[40th Anniversary] From "Anxiety" in Welfare Settings to "Professional Pride": Ibaraki's Social Welfare Corporation Seihokai Debuts 20 New Staff This Year with Unique Training Utilizing "Psychology x ICT"
Seihokai, a social welfare corporation in Chikusei City, Ibaraki Prefecture, celebrates its 40th anniversary. Addressing the severe shortage and early turnover of personnel in the welfare industry, the organization has implemented a unique new employee training program for the past three years, focusing on "mental care for learning good human relations" and "ICT for operational efficiency." This year, 20 new staff members, who resonated with the organization's efforts to create a comfortable working environment, are making their first steps as welfare professionals under a comprehensive support system.
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- 📰 Published: May 8, 2026 at 19:00
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Social Welfare Corporation Seihokai (Representative: Kazunari Watanabe), operating elderly, disabled, and child welfare services in Chikusei City, Ibaraki Prefecture, and part of the 'Shiratori Welfare Group,' celebrates its 40th anniversary this year.
Amidst the serious social issues of personnel shortages and early turnover in the welfare industry, our organization has been conducting a unique collective new employee training program for the past three years. This program serves as a "running-in period" before on-site assignment, with the first seven days focusing on "mental care for learning good human relations" and "ICT for operational efficiency."
These efforts to create a comfortable working environment have resonated with many students seeking employment, resulting in over 200 applications for the 2025 recruitment drive. Through the selection process, 20 new staff members, who found mutual value, are now taking their first steps as welfare professionals under a comprehensive support system.
**Seriously Addressing the Real Voices from the Welfare Frontline**
New staff members listen intently to the lecture by the director, a moment where the future of the corporation and individual growth converge.
We aim to transform initial anxieties such as "Will I be able to handle human relations?" or "Will I accurately learn the tasks?" into a sense of security and confidence, saying, "Here, you'll be fine."
While personnel shortages and early turnover are widely discussed across the welfare industry, Seihokai is committed to creating an environment where staff can work long-term with peace of mind, striving to improve this situation.
A concrete step towards achieving this has been our unique hybrid new employee training, which has been continuously refined and implemented for the past three years.
**Two Pillars of Training: "Business Choice Theory Psychology" x "ICT"**
This training program establishes a solid foundation for new staff members through two main components:
- **ICT for Operational Efficiency:** Utilizing digital tools significantly reduces the workload on-site, creating "time" and "peace of mind" for staff.
- **Mental Care for Learning Good Human Relations:** Incorporating the business approach of "Choice Theory Psychology," which is a standard within our organization, to establish a strong mental foundation for professionals.
**Synergistic Effect of Two Elements: From "Anxiety" to "Pride"**
It is precisely because of the "leisure" provided by ICT that the lessons in mental care can penetrate more deeply.
By combining these two, staff members realize the essence that "you cannot change others or the past. What you can change are your own thoughts and actions, and your future." They acquire the skill to effectively control their own emotions.
The ultimate goal of this training is to achieve the best teamwork that respects each other, transforming "anxiety" about the workplace into the inherent "pride" of welfare work.
**Highlights of This Year's Training Program**
The 7-day training begins as a place where new staff members "proactively create" their own experience.
On the first day of employment, group leaders and a general leader are selected by voluntary nomination (raising hands). Communication during the period is entrusted to each group, encouraging autonomous action.
Each day begins with cleaning the entrance of each facility and greeting senior staff, allowing new employees to experience the morning routine of the actual workplace firsthand.
During the daytime curriculum, in addition to practical training in various fields, study sessions using "Choice Theory Psychology" are conducted to acquire specific communication methods for building good relationships with users and staff. Concurrently, IT training on ICT and internal tools is also provided, establishing a foundation for balancing operational efficiency and focused care.
Scenes from the "Business Choice Theory Psychology" study session for building good human relations. Training scene confirming the operation screen of the monitoring support system "Nemuri Scan."
Practical care skills (meal assistance, excretion assistance, etc.) and thorough "Infection Control Training and Drills" and "Abuse Prevention Training" are also conducted, considering current social conditions. Through simulation-based drills, staff acquire initial response skills to prioritize user safety even in emergencies.
Training on donning and doffing protective gear. Through realistic simulations, staff develop a professional awareness of protecting residents from infectious diseases.
On the final day, under the watchful eyes of the instructors who accompanied them for seven days, department heads, and HR, new staff members articulate their learning and future commitments before their peers, taking a firm first step as professionals.
