Designing teaching, Learning and Assessment Resources to Support Workplace Learning March 24, 2010 Matsubara Nobuo Ministry of Health, Labour and Welfare

Designing teaching, Learning and Assessment Resources to Support Workplace Learning

March 24, 2010Matsubara Nobuo

Ministry of Health, Labour and Welfare Overseas Cooperation Division

Human Resources Development Bureau

A Model of Human Resources Development at Workplace

SupervisorSupervisor

SeniorSenior

Junior fellowJunior fellow

Supervisor

Junior Staff

Senior

Junior

Develop, and Evaluate!　

Develop, and Evaluate!　

Learn, and use them for fostering others!

Learn, and use them for fostering others!

TrainerTrainer

TraineeTrainee

Break inBreak in

TrainerTrainer

WorkerFellowFellow

Learning, ExperienceLearning, Experience

Self-EnlightenmentSelf-Enlightenment

FosterFoster

FosterFoster

Small Group Activity Methods are widely used for Workplace

learning! 　

Small Group Activity Methods are widely used for Workplace

learning! 　

N.MATSUBARAN.MATSUBARA

Skill Development Cycle in Workplace(PDCA Management)

Compliant Skill Standards correspond to Job Grade(Targets for Cultivation)

Compliant Skill Standards correspond to Job Grade(Targets for Cultivation)

Job/Skill Profile by GradeJob/Skill Profile by Grade

Ｐ：

Skill Upgrade linked with Evaluation Systems Skill Upgrade linked with Evaluation Systems

Upgrade Aquired Skill

linked with Evaluation Systems

Upgrade Aquired Skill

linked with Evaluation Systems

Assessment

Additional Lead

Skill Management(CurrentSkill/Performance）

Skill Gap ﾟ

( D )

( C )(A)

In-Plant Skill test

Skill Training

achievement verification

Knowledge-type ET

Assessment

Ａ：

Ｃ：

Planed VET

Skill Management

Current Level ＝ Expected

TrainingNeeds ﾞ

Ｄ：

( P )


Apply Can-Do Analysis

Raimei

Case B: Electrical goods wholesale Company

SD Support OJTOff- JT

Source: Recruit information on the Web site of this company

Prospective Employee

General Job

Supervising Job (A.M.)

Instruction Job (Chief)

Managing Job (M.)

Prospective Employee Training

Newly Employee Training

Chief Class Employee Training

A. Manager Crass Training

Manager Class Training

Pro

mo

tio

n f

or

acq

uir

ing

Qu

alif

icat

ion

Co

rres

po

nd

ence

Ed

uc

atio

n

Tra

inin

g f

or

Pra

cti

cal

wo

rk (

Dep

.)

Inst

ruct

ion

th

rou

gh

wo

rk (

Dep

.)

Ass

ign

men

t, J

ob

Ro

tati

on

Stratified Training T. based on Job function

Job

fu

nct

ion

Tra

inin

g b

ased

on

Dep

artm

ent

Saf

ety

Dri

vin

g T

rain

ing

Tra

inin

g f

or

Mer

chan

dis

ing

Tra

inin

g f

or

Sal

es

an

d M

arke

tin

g

Development, Prototype, Machinery &Tools, Maintenance Division

Production Division

Basic Technical Skill Training for young workers ( wide range of knowledge, skills and attitude )

Electronics & IT, Device controlMachine Equipment, MachineProcessing, Test & Experiment

Top Level (Assembling)Advanced Level (PLC, oil pressure..) Intermediate L. (air pressure, sensor..)

In-house Technical Skill Training System

Fostering advanced intelligence skilled workers who can deal with the technology and skills innovation

Fostering operators who can maximize capacity of the facilities

Advanced Technical Skill Training Operator Training

Source: Brochure of Company Profile

Supplements

Collaboration with

Private Firm

&

Vocational Training Institutions

Relationship between TVET Centers and Labor Market

8

Labor Market

Ability Training

Collaboration with 　　　　　　 Hello Work

SeminaremployeesLevel Level

upup

School

College

Job-seekers


Promotion of the Practical HRD System

OJT trainingIn the company (with salary)

