Is that resignation really due to “personal reasons”? Implementing a “Decision-Making Model” to eliminate employees’ “silent turnover”.

Structural issue of "absence of decision-making" where resignations occur without consultation

【 April Dream 】Eliminating resignations due to “personal reasons”.

Our company endorses April Dream, an initiative to make April 1st a day for announcing dreams. This press release is the dream of "Care to Tomoni General Incorporated Association".

We are starting the social implementation of a model that prevents human capital outflow, referred to as "silent turnover" in companies, by improving the "decision-making structure". In this project, we redefine care and life challenges not as "personal matters" but as management decision-making challenges, and improve the quality of organizational judgment through dialogue.

【 Background 】

The number of people balancing work and caregiving is increasing, with approximately 110,000 people leaving their jobs annually. In the future, significant economic losses are expected. However, in many cases, employees decide to leave without sufficient consultation with their companies.

This is not an individual problem but an issue stemming from the organization's decision-making structure.

Current situation where a loss of 7.73 million yen per person occurs, significantly damaging corporate human capital

【 Project Overview 】

This project aims to improve the decision-making structure of small and medium-sized enterprises through a "dialogue-based action learning model" and build a mechanism to prevent human capital outflow.

【 Key Initiatives 】

● Pilot project with participating companies (limited to 10 companies)

● Introduction of a four-stage model: observation, learning, practice, and retention

● Decision-making training utilizing simulated workshops

● Accompaniment support by multi-professional experts

A mechanism to improve the quality of organizational judgment through a cycle of observation, learning, practice, and retention

【 Features 】

① Redefinition of the turnover problem

Turnover is viewed not as a "personal matter" but as a "problem of decision-making structure."

② Safe dialogue design

Improve judgment and teamwork in an environment free from conflicts of interest.

③ Design for behavioral change

Implemented as a cyclical model that transforms organizational culture, not a one-off training.

【 Benefits for Participating Companies 】

● Early detection of turnover signs and reduction of human capital loss

● Improvement in the quality of management decisions

● Strengthening organizational resilience

● Acquisition of a human resource strategy perspective

Transformation that prevents turnover from ending as a "personal matter" and leads to "continued employment" through dialogue

【 Future Outlook 】

Through this project, we will create practical examples and, in the future, organize this model as a standard model that can be deployed across society. We also aim to build a social infrastructure that protects human capital, envisioning collaboration with local governments and related organizations. We aim to realize a society where care is not hidden, but care is reflected in workplace decisions.

Roadmap for social implementation of the model from 10 pilot companies to 100 companies and further collaboration with local governments

【 Organization Overview 】

Organization Name: Care to Tomoni General Incorporated Association

Representative: Mizuo Matsumoto

Business Activities

… Design and accompaniment of corporate dialogue and work-life balance support aimed at preventing caregiving leave

… Planning and operation of 'Connecting Exchange Meetings' for those involved in medical care, nursing care, and welfare

… Provision of training and organizational development programs centered on dialogue and psychological safety

Website: https://keatomo.jp/

Email: info@keatomo.jp (Contact: Representative Director Matsumoto)

Media Inquiries: Please feel free to contact us.

Care to Tomoni General Incorporated Association "Logo"