Customer Story

ライオン株式会社: 次世代ヘルスケアのリーディングカンパニーを支える人材育成の強化

7500+

Employees

Manufacturing

Industry

2019

Customer Since

ライオンの「ライオン・キャリアビレッジ(LCV)」は、数々の賞も受賞した社内教育システムです。外部コンテンツの取り込み、モバイル対応といった柔軟性、タレントマネジメントへの拡張可能といった点が評価され、コーナーストーンオンデマンドジャパンが提供する学習管理プラットフォーム「コーナーストーン・ラーニング」を導入。社員が自主的に学ぶ環境を構築しました。導入から1 年経った2020 年、新型コロナウイルスが発生したことによって多くの従業員がリモートワークを余儀なくされました。その中、大きな力を発揮したのがLCV でした。新入社員研修をはじめ社員研修が多い時期に、プラットフォーム上で自宅からリモートで研修に参加することを可能にしたのです。

次世代のヘルスケアを支える次世代の人材開発

ライオンは洗剤やオーラルケア、ヘルスケア製品などを提供する、日本を代表するヘルスケア企業です。現在、2030 年に向け、「次世代ヘルスケアのリーディングカンパニーへ」という経営ビジョンを掲げ、健康、快適、清潔・衛生を通して、一人ひとりの「心と身体のヘルスケア」の実現に貢献しようとしています。

「創業から130 年、これまでと同じことをするだけではお客様のお役に立てない時代です。例えば『歯を磨く』ことは、これまでは教えられて身につけるものでした。しかし自分で自然と歯を磨きたくなるような前向きな行動につながる生活習慣のリ・デザインが必要なのではないか?楽しく取り組める商品やサービスのご提供が次世代ヘルスケアカンパニーには必要だと考えているのです」(ライオン人材開発センター リーダー・小笠原俊史氏)

特に2020 年は、手洗いの重要性が改めてクローズアップされました。そういったヘルスケア習慣を生活者にいかに無理なく自然と身につけていただけるかを、ライオンでは取り組んでいるといいます。

「経営ビジョンを実現するためには、それぞれの部門が感度を高め、人、組織のダイナミズムを起こさなければなりません。それを実現する人材開発が必要になります」(小笠原氏)

自発的な学びを支える学習システム

従来、社内研修は会議室に招集されて参加する集合型が主流でした。それを社員自らが情報収集を行い学ぶことを習慣として定着させることを目指して、システムを導入することにしました。必要に応じて外部コンテンツを取り込める柔軟性、好きな時に受講できるモバイル利用が可能なこと、そして拡張性のあるシステムを探していった結果コーナーストーンオンデマンドの「コーナーストーン・ラーニング」を採用することになったのです。

そうして2019 年に誕生したのが「ライオン・キャリアビレッジ(LCV)」です。動画メニューから選ぶe- ラーニングとケーススタディーに基づく少人数討議の両方を管理しています。

「経営ビジョンを実現していくためには人材開発の点においても新たな仕組みが必要となります。その柱となるのが、いつでも、どこでも、自主的に学ぶことのできるLCV です」(小笠原氏)

4割が業務に活用、9割が役立つとコメント

開設から半年でログイン率は90% を超え、1 つ以上のコンテンツを修了した社員は56% に上りました。

さらに社員の認知度やログイン率を高める工夫として、新しいコンテンツを徐々に増やし、2019 年夏の時点で、自社コンテンツ数は100 強でしたが、2020 年秋には約400

まで増え、2000 以上の社外コンテンツも視聴できるようにしました。従業員アンケートを見ると、「新しく学んだ知識を仕事に活用した、または活用予定」が約40%、「現時点では活用の機会はないが将来活用できそう」が約50% と、約9 割は仕事の役に立ちそうだと考えています。

リモートワークで利用が3割増加

2020 年、これまでとは違う状況でLCV の必要性が増すことになりました。新型コロナウイルスの影響です。

「その対策として当社でも多くの社員がリモートワークとなりました」(小笠原氏)

実はLCV の存在を知られていても、全社員が積極的に活用するまでには浸透していませんでした。2020 年はその状況が一変しました。「リモートワークをせざるを得ない状況となり、パソコンでの仕事が当たり前になりました。そこで自宅で学習できるコーナーストーンの特性を生かしたLCV の利用が一気に増えたのです」(小笠原氏)

これまで、リアルが主体だった集合研修も、一気にオンライン化が進みました。コロナ禍での緊急事態宣言と、新入社員の研修、キャリア研修などの時期が重なり、研修の際に積極的にLCV を利用するようになったのです。結果として4 ~ 5 月の利用は昨年の2 倍に増加しました。

人材開発センターでコンテンツ整備を担当する佐藤希生氏は、「例年行っていたセミナーが実施できなくなったことで、LCV を使う部所がどんどん増えました。それまで集合研修だったものが、一気にWeb 会議ツールを利用してオンライン化された年となりました。その中でオンライン化の利点に気付き、研修実施方法の選択肢が広がりました」と指摘します。