Training in theVET institution

Company which hopes to foster young workers

Interview and recruitment

Approval of training implementation planby Minister of MHLW

Implementation of training according to the approved plan

6 months ～　 2 years

Skills EvaluationSkills Evaluation

Secure core skilled workers at the workplace

10

Private sector

TVET Centers (TVET Centers ( ＥＨＤＯ　）ＥＨＤＯ　）

Linkage between Private sector and ＥＨＤＯＥＨＤＯ

⑩Trace of placement, Questionnaires ⑦Seminar for

employees, 　　Questionnaires

①Survey for enterprise

③ Committee for Review of model training curricula

⑤Trade Skill Tests

Selection of training

fields, Curriculum Survey of training

needs

Implementation

of training Survey of trainee’s

placement

⑥OJT (Dual System)②②Support for Support for

Enterprises to Enterprises to

improve improve

Employment Employment

ManagementManagement

④Regional Council for promotion of human resources training

⑧Product Planning

⑪Support for Start-up Businesses

⑨Ｏｕｔｓｏｕｒｃｅｄ training


○ Understanding of Training needs, Design curriculum , Setup course 　　・ Needs understanding by a questionnaire and hearing research　　・ Analysis of needs by the PPM （ Product portfolio management ） method　　・ Setup training course responds to the needs that utilizes the Training Plan Operation Meeting

○ Implementation of effective training　　・ Training with important point of curriculum(input seeds)　　・ Implementation training focuses on acquirement of trainee

○ Evaluation of effect and understanding of point of issue　　・ Understanding of training acquirement grade of trainee　　・ Understanding training effect and point of issue at training center of trainee

○ Revision of curriculum, training course　　・ Based on point of issue(lack of technology, skill etc.),understanding of needs such an　　　 adding, change course, and reversion of curriculum course

Ｐ

Ａ

Ｃ

Ｄ

PDCA PROSESS for TRAINING(RE-TRAINING)

Approach

Training Course is conducted a review every year by the PDCA cycle （ plan-do-check-act ion cycle ）

11

12Curricula Models

publicly disclose

Process for Traning Courses Changes Process for Traning Courses Changes

Training Needs in the region

・ Hearing from Job Service

Center, local governments,

schools

・ Job openings Analysis

Committee for Review of model training curricula

Survey of Human Resources needs

Survey of training needs

Review of

Implementation

Checking Outputs（ job openings,placement rate, etc ）

Review and

Evaluatiton

for finding

reforming

needs.

Regional Council for promotion of human resources training

・ Experts Commitee

・ Comitee with Stakeholders

HHeeaadd

CCeenntteerrss

Indicate

Hearing

Review

Fiat of

changes

detail checking


13

SYSTEM UNIT training Structure

System

Unit 1

Unit 2

Unit 3

Unit 4

Unit 5

Unit 6

Standard system

System

Unit 1

Unit 2

Unit 3

Unit 4

Unit 5

Unit 6

Selectable system

System3,6 is based on regional training needs

Training Target

Achievement 1 Achievement 2

System 4 System 5 System 6System 1 System 2 System 3

job2

Task１

job1

Task２

Task３

work

6 months training


14

Word Definition in SYSTEM UNIT training

• System

• Unit

1. 6 “system”s are in 6 months training duration.

2. One group of 3 “system”s reflect one job, it means 2 jobs ( achievements ) are contained in a training course.

3. One “system” reflects one task.

4. One “system” is consisted of 6 “unit”s.

1. One “unit” is consisted of one “work” and trained within 3 days training duration (18 hours).

2. “Work” is stated based on job analysis and stated necessary skill & knowledge.

15

SYSTEM UNIT training

In case of 6 months Training

1 Curriculum development based on job analysis and regional training needs

2 Two achievements setting for expanding scope of employable field and for adapting diversification of job in the related field.

3 Easy improvement of curriculum module configuration curriculum

16

Metal Work

Sheet metal welding

Factory Automation

MP controlMechanical engineering

Electrical engineering

House wiring Automation control

Technical Operation

CAD Machining

SYSTEM ･UNIT training

2 jobs in one training course within 6 months course

Course name

Job 1 Job 2

17

Training course Implementation Training management Annual training plan, Facility, Teaching materials, Course

management

Public relation Companies support, Information support

Implementation management Advertising, recruit, committee management, event

HRD Trainer training (OJT Off-JT)

Trainer’s Service

18

22

25

30

35

40

45

50

55

60

Outside Correspondingplacement support for aged trainee

Playing Manager

Tutor Coaching

Future plan designing

Young trainer training

Junior trainer Training

Middle trainer Training

Trainer Training Field （ OJT base ）

Technical Field

Level 3 seminars can be carried out.

