Visualizing Organizational 'Invisible Issues' to Prevent Early Turnover. Launch of 'Follow-up Counseling' to Support New Employee Retention
Tanabe Consulting and Peacemind have jointly developed and launched the 'Follow-up Counseling Service.' Targeting new employees around three months after joining, the service visualizes their true feelings and organizational issues through expert interviews to prevent early turnover.
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- 📰 Published: April 15, 2026 at 18:00
- 🔍 Collected: April 15, 2026 at 09:31
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Tanabe Consulting Co., Ltd. (Headquarters: Chiyoda-ku, Tokyo and Yodogawa-ku, Osaka; President and Representative Director: Takahiko Wakamatsu; hereafter Tanabe Consulting), a pioneer in management consulting in Japan, and Peacemind Inc. (Headquarters: Chuo-ku, Tokyo; President and Representative Director: Hideto Ogiwara; hereafter Peacemind), which provides support services to 'Make Work Better®' for companies, have jointly developed and launched the 'Follow-up Counseling Service (New Employee Retention Support)' aimed at improving the retention rate of new employees.
1. Background of the Development of the 'Follow-up Counseling Service (New Employee Retention Support)'
In recent years, the early turnover of new employees has become a critical management issue for companies, causing not only a loss of recruitment costs but also a decline in workplace morale and stagnation in organizational growth. The background to this increase in early turnover includes the fact that the anxieties and 'reality shocks' faced by new employees have become harder to surface due to the spread of remote work and the weakening of communication. To address these challenges, we have developed a 'Retention Support Service' that combines Tanabe Consulting's rich knowledge and track record in management accumulated over its 69-year history with the specialized mental health expertise cultivated by Peacemind.
In this service, experts draw out the 'true feelings' that individuals cannot tell their bosses or HR, supporting their adaptation. At the same time, by feeding back signs of unwellness or turnover as organizational issues, we contribute to the sustainable growth of the company.
2. Service Overview and Implementation Method
By listening to the true feelings regarding the sense of growth, adaptation to the workplace, vitality, and stress of new employees about 3 months after joining, we can grasp their situation concretely and multi-dimensionally, supporting the consideration of subsequent actions.
3. Features of 'Follow-up Counseling'
(1) Scientific Risk Management Measuring 'Motivation x Stress' on Two Axes
① Without relying on experience or intuition, we quantitatively visualize the state of the organization based on psychological indicators. Identification of the risk tier: By crossing the state of work engagement (motivation) and stress, we identify those who need care with priority.
② Evidence-based measure planning: We detect signs of mental unwellness early and propose specific workplace improvement actions based on data.
(2) Visualizing 'True Feelings' and 'Organizational Readiness' through Dialogue with Professionals
We reliably capture the 'true feelings' of employees behind the quantitative data, which cannot be detected by questionnaires alone.
① Deep diving by a third party: Experienced counselors with qualifications such as clinical psychologists and certified public psychologists draw out 'anxieties' and 'worries' that cannot be told to HR or bosses in a 50-minute 1on1 interview.
② Reflecting on experiences: By reflecting on experiences with a counselor, the individual's sense of growth and future goals become clear.
③ Checking the reception status: We visualize whether the 'organizational readiness to receive' at the assigned department is functioning, not just individual problems.
(3) Benefits of Introducing the 'Follow-up Counseling Service (New Employee Retention Support)'
① Effects on Organization/HR: Certain 'Improvement in Retention Rate' and 'Early Realization of Potential'
By visualizing and managing mental risks, we minimize the loss of recruitment costs and build a sustainable organizational structure where new employees can demonstrate their true abilities and continue to be active and retained. By continuing these efforts, it leads not only to short-term 'prevention of turnover' but also to strengthening a 'system where people grow' in the medium to long term.
② Effects on New Employees: Growth Support that Turns Anxiety into 'Confidence'
Through objective reflection, they cultivate a sense of growth and a broad perspective, and by further developing autonomous stress-coping skills, they build a foundation as professionals who can continue to play an active and positive role true to themselves even amidst dizzying environmental changes.
4. Comments
(1) Hideto Ogiwara, President and Representative Director, Peacemind Inc.