研修を実施する側、受講する側の両方がオンラインの利便性を実感したためです。「コロナ禍で毎年行っていた対面型研修ができなくなり、コーナーストーンを活用したLCV を手がけておいて本当に良かったと考えています」と小笠原氏は話します。

人材開発センターでLCV の統合管理などを担当する加藤正明氏は、「社内の誰もが予想していなかった緊急事態宣言下で、オンライン研修を『まずはやってみよう』と前向きな声が出たのです」と現場から率先してオンライン研修を利用しようとする声があがったといいます。

さらなる自主的な学びとタレントマネジメントへの発展が今後の課題

LCV に対し人材開発センターのスタッフは、「今後の課題はたくさんあると思っています」といいます。「ある部所では100%に近く利用、ところが別な部所ではまだ利用は少数と、部所ごとに大きな差があります。この差を埋めなければいけません」(小笠原氏)といいます。

小笠原氏は、「コーナーストーンのプラットフォームを活用すれば、様々な分析が行えることはわかっているのですが、十分活用できていません。利用が多いコンテンツ、利用が少ないコンテンツなどを集計、分析していくことで、コンテンツのリニューアルや見直すべき方向が明らかになると考えています。2021 年1 月、L C V も導入から丸2 年、研修実施側も、研修を受ける側も、利用者をさらに増やす仕掛けが必要になると思っています」と新年度に向けた意欲を明らかにしています。

「魅力あるコンテンツが揃い、誰にとっても使いやすい操作性を実現し、困ったことがあれば学びの振り返りができる体制を整えることで、自主的に学ぶ社員を増やしていきたいと考えています。スキルを獲得した人がどうビジネスに貢献し、どのような人が今後望まれるかといった分析で、人材育成をさらに加速させタレントマネジメントにつなげていきたいです」と今後を展望しています。

(取材日:2020年10月5日)

Related Resources

Want to keep learning? Explore our products, customer stories, and the latest industry insights.

Taking A Company-Wide Approach to Learning & Development

Blog Post

Taking A Company-Wide Approach to Learning & Development

There’s a lot of coordination that goes into a company’s learning and development programming, from identifying skills gaps and creating engaging content to scaling initiatives company-wide. And because there’s so much complex planning involved, organizations can sometimes get caught up in the details, and overlook how L&D fits into broader organizational goals. A recent survey—titled "The Revolution is Now: New-Skill Your Workforce to Catalyze Change"—from Cornerstone People Research Lab (CPRL) and the Human Capital Institute (HCI) found that only 55% of organizations believe their L&D programs are well-aligned with their company’s overarching strategy. But CPRL and HCI’s survey reveals two logical ways to overcome this challenge. First, there’s a need for L&D executives to participate in strategic conversations around organizational goals to ensure that L&D planning aligns with broader business plans. And second, it’s important to share responsibility for learning effectiveness. If facilitating continuous learning is a part of everyone’s role, it becomes easier to integrate it organization-wide. Promote Cross-Departmental Collaboration and Responsibility To better align L&D efforts with overarching business goals, learning executives have to participate in strategic conversations about organizational direction. For instance, when business leaders gather to discuss goals and KPIs for the coming year or quarter, HR and L&D leaders should be involved in those conversations. And the opposite is also true: Business leaders need to help direct the learning outcomes framed against those goals. According to the "Revolution is Now: New-Skill Your Workforce to Catalyze Change" survey from CPRL and HCI, only about half (51%) of learning leaders report being involved in these discussions. During these business planning discussions, it’s important to establish accountability, especially among people managers. CPRL and HCI found 67% of people managers report being involved in the creation of content, but only 47% are involved in the accountability for the results. By holding more people accountable to the success of L&D programs, it can be easier for a company to spot pitfalls or opportunities for improvement. It creates shared goals for measuring effectiveness, and establishes a process for making changes. For example, by getting people managers involved in L&D initiatives, L&D leaders can work with them to get a better understanding of a specific team’s skill gaps or what reskilling or new skilling solutions will work best for them. All leaders in an organization, in fact, should be eager to participate and own their team’s newskilling, reskilling or upskilling efforts. Ask a people manager in the IT department to reiterate the importance of learning to their team, and track the amount of time their employees spend on learning content. This approach will not only create a shared commitment to continuous learning, but can also help leaders outside of L&D and HR get a better idea of what content or formats work best for their teams and recommend adjustments accordingly. Continuous Learning Is Everyone’s Responsibility Aligning overarching business plans and strategy with learning and development efforts can improve each’s efficacy. The more cross-departmental collaboration that exists, the more information that HR and L&D leaders have about their workforce and its needs, strengths and weaknesses. And with more accountability, all stakeholders in an organization can become more involved in ensuring the successful partnership between L&D and a company’s overall strategy. To learn more about the findings from Cornerstone’s "The Revolution is Now: New-Skill Your Workforce to Catalyze Change" survey and its recommendations for using cross-departmental collaboration and accountability to help with L&D efforts, click here to download and read the full report.