Improvement of two or more technical fieldsExpansion of a related technical field

Trainer’s Capability Trainer’s Capability ImageImage

Instructional （ Management) Field

Promotion of Instruction Proposal/Planning

Managing ProjectProject Promotion

with Instruction

Instruction

HRD Consultation, Assistance and Support

Age guideline

　　　　　

Newcomer training

trainer Stage Junior

trainer

Middle trainer Senior trainerTraining period

Instruction

leaning

Seeds探し

Catch-up EstablishmentExpansion of level 3 seminar

OJT Follow

without Instruction

Supplements

Supporting Tool

• The Lifelong Human Resources

• Development System (LHRDS)

• (

LHRDS Outline• LHRDS is a guideline to clarify the skills required for work,• and to offer systematic step-by-step education and training according to the goals of skill development.

• Job analysis data is very important.

• LHRDS is useful and effective for private sector HRD and VT institution to implement training

course.

Presenting Draft LHRDS　　　・ Format 1　・ Format 2,3,4 （ Skill map ）　・ Format 5,6,7 （ Training map ）

１

Company association

Company supporting image using“LHRDS”

Creating their own LHRDS　　（ setup Committee ）　・ Format １　・ Format ２～４（ Skill map ）　・ Format ５～７（ Training map ）　・ Training course design　・ Trainee Recruiting 　・ Advertising ・ Training Course

SKILL Map and Trainning Map Creation

Supporting

２

　 Creating Company LHRDS（ Specified Industry and Job ）　　　・ Format 1　・ Format ２，３，４（ Skill Map ）　・ Format ５，６，７（ Training Map ）

Creating Drafting LHRDS（ Success PRO. MODEL ）　・ Format １ , 2 ～４　（ Skill map ）　・ Format ５～７　（ Training map ）

３

Member Company

DispatchEmployee

EHDO

DispatchEmployee

Analyze

details of

assignments

and work

Create a

skill map

Judge

working

skills

Establish the

goals of skill

development

Create a

training map

Conduct

education and

training courses

Data baseJOB analysis

●OJT●Off-JT●SD

Clarification of assignments skills goals HRD implementation

The HRD Supporting Tools Success Pro. based on the “LHRDS”

Copyright © EHDO All rights reserved

Data baseTraining course

Success Pro.: Skill-Up Chart Creating & Editing Support System for PROfessional

The Lifelong Human Resources Development System (LHRDS)presents in stages the development and improvement of workers’ skills based on the basic philosophy of the Human Resources Development Law.LHRDS is a guideline to clarify the skills required for work, and to offer systematic step-by-step education and training according to the goals of skill development.

What is the concept of ''LHRDS''?Basic philosophy of the Human Resources

Development Promotion Law L H R D S

The development and improvement of human

resources,

1.increases the adaptability of workers to

changes in the industrial structure, the

rapid progress of technology, and other

economic environments, and

2. must be implemented systematically and

incrementally throughout the working

period of individual workers, while

considering the ''employment-life design of

workers. ''

Based on the basic philosophy shown on the

left, LHRDS systematically and incrementally,

1. realizes the skills required to perform the

duties of industries, organizations, and

corporations, and

2. human resources development to acquire

the skills for workers to perform specific

duties.


Improve working skills

What is the flow of HRD based on the

''LHRDS''?Analyze details of assignments and work

Create a skill map

evaluation working skills

Establish the goals of skill development

Create a training map

Conduct education and training

HRD（ Human Resources Development ）

assignments

skills

goals

Clarification of

flow Detailed flow


What are the advantages of HRD using the "LHRDS"?

The LHRDS can be utilized to establish a framework for HRD based on the social and economic situations surrounding companies.

Upon establishing a suitable LHRDS which meets the needs of each company, based on the flow of HRD mentioned in Point 2, companies can successfully execute a HRD process and the following are the advantages ;

* Develop human resources systematically and effectively.

