The project team first conducted a series of depth interviews with internal personnel, primarily younger workers, to fully understand the factors that inhibit retention, the cost-effectiveness of turnover, the dynamics of the recruitment and training teams, and the corporate vision. Furthermore, by utilizing the large amount of data obtained from young employees, from new graduates to those in their third year of employment, we analyzed the client company's internal policies and formulated an action plan for organizational reform, primarily aimed at improving the retention of young employees, which was the objective of this project. We then initiated the creation of human resources through professional mentors in order to establish an autonomous mindset (human resources who can achieve self-realization without being influenced by external factors) among young employees who had been experiencing persistent turnover.

The team's argument was that the precise understanding of the points necessary to create an organizational structure that would allow not only the current young talent, but also the next generation of talent to flourish, indicated that many of the various systems had become a skeleton, leading to the exhaustion of front-line employees.