosphere is good, the higher the company's performance.
On the other hand, characteristics of a bad company atmosphere include a lack of growth as a company or as individuals, anxiety about the future, a sense of unfairness, and a significantly worsening work environment.
As part of a career plan, if someone intends to change jobs, whether they wish to work in the same industry or a different industry can provide insight into their impression of the industry and signs of growth.
If you wish to change jobs to the same industry or become independent/freelance, you must have a positive feeling about the industry or business, or feel that the industry or business is stable or has the potential for growth.
When people wish to change jobs to a different industry, there are cases where they feel that the industry or field is not a good fit for them personally, but in many cases they feel uneasy about the industry or field, or do not feel that they can grow.

You have no intention of changing jobs, or you want to change jobs to the same industry, and the atmosphere at your company is good. The economic trend for this case would be "already doing well."
They have no intention of changing jobs, or they want to change jobs to a company in the same industry, but the atmosphere at the company is not good. The answer to economic trends in this case is "It depends on the situation, so no correlation can be found."
You are thinking about changing jobs and would like to move to a different industry, but the atmosphere at your company is good. The economic trend for this case would be "tending to stagnate."
You are thinking about changing jobs, hoping to move to a different industry, and the atmosphere at your company is not good. The economic trend for this case would be "starting to shrink."

If we create a matrix of "company atmosphere,""careerplans," and economic trends, we can obtain a correlation diagram like the one shown in Figure 22.
From the above data, we were able to verify that there is a correlation (association) between the relationship between "company atmosphere" and "career plans" and economic trends.
Similar trends were also observed across industries and business sectors, so the responses to questions about "company atmosphere" and "career plans" from the survey can be seen as useful leading indicators of economic trends. Similar trends were also observed by area and company size.

Next, we will explain an example in which the questions in a questionnaire survey were changed.
FIG. 23 is a diagram showing an example of a table in which responses to a questionnaire (evaluation values of the questionnaire survey results) obtained in the free comments section of a questionnaire survey of participants in each industry of business are associated with economic trends.
FIG. 24 is a diagram showing the correlation between the survey results and economic trends derived from the table of FIG.

Table 72 in Fig. 23 shows the results of categorizing the free word responses received from participants as a result of a questionnaire into "positive keywords" and "negative keywords" in relation to economic trends for each of several business types and industries A to D. The numerical values of the questionnaire results indicate the ratio of "positive keywords" to "negative keywords."
Specifically, a free comment section was provided for each question in the questionnaire survey, and "positive words" and "negative words" were extracted from the keywords in the section, and the proportion of each keyword was calculated for each business type and industry A to D.
We conducted a test based on the hypothesis that there is a correlation between the ratio of "positive words" and "negative words" and economic trends.
When participants' responses to a survey indicate that the company has a good atmosphere, that they feel fulfilled in their work, and that there is a culture of taking on new challenges, positive keywords tend to appear in the free comments. On the other hand, when the opposite is true, negative keywords increase.

23, the ratio of positive words to negative words for business type and industry A is 9:1, meaning that negative keywords hardly appear. The corresponding economic trend is "good or on the rise."
The ratio of positive words to negative words for industry B is 6:4, meaning that positive keywords slightly outnumber negative keywords. The corresponding economic trend is "not related to the economy."
The ratio of positive to negative words for industry C is 3:7, meaning that negative keywords slightly outnumber positive keywords. The corresponding economic trend is "not related to the economy."
The ratio of positive to negative words for industry D is 2:8, meaning that almost no positive keywords appear. The corresponding economic trend is "stagnation or downward trend."
When the company atmosphere is good, when employees feel fulfilled in their work, and when there is a culture of taking on challenges, positive keywords tend to appear in the free comments. On the other hand, in the opposite case, negative keywords increase.
If the free comments from the survey results and economic trends are plotted as a matrix, a correlation diagram like that shown in Figure 24 can be obtained.
From the above data, we were able to verify that there is a correlation between the ratio of "positive words" to "negative words" in free comments and economic trends.
Similar trends are also seen across industries and business sectors, so the ratio of "positive words" to "negative words" in free comments can be said to be a useful leading indicator of economic trends. Similar trends can also be found by area and company size.

