What is Ending Career Co., Ltd.'s main business?

We provide "organizational development consulting" that visualizes organizational culture, identifies the root causes of issues, and supports the implementation of improvement measures.

Why is employee engagement low in Japanese companies?

According to Gallup's survey, only 6-7% of employees in Japan are "enthusiastic," compared to around 22% globally, which is the lowest level worldwide. Specific causes vary, but workplace relationships and corporate culture are believed to be contributing factors.

What changes occur in organizations with high engagement?

Work attitudes become proactive, meetings foster psychologically safe and constructive discussions, and a culture of learning from failures and celebrating challenges emerges. Middle managers become team supporters, and information sharing becomes transparent.

AI News NQ Analysis

Towards a Society Where Everyone Works with Sparkling Eyes! Changing Engagement in Japanese Companies

NQ Score 97/100

N1 Content Completeness 4

AI Summary (NQ-processed)

Ending Career Co., Ltd. aims to transform engagement in Japanese companies by updating workplace relationships and increasing enthusiastic employees, driven by the representative's personal experience.

AI Analysis

Frequently Asked Questions

Q: What is Ending Career Co., Ltd.'s main business?: A: We provide "organizational development consulting" that visualizes organizational culture, identifies the root causes of issues, and supports the implementation of improvement measures.
Q: Why is employee engagement low in Japanese companies?: A: According to Gallup's survey, only 6-7% of employees in Japan are "enthusiastic," compared to around 22% globally, which is the lowest level worldwide. Specific causes vary, but workplace relationships and corporate culture are believed to be contributing factors.
Q: What changes occur in organizations with high engagement?: A: Work attitudes become proactive, meetings foster psychologically safe and constructive discussions, and a culture of learning from failures and celebrating challenges emerges. Middle managers become team supporters, and information sharing becomes transparent.