* Construct the concept for systematic step-by-step HRD.

* Clarify skills possessed or required by organizations and companies.

* Make future goal settings easy, as the evaluation of each employee is possible.

* Clarify the achievement of HRD.

* Clarify career formation.

* Develop human resources that meet set goals and personnel allocations.


What is the structure of the ''LHRDS"? Consisting of ''Skill Map'' and ''Training Map''LHRDS

Skill Map

Training Map

Systematically and incrementally shows the skills required to perform work and assignments.

Creates an ideal Skill Map that meets the work details of organizations and companies for the evaluation of workers’ skills.

Clarifies the goals of HRD based on the skills required to perform work and assignments, and summarizes education and training systematically and incrementally according to these goals. Can also be used for HRD based on the Skill Map.


Sample of the "LHRDS''

EHDO assists organizations and corporations to create LHRDS based on the details explained below.

In addition, EHDO offers education and training based on that system at Public HRD institutions.Point 5 shows a sample of the LHRDS( Format 1 ～ 7).

* With the aid of a computer LHRDS can easily be created.

LHRDS Skill Map

Training Map

Skill Map based on work dutySystematically and incrementally shows the skills required to work.

Details of the skill factors for each work dutyShows the required skills and operations consisting of skills.

Contents of the Details of the Skill factors for each work dutyShows the knowledge, skills and technology to conduct operations.

Training mapShows the entire picture of education and training required for HRD.

Training map for each goalShows specific education and training courses according to the goals of skill development.

CurriculumShows the curriculumfor each education andtraining Course.


L H R D S SClassification Flow of skill development (human resources)

StandardizationSharing

Actual useGoal setting

SkillMap

Skilldevelopment

needs

Training

Map

Implementationof

training

Division

Accounting

Sales

Parts design

L1 L2 L3 L4

SKILL

MAP

TRAINING

MAP

Skill developmentclassification

Basicprofessional Professional Sophisticated

ProfessionalSophisticated com-

plex integrated

Based onskill

Based onPosition

in theworking

place

Based onassignment

Level of job Difficulties, ImportanceDegree of responsibility

Type of jobBased on divisionBased on duties

Format 1

Skill Map

Training Map

Level of trainingDifficulties, Latest technologies

Type of trainingBased on technical

field

Format ２

Format ３

Format ４

Format ５

Format ６

Format ７

Structure of the ''LHRDS"


Engi neeri ng

el ectroni cs equi pment el ectroni cs ci rcui tdesi gn anal og ci rcui t overal l desi gn

di screte ci rcui t

di gi tal ci rcui t

pri nted board

measurement

i nput/output ci rcui t

i nspecti on measuri ng and test bacsi c test materi al measuri ngassessment i mage processi on

materi al measuri ngand test

machi ne measuri ngassessment

machi ne measuri ngand test

el ectri cal measuri ngassessment

el ectri cal measuri ngand test

nondestructi ve testassessment

measuri ng tool management

Ｌ４ l evel j obdepartment Ｌ１Ｌ２Ｌ３

Format 2LevelDepartment,

Section

Task １Task １

Task ２Task ２ Skill map

Task3Task3

Task4Task4

Job

Engi neeri ngel ectroni csequi pment

el ectroni cs ci rcui tdesi gn anal og ci rcui t overal l desi gn

ci ucui t desi gn overal l

anal og ci rcui t ( rect i fi er)

i nspecti on measuri ng and test bacsi c test materi al measuri ngassessment i mage processi on

preparat i on materi al measuri ngassessment

i mage processi ng

materi al measuri ng andtest

machi ne measuri ngassessment

preparat i on di mensi ons assessment

sol i di ty test roughness assessment

strength test three-D assessment

Ｌ４ l evel j obdepartment Ｌ１Ｌ２Ｌ３

anal og ci rcui t (partssel ect i on)

