DeNA's Young Employees See Improved Career Confidence and Engagement Scores in 3 Months – Utilizing AI x Coaching Talent Success Service 'BOOST'
Boost Health Inc. reported that its AI x coaching talent success service 'BOOST' significantly improved career confidence and engagement scores for DeNA's young employees over a three-month period. The program achieved 100% satisfaction and desire for continuation.
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- 📰 Published: May 12, 2026 at 19:00
- 🔍 Collected: May 12, 2026 at 10:31
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Boost Health Inc. (Headquarters: Chuo-ku, Tokyo; Representative Director CEO: Ayaka Haga) provides "BOOST," a talent success service based on evidence from cognitive behavioral therapy (CBT). We are pleased to report the results of a three-month BOOST program conducted for young employees of DeNA Co., Ltd. (hereinafter, DeNA). Career autonomy scores showed an improvement range 2-3 times greater than the monitor group (comparison group), and engagement improved in the participant group while the monitor group's declined. Feedback included comments like, "I was skeptical about coaching at first, but it turned out to be good," and the program achieved 100% satisfaction and desire for continuation.
■ Background of Implementation
DeNA has been promoting health management since 2016, continuously analyzing employee health issues and implementing measures to improve performance. In particular, they believe that improving the performance of new graduates and young employees, who are expected to grow significantly, is essential for organizational growth.
To support young employees against feelings of isolation and burnout risk due to the spread of remote work, the CHO (Chief Health Officer) Office and HR department have conducted seminars on stress coping methods and self-conditioning, as well as short-term accompaniment-style training. Through this support, they strongly recognized the need to maintain engagement among next-generation employees and strengthen support to prevent burnout. This led to the trial introduction of "BOOST," which can continuously provide a mechanism for "thought organization → action design."
■ Implementation Overview
Eleven young employees in their first to third year of employment participated in the "BOOST" program, which included monthly one-on-one sessions with a professional coach (total of 3 sessions) and weekly 15-minute AI self-sessions for three months.
DeNA BOOST Program Implementation Overview
■ Main Results
A comparative analysis with employees who did not use BOOST (hereinafter, the monitor group) showed that the participant group using BOOST demonstrated an improvement range in career autonomy scores (career understanding and career clarity) 2-3 times greater than the monitor group. This indicates an increased resolution regarding their careers compared to before the implementation.
BOOST participants showed improved career clarity.
Particularly striking was the change in engagement. While the monitor group's score decreased by 0.6 points, the participant group showed a reverse improvement of 0.3 points. This result indicates a clear effect of BOOST's intervention.
BOOST participants also showed improved engagement.
Regarding stress coping ability, the participant group improved by 14%, while there was no change in the monitor group.
BOOST participants' stress coping ability significantly improved.
* Career autonomy scores used items based on the self-understanding factor of the "Career Autonomy Scale (Ogawa & Kanai, 1997)." Engagement used the "New Occupational Stress Simple Questionnaire." Stress coping ability used a standardized scale. Participant group N=10, monitor group N=7 (excluding one person who did not respond to the post-survey).
■ Changes over 3 Months (Specific Examples)
* Content has been partially edited to prevent individual identification.
- From "uncertainty about how to leverage strengths and envision a career" to "a person who can take initiative."
- From "a high-pressure environment" to "an attitude of aiming for the next position."
■ Participant Voices
Program satisfaction was 100% and desire for continuation was 100% (respondents only, N=6). Here are some of their comments:
"It was my first time doing coaching, and I was skeptical at first. But I found many good aspects. Especially being able to talk openly with an external person was a refreshing change, and I learned new perspectives and information not available internally."
"I realized that things I was vaguely worried about could be broken down and solved by taking small actions. I experienced firsthand that I could utilize resources other than my supervisor."
"Utilizing BOOST provided an opportunity to reflect weekly, and I noticed things I hadn't realized about myself. I didn't think I was a person with ups and downs, but it was good to objectively realize this as data accumulated."
"The coaching was closely related to my work, and the gentle push for change was good."
■ Comment from the Person in Charge
Kurumi Ueda, Deputy Manager, CHO Office, DeNA Co., Ltd.
This time, we utilized the service from a health management perspective, which is slightly different from HR department's training initiatives. The challenge was to connect the knowledge input and short-term training we had conducted so far to "the ability to actually utilize it." BOOST allowed us to capture behavioral changes that were traditionally difficult to grasp.
■ Background of Implementation
DeNA has been promoting health management since 2016, continuously analyzing employee health issues and implementing measures to improve performance. In particular, they believe that improving the performance of new graduates and young employees, who are expected to grow significantly, is essential for organizational growth.
To support young employees against feelings of isolation and burnout risk due to the spread of remote work, the CHO (Chief Health Officer) Office and HR department have conducted seminars on stress coping methods and self-conditioning, as well as short-term accompaniment-style training. Through this support, they strongly recognized the need to maintain engagement among next-generation employees and strengthen support to prevent burnout. This led to the trial introduction of "BOOST," which can continuously provide a mechanism for "thought organization → action design."
■ Implementation Overview
Eleven young employees in their first to third year of employment participated in the "BOOST" program, which included monthly one-on-one sessions with a professional coach (total of 3 sessions) and weekly 15-minute AI self-sessions for three months.
DeNA BOOST Program Implementation Overview
■ Main Results
A comparative analysis with employees who did not use BOOST (hereinafter, the monitor group) showed that the participant group using BOOST demonstrated an improvement range in career autonomy scores (career understanding and career clarity) 2-3 times greater than the monitor group. This indicates an increased resolution regarding their careers compared to before the implementation.
BOOST participants showed improved career clarity.
Particularly striking was the change in engagement. While the monitor group's score decreased by 0.6 points, the participant group showed a reverse improvement of 0.3 points. This result indicates a clear effect of BOOST's intervention.
BOOST participants also showed improved engagement.
Regarding stress coping ability, the participant group improved by 14%, while there was no change in the monitor group.
BOOST participants' stress coping ability significantly improved.
* Career autonomy scores used items based on the self-understanding factor of the "Career Autonomy Scale (Ogawa & Kanai, 1997)." Engagement used the "New Occupational Stress Simple Questionnaire." Stress coping ability used a standardized scale. Participant group N=10, monitor group N=7 (excluding one person who did not respond to the post-survey).
■ Changes over 3 Months (Specific Examples)
* Content has been partially edited to prevent individual identification.
- From "uncertainty about how to leverage strengths and envision a career" to "a person who can take initiative."
- From "a high-pressure environment" to "an attitude of aiming for the next position."
■ Participant Voices
Program satisfaction was 100% and desire for continuation was 100% (respondents only, N=6). Here are some of their comments:
"It was my first time doing coaching, and I was skeptical at first. But I found many good aspects. Especially being able to talk openly with an external person was a refreshing change, and I learned new perspectives and information not available internally."
"I realized that things I was vaguely worried about could be broken down and solved by taking small actions. I experienced firsthand that I could utilize resources other than my supervisor."
"Utilizing BOOST provided an opportunity to reflect weekly, and I noticed things I hadn't realized about myself. I didn't think I was a person with ups and downs, but it was good to objectively realize this as data accumulated."
"The coaching was closely related to my work, and the gentle push for change was good."
■ Comment from the Person in Charge
Kurumi Ueda, Deputy Manager, CHO Office, DeNA Co., Ltd.
This time, we utilized the service from a health management perspective, which is slightly different from HR department's training initiatives. The challenge was to connect the knowledge input and short-term training we had conducted so far to "the ability to actually utilize it." BOOST allowed us to capture behavioral changes that were traditionally difficult to grasp.