Why supporting neurodiversity is essential for any successful workforce today

Blog Post

Why supporting neurodiversity is essential for any successful workforce today

When we think of diversity in the workforce, we typically think of it along the lines of race, religion, sexual orientation or gender. But focusing only on those four is its own sort of constraint. To truly create a successful and diverse workplace, you need to ensure you're also embracing neurodiversity too. Understanding neurodiversity In the late 1990s, a single mother in Australia named Judy Singer began studying Disability Studies at University of Technology Sydney. Her daughter had recently been diagnosed with what was then known as “Asperger’s Syndrome,” a form of autism spectrum disorder. As she read more and more about autism as part of her studies, Singer also suspected that her mother, and she herself, may have had some form of autism spectrum disorder. Singer describes crying as she realized that her mother, with whom she'd had a tumultuous relationship throughout her childhood, wasn’t purposefully cold or neurotic as she had thought. She just had a different kind of mind. In her honors thesis, Singer coined the term “neurodiversity.” For Singer, people with neurological differences like autism spectrum disorder, attention deficit hyperactivity disorder (ADHD), or dyslexia were a social class of their own and should be treated as such. If we are going to embrace diversity of race, gender, religion, sexuality, etc., then we must embrace a diversity of the mind. The following video is an excerpt from the "Neurodiversity" Grovo program, which is available in the Cornerstone Content Anytime Professional Skills subscription. Neurodiversity in today's workplace Recently, neurodiversity has become a trendy term in diversity, equity, inclusion, and belonging spaces. And many organizations are working to hire more neurodivergent people, as well as give them opportunities to thrive at work. That’s why, at Cornerstone, we recently produced a series of lessons on neurodiversity. If your organization hasn’t prioritized neurodiverse inclusion yet, here are some reasons why it both supports your people and organization. 1) Neurodivergent people are underemployed Neurodivergent people, especially people with autism, are widely under-employed, regardless of their competence. In the United States, 85% of college graduates with autism are unemployed. According to a 2006 study, individuals with ADHD have higher rates of unemployment than individuals without. However, there is no evidence that neurodivergent people are less competent or less intelligent than neurotypical people. Organizations are missing out on talented people. 2) Neurodivergent people are more common than you may think Neurodiversity manifests in many different ways. It can encompass autism spectrum disorder, ADHD, dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and many other conditions. And as scientists have learned more about what makes someone neurodivergent, they're identifying more and more people. According to the World Health Organization, 1 in 160 children have some form of autism spectrum disorder. The Centers for Disease Control and Prevention estimate that 1 in every 162 children have Tourette Syndrome, and roughly 8 percent of children under 18 have attention deficit hyperactivity disorder, or ADHD. And that's just children. How many adults, like Judy Singer's mother, have struggled their whole lives without a diagnosis? People who are neurodivergent are everywhere. Diverse organizations are stronger Diverse organizations and teams not only have better financial returns than less-diverse ones, but they also perform better. Having the different perspectives presented by people who are neurodivergent can help your team solve more difficult problems. Different perspectives and different ways of thinking lead to creativity and innovation.

Why Selecting a Leadership Development Program Is Way Too Complicated

Blog Post

Why Selecting a Leadership Development Program Is Way Too Complicated

Many organizations face a leadership gap and cannot find the talent needed to grow. We could blame the retiring baby boomer phenomenon, the free agent nation, or the lack of investment made in developing leaders. But since blame is a lazy man’s wage, I will not entertain that debate because there are too many options out there for developing leaders. There are many leadership development programs in the market. In minutes, with a simple Internet search or over coffee with your head of human resources, you can discover myriad high-quality leadership development programs that you could use in your organization to develop leaders. The problem is not finding a good program, but in choosing one. Answer the Right Questions So how does one choose? The problem we face in evaluating leadership development programs is that we get caught up in evaluating the content rather than asking a simple question, "What do we want our leaders to be able to do?" Each organization is unique in how it answers this question. And that is where the secret lies. If an organization can select a program that matches the answer to the question above, the selected program will likely be the right one. After all, each leadership development program is very good in some way. It is not so important which one you select. It is important that you use the one you select. In other words, the key is to not let it become another un-opened binder on the bookshelves of your management team. Be An Effective Leader Let me give you an example: If an organization’s answer to the question above is, "We want our leaders to be proactive and focused on the things that drive results," your choices are narrowed down to only a few programs that would deliver on that answer. And if I had to pick one program that would deliver on that answer, without hesitation, I would choose, "The Effective Executive" by Peter F. Drucker. It is a classic, and all five of the behaviors of effective executives taught in the book remain vital skills that any leader should practice if he or she wants to be effective in his or her organization. In the book, Drucker teaches that effective executives: Know where their time goes Focus on contribution and results Build on strengths Concentrate on first things first Make effective decisions This is not a book review or a plug for "The Effective Executive," though I do believe if you had to choose one set of skills to teach your leadership, it would be the five from Drucker’s book. This is a challenge for every organization to simplify the selection of leadership development programs, and ask, "What do we want our leaders to be able to do?" Answering this question clearly will help you choose the right program. After all, many programs are excellent. The secret to success is not in which program you choose, but that you get people to apply the program you choose. Photo: Can Stock

Schedule a personalized 1:1

Talk to a Cornerstone expert about how we can help with your organization’s unique people management needs.

© Cornerstone 2022
Legal