**Future Outlook: The "New Normal" of Next-Generation Welfare**
New staff members wearing original Aloha shirts to shorten the emotional distance with users and foster familiarity. All pose with the keyword "Smile" from their philosophy and the initial "S" of Seihokai.
This training is not a goal, but a starting point. Seihokai will continue to conduct "follow-up training" once a month. By providing opportunities to reflect on and solve challenges faced on-site with their peers, a system is established to support the growth of new employees throughout their first year within the entire organization.
While our organization celebrates its 40th anniversary this year, we are not content with the current situation.
Amidst the serious social issues of personnel shortages and early turnover in the welfare industry, our organization has been conducting a unique collective new employee training program for the past three years. This program serves as a "running-in period" before on-site assignment, with the first seven days focusing on "mental care for learning good human relations" and "ICT for operational efficiency."
These efforts to create a comfortable working environment have resonated with many students seeking employment, resulting in over 200 applications for the 2025 recruitment drive. Through the selection process, 20 new staff members, who found mutual value, are now taking their first steps as welfare professionals under a comprehensive support system.
**Seriously Addressing the Real Voices from the Welfare Frontline**
New staff members listen intently to the lecture by the director, a moment where the future of the corporation and individual growth converge.
We aim to transform initial anxieties such as "Will I be able to handle human relations?" or "Will I accurately learn the tasks?" into a sense of security and confidence, saying, "Here, you'll be fine."
While personnel shortages and early turnover are widely discussed across the welfare industry, Seihokai is committed to creating an environment where staff can work long-term with peace of mind, striving to improve this situation.
A concrete step towards achieving this has been our unique hybrid new employee training, which has been continuously refined and implemented for the past three years.
**Two Pillars of Training: "Business Choice Theory Psychology" x "ICT"**
This training program establishes a solid foundation for new staff members through two main components:
- **ICT for Operational Efficiency:** Utilizing digital tools significantly reduces the workload on-site, creating "time" and "peace of mind" for staff.
- **Mental Care for Learning Good Human Relations:** Incorporating the business approach of "Choice Theory Psychology," which is a standard within our organization, to establish a strong mental foundation for professionals.
**Synergistic Effect of Two Elements: From "Anxiety" to "Pride"**
It is precisely because of the "leisure" provided by ICT that the lessons in mental care can penetrate more deeply.
By combining these two, staff members realize the essence that "you cannot change others or the past. What you can change are your own thoughts and actions, and your future." They acquire the skill to effectively control their own emotions.
The ultimate goal of this training is to achieve the best teamwork that respects each other, transforming "anxiety" about the workplace into the inherent "pride" of welfare work.
**Highlights of This Year's Training Program**
The 7-day training begins as a place where new staff members "proactively create" their own experience.
On the first day of employment, group leaders and a general leader are selected by voluntary nomination (raising hands). Communication during the period is entrusted to each group, encouraging autonomous action.
Each day begins with cleaning the entrance of each facility and greeting senior staff, allowing new employees to experience the morning routine of the actual workplace firsthand.
During the daytime curriculum, in addition to practical training in various fields, study sessions using "Choice Theory Psychology" are conducted to acquire specific communication methods for building good relationships with users and staff. Concurrently, IT training on ICT and internal tools is also provided, establishing a foundation for balancing operational efficiency and focused care.
Scenes from the "Business Choice Theory Psychology" study session for building good human relations. Training scene confirming the operation screen of the monitoring support system "Nemuri Scan."
Practical care skills (meal assistance, excretion assistance, etc.) and thorough "Infection Control Training and Drills" and "Abuse Prevention Training" are also conducted, considering current social conditions. Through simulation-based drills, staff acquire initial response skills to prioritize user safety even in emergencies.
Training on donning and doffing protective gear. Through realistic simulations, staff develop a professional awareness of protecting residents from infectious diseases.
On the final day, under the watchful eyes of the instructors who accompanied them for seven days, department heads, and HR, new staff members articulate their learning and future commitments before their peers, taking a firm first step as professionals.
**Future Outlook: The "New Normal" of Next-Generation Welfare**
New staff members wearing original Aloha shirts to shorten the emotional distance with users and foster familiarity. All pose with the keyword "Smile" from their philosophy and the initial "S" of Seihokai.
This training is not a goal, but a starting point. Seihokai will continue to conduct "follow-up training" once a month. By providing opportunities to reflect on and solve challenges faced on-site with their peers, a system is established to support the growth of new employees throughout their first year within the entire organization.
While our organization celebrates its 40th anniversary this year, we are not content with the current situation.