Next, referring to Figures 25 and 26, we will explain a verification example for generating information indicating future economic trends in a business sector or industry (such as a leading indicator of economic trends) based on trends in information related to training other than the test scores and questionnaire results.
First, referring to Figure 25, we will explain a verification example for generating information indicating future economic trends in industries and sectors (leading indicators of economic trends, etc.) based on trends in the user IDs of training companies in the training user company prediction unit 135.
FIG. 25 is a diagram showing an example of a table comparing the transition in the number of service users (number of user IDs) of managers in companies who use training services with the Tankan change range.

Table 73 in Figure 25 compares the rate of increase in the number of user IDs of managerial-level employees among participants in training services at companies over a one-year period from one year to the next, with the range of change in the Tankan survey for the same year.
The increase in the number of user IDs of managers in companies that use training services can be rephrased as an increase in the number of managers themselves.
We tested this based on the hypothesis that when a business begins to expand, training managers becomes an urgent priority, leading to an increase in the number of managers taking the course.

In Table 73 of Figure 25, the information and communications industry saw a large change in the Tankan survey and an increase in the number of people taking managerial training courses. The wholesale and retail industry saw a flat change in the Tankan survey and a flat increase in the number of people taking managerial training courses. The transportation industry saw a negative change in the Tankan survey and a decrease in the number of people taking managerial training courses.

From these data, we were able to verify that there is a correlation between the economic activity index and the increase in the number of management-level participants. Similar trends are also observed across industries and sectors, so it can be said that the rate of increase in the number of management-level participants in training is a useful leading indicator of economic trends. Similar trends can also be found by area and company size.

Next, referring to Figure 26, we will explain a verification example for generating information indicating future economic trends in a business type or industry (such as leading indicators of economic trends) based on the trends in the user IDs of new employees at training companies in the training user company prediction unit 135.
FIG. 26 is a diagram showing an example of a table comparing the transition in the number of training users (number of user IDs) of new employees at companies that use training services with the Tankan change range.

Table 74 in Figure 26 compares the rate of increase in the number of user IDs of new employees among those taking training services at companies over a one-year period from one year to the next, with the range of change in the Tankan survey for the same year.
The increase in the number of user IDs of new employees among the participants can be rephrased as an active recruitment of new graduates.
Since hiring new graduates has a large investment element, we conducted a test based on the hypothesis that companies will actively hire new graduates when their business begins to expand.

In Table 74 of Figure 26, the information and communications industry has seen a large change in the Tankan survey and an increase in the number of new employee participant IDs. The wholesale and retail industry has seen a flat change in the Tankan survey and a flat number of new employee participant IDs. The transportation industry has seen a negative change in the Tankan survey and a decrease in the number of new employee participant IDs.
From these data, we were able to verify that there is a correlation between the economic activity index and the increase in the number of participant IDs for new managerial employees. Similar trends are also seen across business types and industries, so it can be said that the rate of increase in the number of participant IDs for new employees is a useful leading indicator of economic trends. Similar trends can also be found by area and company size.

Below we explain other relationships between training services and economic trends.
The lead time from when a company begins to consider using training services to when it makes a decision to sign a contract (implement) for the training services is related to economic trends.
If the lead time from service planning to implementation is short, the organization is likely already expanding or the need for expansion is apparent.
In other words, the lead time from service consideration to implementation is also related to economic trends, and it can be said that industries and sectors with short lead times from service consideration to implementation are on an upward trend.

The relationship between business skills diagnostic tests and retirees is related to economic trends.
Industries that experience a high turnover of employees who score highly on business skills diagnostic tests tend to be in a stagnant or declining economy.

The above describes one embodiment of the present invention, but the present invention is not limited to the above embodiment, and includes modifications and improvements within the scope of achieving the objectives of the present invention.

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

Furthermore, the functional block diagram shown in Figure 3 is merely an example and is not particularly limited. In other words, it is sufficient for the information processing device to be equipped with the functionality to execute the above-described series of processes as a whole, and the functional blocks and databases used to realize this functionality are not particularly limited to the example in Figure 3.

Furthermore, the locations of the functional blocks and databases are not limited to those shown in FIG. 3 and may be arbitrary.
Furthermore, one 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 performed by software, the program that constitutes 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.

Recording media containing such programs may consist not only of removable media distributed separately from the device itself in order to provide the program to each student, but also of recording media provided to each student in a state where it is pre-installed in the device itself.