anal og ci rcui t (Tr basi cci rcui t）

anal og ci rcui t (OP amp）

anal og I C ci rcui t (OPamp）

Format 3

Task1Task1

Task2Task2

Department, Section

Work 1Work 1

Work 2Work 2

WorksWorks

Skill map

Task3Task3

WorkWork

Level Ｌ１

1 . preparation Skil l 1 . be abl e to test materi al qual i ty

2 . be abl e to anal i ze component

3 . be abl e to measure remai ni ng stress

4 . be abl e to anal i ze f requency of vi brati on and noi se

5 . be abl e to measure l ength usi ng sl i de gauge, mi crometer cal i per

6 . be abl e to test and assecement ＰＴ

2 . solidity test Knowledge 1 . know about composi ti on and qual i ty of metal

2 . know about composi ti on test usi ng metal oscope

3 . know about assesment method of metal

Skil l 1 . be abl e to test Bri nel l hardness, Vi ckers hardness

3 . strength test Knowledge 1 . know about types and feature of mechani cal measurment

Skil l 1 . be abl e to test tensi on and bendi ng

2 . be abl e to test i mpact resi stance

3 . be abl e to test fati gue

ＳＥＣＴＩＯＮ

ＴＡＳＫ

Work

measuri ng and test

materi al measuri ng and test

subj ects

Format 4

Task ２Task ２ level

Work 1Work 1

Work 2Work 2

Necessary Knowledge

Necessary skill

Department, Division, section

Work 3Work 3

Sec. Task Training target

L1 L2 L3 L4

図面の見方

（職能別）

high precision machining

様式６○○製造業

旋盤 (1)

旋盤 (2)

旋盤 (3)

旋盤 (4)

旋盤応用 (1)

旋盤応用 (2)

切削工具管理先端切削技術新素材加工精密切削加工

旋盤のエキスパート

Manufacture

Lathe

Outer diameter machining

Setting training target based on working factor

Setting training target based on working factor

Training course name Training course name

Training target

Format 6

Training map structure

Division & Section

Training map

Task

Level

Setting training target based on specified purpose

Setting training target based on specified purpose

training course :drawing, Lathe operation, CAD, tooling, new materials


Job analysis Database

Based on industry Classification in Japan

ConstructionConstruction Work,General including Public and Private Construction Work

Building WorkCivil Engineering WorkPaving WorkGardening Work

Construction Work by Occupation,except Equipment Installation WorkInterior Finish WorkCarpentry WorkForm WorkScaffolding WorkConcrete WorkSteel-frame and Steel Reinforcement WorkPainting Work

Equipment Installation WorkGeneral Piping WorkElectric WorkTelecommunication Work and Signal System Work

ManufacturingPublishing,Printing and Allied Industries

Printing IndustriesManufacture of Plastic Products

Plastic ProductsManufacture of Fabricated Metal Products

Cutlery and HardwarePlumbers SuppliesFabricated Constructional and Architetural Metal Products

EHDO has collected 23 industry classification analysis model data in database according to employee’s population since 2001.


Metal Machine Parts and Tooling ProductsStamped and Pressed Metal ProductsMetal Coating, Engraving and Heat TreatingCoating Metal Products

Manufacture of General MachineryMachinery and Equipment for ConstructionAgricultural Machinery and EquipmentMetal Working Machinery

Manufacture of Electrical Machinery,Equipment and SuppliesElectric AppliancesCommunication Equipment and Related ProductsElectronic Parts and Devices

Manufacture of Transportation EquipmentMotor Vehicle PartsRailroad Car Parts

Manufacture of Precision Instruments and MachineryMeasuring Instruments, Analytical Instruments and Testing Machines

Wholesale and Retail Trade, Eating and Drinking PlacesWholesale Trade, General Merchandise

Wholesale Trade, General MerchandiseServices

Information Services and ResearchComputer Programming and Other Software Services

Professional Services, Not Elsewhere ClassifiedEngineering and Architectural Services

Miscellaneous Business ServicesBuilding Maintenance ServicesNon-destructive Testing Services

Job analysis Database (2)

DatabaseJOB analysis

Job analysis data collected from central company

associations (including industrial associations)

data has all tasks, works and their necessary knowledge & skills required by JOB (duties) of company

from format 1 to format 4 data Effective & important for

company Human Resource DevelopmentVT institution for implement training course.

Good Luck!

Documents

Designing teaching, Learning and Assessment Resources to Support Workplace Learning March 24, 2010 Matsubara Nobuo Ministry of Health, Labour and Welfare