In recent years, the early turnover of new employees has become a serious issue for organizations, but for new employees holding 'invisible anxieties' in particular, this service will powerfully support individual adaptation. Leveraging the EAP expertise we have cultivated over many years, we will realize risk prevention through a data-based scientific approach and the visualization of 'true feelings' through dialogue with experts, contributing to the recognition of specific issues by the receiving side and the formulation of workplace improvement actions. Through this follow-up counseling, toward the realization of our vision of 'Making Work Better®', we will contribute to the retention and active participation of new employees, and by extension, the creation of organizations where people grow.
1. Background of the Development of the 'Follow-up Counseling Service (New Employee Retention Support)'
In recent years, the early turnover of new employees has become a critical management issue for companies, causing not only a loss of recruitment costs but also a decline in workplace morale and stagnation in organizational growth. The background to this increase in early turnover includes the fact that the anxieties and 'reality shocks' faced by new employees have become harder to surface due to the spread of remote work and the weakening of communication. To address these challenges, we have developed a 'Retention Support Service' that combines Tanabe Consulting's rich knowledge and track record in management accumulated over its 69-year history with the specialized mental health expertise cultivated by Peacemind.
In this service, experts draw out the 'true feelings' that individuals cannot tell their bosses or HR, supporting their adaptation. At the same time, by feeding back signs of unwellness or turnover as organizational issues, we contribute to the sustainable growth of the company.
2. Service Overview and Implementation Method
By listening to the true feelings regarding the sense of growth, adaptation to the workplace, vitality, and stress of new employees about 3 months after joining, we can grasp their situation concretely and multi-dimensionally, supporting the consideration of subsequent actions.
3. Features of 'Follow-up Counseling'
(1) Scientific Risk Management Measuring 'Motivation x Stress' on Two Axes
① Without relying on experience or intuition, we quantitatively visualize the state of the organization based on psychological indicators. Identification of the risk tier: By crossing the state of work engagement (motivation) and stress, we identify those who need care with priority.
② Evidence-based measure planning: We detect signs of mental unwellness early and propose specific workplace improvement actions based on data.
(2) Visualizing 'True Feelings' and 'Organizational Readiness' through Dialogue with Professionals
We reliably capture the 'true feelings' of employees behind the quantitative data, which cannot be detected by questionnaires alone.
① Deep diving by a third party: Experienced counselors with qualifications such as clinical psychologists and certified public psychologists draw out 'anxieties' and 'worries' that cannot be told to HR or bosses in a 50-minute 1on1 interview.
② Reflecting on experiences: By reflecting on experiences with a counselor, the individual's sense of growth and future goals become clear.
③ Checking the reception status: We visualize whether the 'organizational readiness to receive' at the assigned department is functioning, not just individual problems.
(3) Benefits of Introducing the 'Follow-up Counseling Service (New Employee Retention Support)'
① Effects on Organization/HR: Certain 'Improvement in Retention Rate' and 'Early Realization of Potential'
By visualizing and managing mental risks, we minimize the loss of recruitment costs and build a sustainable organizational structure where new employees can demonstrate their true abilities and continue to be active and retained. By continuing these efforts, it leads not only to short-term 'prevention of turnover' but also to strengthening a 'system where people grow' in the medium to long term.
② Effects on New Employees: Growth Support that Turns Anxiety into 'Confidence'
Through objective reflection, they cultivate a sense of growth and a broad perspective, and by further developing autonomous stress-coping skills, they build a foundation as professionals who can continue to play an active and positive role true to themselves even amidst dizzying environmental changes.
4. Comments
(1) Hideto Ogiwara, President and Representative Director, Peacemind Inc.
In recent years, the early turnover of new employees has become a serious issue for organizations, but for new employees holding 'invisible anxieties' in particular, this service will powerfully support individual adaptation. Leveraging the EAP expertise we have cultivated over many years, we will realize risk prevention through a data-based scientific approach and the visualization of 'true feelings' through dialogue with experts, contributing to the recognition of specific issues by the receiving side and the formulation of workplace improvement actions. Through this follow-up counseling, toward the realization of our vision of 'Making Work Better®', we will contribute to the retention and active participation of new employees, and by extension, the creation of organizations where people grow.