Facing the issues faced by the company through trial and error. How to create a CyberConnect2-style training program to 'grow your company” [CEDEC 2024]

On August 23, 2024, at "CEDEC 2024" , a session by Mizuho Hyakutake of Cyber ​​Connect Two "Employee education that you can do at your own company!! How to create a training program"
was held.

Cyber ​​Connect Two Mizuho Hyakutake. In addition to supervising the Human Resources Office and Global Office as a manager of the Human Resources Department, I also serve as the person in charge of the Osaka Studio Operations Department.

Even if you know that you should conduct training to develop human resources, you don't know what to actually do. There are probably many people in human resources and management positions who have such concerns. Mr. Hyakutake said that he had the same problems with CyberConnect2, and in this session he proposed ``creating in-house training'' as an answer to resolving these problems.
Separate from the training for professionals conducted by the development site, how do you create a training program that is led by the human resources team? Let's report on the contents of this session, where the process and key points were discussed.

We want everyone to become an ace

CyberConnect2 training program

The session talked about how Cyber ​​Connect Two came to implement in-house training. The company currently has a system in place for employee education through training created in-house, but in the past it had been contracting outside to conduct training for managers. However, due to the nature of outsourcing, the training content was general and common to all types of companies, and as Mr. Hyakutake recalls, not all of it matched his company's thinking and way of doing business.

If we are using the same amount of time, we would like to conduct training more effectively with content that matches our company and at different, appropriate timings for each staff member. The company's desire to "help everyone become an ace" through training led them to start implementing in-house training that incorporates their own needs and behavioral guidelines.
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The training provided by the company is mostly aimed at new graduates and newcomers, starting with basic etiquette classes and deepening their understanding of their role as staff and the company through group interviews with executives and managers. . In addition, we provide training on the basic knowledge of the game industry that you should know at least, lectures on basic knowledge of game development, and basic management training for those who have been promoted to higher positions.

Although the company has a wide range of training items, it does not mean that they have implemented this many items from the beginning, but rather that they have gradually incorporated the necessary items in small steps. If you have to carry out such a large number of recruitment activities while also conducting recruitment activities at the same time, it is not hard to imagine how busy the busy season can be. However, he strongly stated, ``Although there are many hardships, it is worth overcoming.''

Training for new graduates will be conducted all at once in April, and training for mid-career hires will be conducted each time they join the company. This will be handled by the human resources staff of 3 people from the head office (+ 3 people from the global team), 1 person from the Tokyo studio, and 1 person from the Osaka studio

Process of creating training and 5 points

As shown in the slide above, the training creation process can be roughly divided into six steps. Among these, what Mr. Hyakutake values ​​most is ``understanding company policy.'' This does not mean that it is enough for oneself to understand, but rather refers to ``a state in which all human resources members other than superiors understand management's policies'', and by going through this process, they can share the same purpose and Be conscious when creating training programs.

However, good training cannot be created just by following company policies. If you are aiming for content that is more suited to your company, you need to understand the issues and needs of the development site through ``on-site interviews.'' They then conduct a brainstorming session based on company policy and on-site needs, select proposals from a variety of perspectives, and move on to gathering materials and making proposals to executives.

It will be smoother if you leave the preparation of materials to staff who are familiar with the fields covered in the training. If there is no relevant person, the person in charge not only collects information from various media, but also listens to knowledge from experts and other companies

After creating the training content, be sure to conduct a ``training simulation'' at the same time as the actual training session and brush up on the training based on the feedback. After passing through these stages, a training program is finally completed. Next, the following five items were listed as points to consider when creating the report.


(1) Training format/time required

The implementation format should be used depending on the purpose and content of the training. We will determine which is more appropriate: a lecture type that focuses on lectures, or a work-based type that involves holding workshops, and then set the training time based on the content.


(2) Points of training design

In particular, training that uses work should ideally be designed with an emphasis on "thinking" rather than lectures, so as not to become a place that only provides knowledge. First, the basic ideas are conveyed in a lecture, and the students are asked to summarize their thoughts on the issues raised during the work term. Afterwards, students exchange opinions with others during presentations, and then arrive at a conclusion during lectures. By including the process of thinking on their own, it seems to have the effect of increasing the level of understanding on the part of the participants.

Here is the basic form of training conducted at Cyber ​​Connect Two

When implementing work, the key is to ``create a sense of psychological security'' through individual work that makes it easy for everyone to express their opinions, rather than suddenly carrying out group work discussions. In order to increase the sense of ownership in the discussion, it is said that it is effective to incorporate issues that have occurred in the development field in the past into the discussion topic.

Mr. Hyakutake also revealed that when creating work, it is important to be aware of the situations in which students use their five senses. Moving your hands and body promotes memory consolidation, and discussion leads to spontaneous thinking. In addition to using props such as whiteboards, sticky notes, and pens to encourage students to use their five senses, they also pay attention to the layout of the seats so that students can move easily.


(3) Ideas for group work

If you are aiming for active group work, it is desirable to divide the group into a size that makes it easy for everyone to speak. The guideline is for 3 to 4 people, and it is recommended that there be no more than 5 people. In addition, by dividing the students into groups so that a variety of occupations can be mixed together, it is easier to provide opportunities to hear opinions from different viewpoints. The best number of groups is 2 to 3, which can be covered by a facilitator, and if there are too many groups, it is better to have a support role.

(4) Ideas for audience type

Particularly when watching videos, it is difficult to confirm whether you have watched the video properly and whether you have understood the content. For this reason, they have created a flow in which the videos are viewed in groups, and after viewing, a question session is held to check each other's level of understanding. If a person does not understand the content, having someone who understands provide additional information will help the teacher realize that there is ambiguity in their understanding.


(5) Scheduling of implementation time

What is bothersome is the scheduling of each training session. Since development will have to stop and participants will be asked to participate, implementation plans must be made taking into consideration the master period and busy season for each project. However, if there are many subjects and they are affiliated with different projects, it is difficult to adjust the schedule to suit everyone's convenience. For this reason, the annual schedule is created with consideration given to implementation during the busy season. This means that a certain amount of division is necessary.

Training work includes after-care and brush-up

Once the training is completed, it will finally be implemented. If we were to carry out this many training sessions in a year, it would be tempting to ask for help, but the HR team also has recruitment activities and individual duties, so it is not possible to allocate all of the team's resources to training duties. do not have. For this reason, Mr. Hyakutake said, ``Basically, the main premise is that the training should be conducted by one person.''


The first point that was raised when implementing this was the use of different roles. The human resources member in charge of the training will act as a lecturer, but they must not only concentrate on conveying the message, but must also act as a facilitator, encouraging participants to speak and guiding them toward better goals. It is important to use these two methods properly and to be aware of how to proceed smoothly with lectures and workshops.

Mr. Hyakutake also stated that after-care after training is essential. By conducting a survey after the training, it not only gives the participants an opportunity to verbalize their observations and learnings, but also provides hints for improving management and identifying potential issues faced by the participants.

研修の振り返りを行うなら，記憶が新鮮なうちに！　メモレベルでいいので，気づきはその日のうちに洗い出しておきたい。個人だけでなくチーム全体でも振り返りを実施するとより効果的だ

自社研究における今後の課題を挙げつつ展望も語られた。人事チームでは，2年目研修の拡充のほか，外国人スタッフとの架け橋となる新たな研修の作成に着手しているそうだ

　セッションの終わりに，「自社での研修作り・実施とは，自社の抱える課題と向き合い試行錯誤を繰り返すこと」だと百武氏は述べ，「その苦労を乗り越えることは，すなわち会社を成長させる」ことであるとまとめていた。

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