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

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

For example, in the above-described embodiment, skills for evaluating fundamental business capabilities are divided into four types of skills, such as business knowledge, planning and control, communication, and thinking, but this is merely an example.
That is, any m number of skills (m is an integer value of 1 or more) related to basic business skills can be adopted. In this case, the themes provided for each skill are not particularly limited to the examples in the above-mentioned embodiment, and any p number of themes (p is an integer value of 1 or more independent of m) can be adopted.

In the above embodiment, the information indicating the business fundamentals of each of one or more employees belonging to a company is obtained, for example, as a normalized score of a business fundamentals diagnostic test for each theme in one or more skills that evaluate business skills, but other examples are also possible.
For example, it may be a company, an organization, or a community, as long as it is an organization. It may be an employee, a staff member, a police officer, or the like, as long as it is a member.
Furthermore, although normalized scores from tests for each skill or topic were obtained as information indicating basic business skills, other information may also be obtained, such as the test scores themselves, as long as it is information indicating basic business skills.

In the above embodiment, the testing unit 121 acquired, as human resource development log information, evaluation results (scores) of business fundamentals and responses to the survey (leading indicators of the economy, etc.) collected in relation to training services and surveys for acquiring business skills provided to one or more employees, survey respondents, etc., targeted at employees and survey respondents of companies located in Tokyo, but the predetermined location may be outside Tokyo, and the targets may be people other than employees and survey respondents. Human resource development opportunities may also be other than training services and surveys.
That is, information collected regarding human resource development opportunities provided to one or more people related to a predetermined location may be acquired as human resource development log information.
In the above embodiment, the economic forecasting unit 123 generated information (leading economic indicators) indicating future economic trends in Japan and the Kanto region, etc., including at least Tokyo, based on one or more pieces of human resource development log information (scores, questionnaire responses (evaluation values, etc.)), but other information may also be generated, and it may be sufficient to generate information indicating future economic trends in a specified range, including at least a specified location, based on one or more pieces of human resource development log information.
In the above embodiment, changes in the business performance, profit margin, etc. of the company were predicted based on the difference between the past scores of each of one or more employees' business fundamentals obtained by the testing unit 121 and the scores obtained after a predetermined period of time (2 years, 3 years, 5 years, etc.), but other factors may also be used.
In addition to corporate performance and profit margins, revenues, etc., are also acceptable, as long as they are the results of organizational activities. The specified period may be a period other than two, three, or five years, as long as it is a specified period.
The above embodiment does not mention limiting who can view the generated information indicating future economic trends, but it may also be used as a retention measure for participants who have become members of the training service.
For example, a difference in the level of information that can be viewed may be established between regular members and premium members (those who pay for an option).Regular members may be provided with information on whether the economy will rise, remain flat, or fall in the future, while premium members may be provided with more detailed information on the extent of the rise, for example, if the economy is expected to rise in the future.
Furthermore, information on future economic trends may be provided to the general public for a fee, in addition to members.

In summary, the information processing apparatus to which the present invention is applied is sufficient if it has the following configuration, and can take on a variety of different embodiments.
That is, an information processing device to which the present invention is applied (for example, the server 10 in FIG. 3)
a log acquisition means (e.g., the test unit 121 in FIG. 3 ) for acquiring, as human resource development log information, information (e.g., business fundamentals evaluation results and questionnaire responses (e.g., evaluation values)) collected regarding human resource development opportunities (e.g., training services for acquiring business skills, questionnaire surveys, etc.) provided to one or more targets (e.g., employees of companies located in Tokyo, questionnaire respondents, etc.) related to a predetermined location (e.g., Tokyo, etc.);
economic trend generating means (e.g., the economic forecasting unit 123 in FIG. 3 ) that generates information indicating future economic trends (leading economic indicators, etc.) in a predetermined area (Japan, the Kanto region, Tokyo, etc.) that includes at least the predetermined location (e.g., Tokyo, etc.) based on one or more of the human resource development log information (e.g., indicators of business fundamentals assessment results, questionnaire responses, etc.);
Equipped with.
With this configuration, information indicating future economic trends (leading economic indicators, etc.) in a specified area (Japan, the Kanto region, Tokyo, etc.) can be generated based on human resource development log information (trends in business basic ability assessment results (scores) and survey responses (evaluation values, comments, etc.)) collected in relation to human resource development opportunities (training services, questionnaire surveys, etc. for acquiring business skills), and the information obtained from human resource development opportunities (training services, questionnaire surveys, etc.) can be effectively used in economic terms, such as predicting future economic trends.

