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(Continued) The company management method of personnel rotation for Caddy.

This article continues "Methods of Company Management for Personnel Rotation for Caddy".

Due to the nature of my work, I often ask, "Does your department have a system for human resource development?"

Most of the time, I get a reply saying, "It's embarrassing, but we can only do OJT."

If you ask more questions, most of them unilaterally throw out challenges, saying, "Please do this."

Originally, OJT (On the Job Training) was based on a method in which the image of human resources to be developed is organized, and the degree of achievement for each item is systematically taught one by one, followed by training.

Education and training.

Organizing the image of human resources to be cultivated is premised on the items of necessary skill requirements being organized.

Because the personnel requirements are subdivided and organized,

You can evaluate the degree of growth.

In the worst case, they leave it alone without following up and come up with a cliché saying, "The young man now is...".

It is too pathetic to teach.

It is common in the following situation of such organizations.

"Young people aren't proficient, so I made another mistake!"

"I'm in trouble with many mistakes because the skills of the young members are not enough!"

If you do a why-why analysis of this problem, 8 or 9 out of 10 reasons are:

Why did he make a mistake?

Because the knowledge of the (young) person in charge was insufficient.

Why was the knowledge of the person in charge insufficient?

Because the training of (young) people in charge was insufficient.

Why was the training of the person in charge insufficient?

Because I was done with OJT training for the (young) person in charge. (what??)

What kind of OJT did you do?

・・・・・・・・・・・・(No answer)

It is not a funny story; it is a reality we encounter quite often.

Why did the error occur?

The real reason is that they didn't teach him the essential knowledge.


(Excerpt from Part 1)

Taiheiyo Club regularly recruits new graduates every year.

New employees joined the company in April this year, and there are trainees in the Yachiyo course, which I frequently attend, and sometimes my group has trainees along with senior instructors.

By July, the level of the trainees has improved considerably, and I sometimes see the instructors just evaluating them behind the scenes without giving any instructions.

Caddy would be troubled if he joined you in brooding when you were depressed because you made a mistake.

Rather than reading the line of putts accurately or keeping a close eye on where the ball is going, I prefer a caddy which makes players feel positive.

Based on my evaluation criteria, it seems that the staff are all at a high level, probably because of the success of the OJT training.

One day in the middle of July, we started chatting on the tee when I was playing a round with the members who often accompanied me.

At times like this, trainees are always the topic of conversation, and this time was no exception; one of the members asked, "Where are you from, Mr Kobayashi (pseudonym)?" I am a female trainee.


"Aren't you lonely when you leave your parents?"

"My father is coming to play in Yachiyo this weekend."

"Parents visit; you're nervous."

After a conversation such as

"Even though I'm from Kansai, I often can't even go back to my parent's house because I work at a golf course in Chiba," said someone with sympathy.

Then, the instructor.

"She was hired as a general employment, so it's not decided that she'll stay in Chiba," he said.

This word intrigued me a little.

I was impressed, saying, "The Taiheiyo Club has surprisingly developed a solid personnel system."

More than ten years ago, I only remember that a local housewife wanted to work part-time as a caddy on the Gotemba course, so I don't think they were welcomed by systems such as personnel rotations.

(At the Gotemba course, there were several wives of employees of the company I belonged to.)


On August 17th (Wednesday), I went out to play golf, which I love, amid the lingering summer heat.

One of my companions is a friendly golfer I've gotten to know on the Yachiyo course. The other two were good friends.

Today I had a great time playing golf with my excellent golf buddies.

To my surprise, the Caddy who accompanied me today was Kobayashi-san, who was a trainee a month ago and has now grown up.

I accompanied Mr Kobayashi on the final day of his training on July 14th (Thursday). It's early, and it's already been a month.

After that, the manager gave Ms Kobayashi a direct (identification) test, and she passed it on the first try.

And she made her debut as a professional caddy a week ago.

She also did the greeting (explanation) in the morning correctly, like water on a standing board.

My companion also praised me, saying, "You explained everything perfectly, without omissions."

The members listened to the same explanation every time, so many of them were pretty harsh in their evaluation, but they did it without hesitation.

The explanation for each hall was accurate.

The putting line was also well advised.

I think there are still some things lacking compared to veterans, but the rest should deepen the experience.


(As a customer, I'm just watching Caddy's performance (result), so I don't have any more information.)

In the beginning, I mentioned OJT.

OJT is not just about giving assignments.

Also, I am not saying newcomers should train over time, so please do not misunderstand.

What kind of human resources do you want to become?

Clarify the achievement level for each item

Input the contents as knowledge (information) in the trainee's head

Train (education, training) until you can use the knowledge (information) that you have accumulated in your head

taught by someone competent to teach the job

It's easy to overlook "teach by those capable of teaching the job", so I'll explain.

There is a difference between what you can do and what you can teach.

The old "Look at my back" was taught by people who only had a level of ability and didn't have a level to teach.

It is part of the evils of the apprenticeship system.

Even at the proficient level, some can teach and those who cannot.

The human brain is made up of relationships.

A relationship is a significant factor in a person's experiences after birth.

Based on the information inherited genetically by DNA, there is a lot of information that the unconscious stores, all the information that a person has absorbed from the modal channels since birth.

A modal channel is a contact point. Information from the outside world is transmitted to the brain or an entrance to the brain. The six human senses are visual, auditory, tactile, taste, smell, and language.

From the wealth of information, the human brain is completed based on the information that has risen to consciousness.

However, there is something called the unconscious (subconscious) at the base.

Your unconscious in your brain forms a brief system within your comfort zone.

Information from parents and schoolteachers affected for a long time during childhood is the primary source of the brief system.

The brief system refers to actions and beliefs that we are doing on an unconscious level.

"I can't do it", "I'm fine as it is", "I failed again. I'm a useless person."

And so on, humans, myself included, tell ourselves a lot of self-talk every day, but mainly these accumulate and form the brief system.

Leaving aside the above-mentioned complex topics, OJT instructors must understand the following.

I will explain, for example.

I'm a specialist, but the trainees don't have the same knowledge as me, so the key is whether or not they understand that they can't understand me with just the words I always use.

"This hole is 140 yards from the edge of this bunker to the green.

This information is based solely on personal experience.

People who have a firm grasp of information that has been refined experientially can give accurate advice to customers based on this alone.

However, inexperienced people are different.

Just like people who are rounding the course for the first time, they never think about what the landmarks are.

Experienced players found this point based on their experience that the "edge of the bunker" is where most customers' balls land, but for inexperienced players, it is easy to understand why it is here and why it is easy to target this point. But unfortunately, the information I should be doing doesn't exist in my head.

Even if you tell his brain, which has no information, "This hole is 140 yards from the edge of this bunker to the green. I can give you advice based on your senses."

At the very least, an OJT instructor must be someone who understands that "what you say cannot be conveyed to trainees as is."


Today (August 17th), I could confirm with my own eyes the results of the OJT that I unintentionally encountered a month ago.

From the greeting (explanation) at the start of the morning to the final hole-out, there are as many things as I want, but I had a trainee who has grown up to be a full-fledged caddy serve me.

She stood admirably on her own.

Customer satisfaction (my personal) is at a high level.

To everyone reading this article, please think again that OJT is not just about throwing assignments at random.

OJT clarifies the image of the person to be trained,

Be organized about what to teach

Input it into the trainee's brain without fail,

Repeated on-the-job training is essential.

While at the end

I admire the well-honed OJT system of this golf course and the instructors' performance.

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