Beyond Technologies Launches Learning Business to Support Skills-Based Talent Development

Expanding into the Talent Development Sector by Leveraging Recruitment Expertise

Beyond Technologies Inc. (Headquarters: Chiyoda-ku, Tokyo; CEO: Yoshiro Hamada) has historically supported the creation of touchpoints between domestic and international talent and companies in the recruitment sector.

Through these initiatives, we have continually faced questions such as, "What kind of talent truly excels?" and "What skills are genuinely necessary for a company?"

The newly launched learning business supports talent development aimed at driving results by training the personnel required to execute corporate strategy internally. In addition to recruitment, we contribute to enhancing corporate value by enabling talent to thrive.

Launch of the Learning Business: Developing Talent Capable of Executing Strategy

In the AI era, many companies face the challenge of "not knowing which skills to develop and in what order of priority."

Without being able to define where skill gaps exist compared to competitors or what skills are truly necessary for their own company, developmental measures are often implemented in an isolated, suboptimal manner. As a result, strategy and on-the-ground training become disconnected, creating a situation where the outcomes of training initiatives are difficult to measure.

Our learning business designs and executes talent development tailored to each company's challenges by combining training, coaching, and assessments. We provide end-to-end support, from designing a training structure connected to strategy to the execution of specific measures.

Designing a Training Structure Using Data: Talent Development Not Reliant on Intuition

We utilize two approaches when defining necessary skills.

The first is the traditional approach of breaking down business strategies and role definitions into competencies and skills. In doing so, we define the practical skills needed today by combining subjective skill breakdowns based on traditional "experiential knowledge" with job and talent requirement definitions based on LinkedIn's global trend data. This reduces the immense time and cost previously required for skill definition (especially the labor and expenses from organizing talent requirements to defining skills) by approximately 65-75%*, enabling faster and more practical development design.

The second approach utilizes talent skill data from competitor benchmarks and market trends. By considering skill differences with competitors and skills demanded in the market, we clarify "the skills truly needed now" from an objective perspective. This approach increases the accuracy of decision-making for optimizing investment allocation in training measures, ultimately contributing to a 20-30%* optimization of human capital investment.

Through these two approaches, we define skills in a data-driven manner and realize "skills-based HR management." This improves decision-making accuracy in HR strategy, including the design of training measures and the optimal division of roles with recruitment. (*Based on our project track record and similar cases. A process that conventionally took about 3 months is shortened to about 3-4 weeks.)

What is "LinkedIn Learning": A platform providing skills required in global business environments as video learning content. By combining LinkedIn's vast global trend data with individual career goals, users can acquire skill sets with high market value "now."

Tackling the "Perpetual Challenge" of HR Development ROI: Designing and Providing Surveys to Visualize Leading Indicators

We design and provide surveys that visualize leading indicators in response to the "perpetual challenge" of "invisible HR development outcomes." We believe this makes it possible to understand the connection between leading indicators, such as behavioral changes and skill shifts, and lagging indicators, such as business performance metrics.

Because the outcomes of talent development do not directly reflect in short-term financial results and are linked to complex factors, measuring the "effect of measures" simply has been considered a difficult area. Given this background, by connecting leading indicators like behavioral change, employee sentiment, skill sufficiency, and skill gaps with lagging management indicators like operating profit per employee, it becomes possible to grasp the impact of talent development more three-dimensionally.

To appropriately capture the outcomes of talent development, indicator design tailored to each company's strategy and challenges is essential. We provide consistent support from organizing the indicators to be measured to developing and operating custom surveys for our clients. This ensures talent development is not a "one-off" effort, enabling reflection and the consideration of next steps based on skill changes and their impact on management.

■ CEO Comment

Yoshiro Hamada, CEO of Beyond Technologies Inc.

Through our recruitment support, we have continually engaged with the question, "What skills must talent possess for a company to generate results?" As talent mobility accelerates and required skills change rapidly, in recruitment