The human resource development opportunities include at least training on one or more themes among the skills divided in assessing business fundamentals,
The human resource development log information includes the results of a test on the business fundamentals conducted for each of the one or more subjects after the training.
This allows for more reliable predictions of regional economic movements (economic trends) by generating information showing future economic trends (leading economic indicators, etc.) using trends in the results of tests on basic business skills that are administered after training that is attended by company employees.

a performance prediction means (e.g., the performance prediction unit 122 of FIG. 3 ) for predicting (performing a prediction process using AI) a change in performance (performance, etc.) (improvement, flatness, decline, etc.) of an organization to which the one or more subjects belong, based on a transition of the plurality of pieces of human resource development log information collected by the log acquisition means at each of a plurality of human resource development opportunities provided to the one or more subjects at predetermined intervals,
The business trend generating means (for example, the business forecasting unit 123 in FIG. 3)
Based on changes (improvement in performance or decline in performance, etc.) in the organizational results (corporate performance, etc.) predicted by the performance prediction means (e.g., performance prediction unit 122 in Figure 3, etc.), information indicating future economic trends in a specified area (Japan, Kanto region, etc.) that includes at least the specified location (e.g., Tokyo, etc.) is generated.
In this way, by generating information (leading economic indicators, etc.) that indicates future economic trends in a specified area (such as Japan or the Kanto region) that includes at least a specified location (for example, Tokyo) based on changes (improvements or declines in performance, etc.) in an organization's results (such as corporate performance), it is possible to more reliably predict economic movements (economic trends) in that area several months or years from now.

1: Information processing system, 10: Server, 20, 20-1, 20-n: Student terminal, 101: CPU, 102: ROM, 103: RAM, 104: Bus, 105: Input/output interface, 106: Output unit, 107: Input unit, 108: Memory unit, 109: Communication unit, 110: Drive, 111: Removable media, 121: Test unit, 122: Performance forecast unit, 123: Economic forecast unit, 124: Display control unit, 131: Number of users forecast unit, 132: Level of education forecast unit, 133: Training forecast unit, 134: Questionnaire forecast unit, 135: Training user company forecast unit, 136: Decision-making forecast unit, 141: Student database, 142: Examination database, 143: Company database, N: Network

Claims (4)

a log acquisition means for acquiring, as human resource development log information, information including evaluation results or questionnaire survey results of business fundamentals collected regarding human resource development opportunities provided to one or more people related to a predetermined location;
an economic trend generating means for calculating an increase rate or a change rate of an index included in the human resource development log information from time series data of the human resource development log information for a predetermined period, determining a correlation between the calculated increase rate or the change rate and a past economic trend index, and generating information as a leading indicator showing future economic trends in a predetermined range that includes at least the predetermined location based on the correlation;
An information processing device comprising: The human resource development opportunities include at least training on one or more themes among the skills divided in assessing business fundamentals,
The human resource development log information includes an evaluation result of the business fundamentals conducted for each of the one or more subjects after the training.
The information processing device according to claim 1 . An information processing method executed by an information processing device,
a log acquisition step of acquiring, as human resource development log information, information including evaluation results or questionnaire survey results of business fundamentals collected regarding human resource development opportunities provided to one or more people related to a predetermined location;
an economic trend generating step of calculating an increase rate or a change rate of an indicator included in the human resource development log information from the time series data of the human resource development log information for a predetermined period, determining a correlation between the calculated increase rate or the change rate and a past economic trend indicator, and generating information as a leading indicator showing future economic trends in a predetermined range that includes at least the predetermined location based on the correlation;
An information processing method including: A computer that controls an information processing device
a log acquisition step of acquiring, as human resource development log information, information including evaluation results or questionnaire survey results of business fundamentals collected regarding human resource development opportunities provided to one or more people related to a predetermined location;
an economic trend generating step of calculating an increase rate or a change rate of an indicator included in the human resource development log information from the time series data of the human resource development log information for a predetermined period, determining a correlation between the calculated increase rate or the change rate and a past economic trend indicator, and generating information as a leading indicator showing future economic trends in a predetermined range that includes at least the predetermined location based on the correlation;
A program that executes control processing including: