Overseas Talent Training Programs in Japan: Insights and Improvements Needed
In a recent study conducted by Human Resocia, a comprehensive human resource services firm, in collaboration with 15 other companies, an alarming trend regarding the support given to overseas talent in Japan was revealed. This survey, which included responses from foreign professionals who have worked in Japanese companies, aimed to assess the actual state of training and retention support systems for overseas workers.
The results showed that only about 50% of the companies involved reported having well-structured training programs for their international employees. Specifically, 20% indicated that such programs were ‘well established,’ while 31% stated they were ‘somewhat established,’ culminating in a total of 51%. Conversely, nearly half (49%) indicated that the support systems were either ‘somewhat established’ or ‘not established at all.’ This raises significant concerns, especially as Japan’s labor force is gradually declining, leading to a greater reliance on foreign workers in the workforce.
Additionally, although the training programs that were available primarily focused on job performance — with 48% offering onboarding training, 47% providing education on Japanese business etiquette, and 41% offering Japanese language training — there were noticeable gaps in the provision of support for life and career-related issues. Only 28% had a consultation service for work and life issues, and just 26% offered regular meetings with supervisors or trainers. This suggests that while companies are making strides in addressing immediate work-related needs, they are falling short in offering comprehensive support that would help overseas workers adapt to their new environment fully.
When asked about workplace integration and support from colleagues, over 82% of respondents noted that they received some form of assistance from their supervisors and coworkers. Specifically, 35% reported that their supervisors were ‘very supportive,’ and another 47% felt they were ‘supportive,’ highlighting a generally positive atmosphere regarding interpersonal support. However, it is concerning that nearly 18% indicated they either received little or no support at all during their adaptation to the workplace.
Among those who reported support, the primary form was through assistance in understanding work processes, with 72% indicating that they were taught how to perform their job responsibilities. Other helpful actions included providing emotional support (44%) and giving constructive feedback and advice (42%). These interactions underscore the importance of social cohesion and mentorship in enhancing the experiences of overseas workers.
Despite these encouraging signs of support from colleagues, the broader systems designed to help foreign professionals live and build careers in Japan are still lacking. With approximately 2.3 million foreign workers projected to rise steadily, making up about 10% of Japan's workforce by 2070, it is imperative for companies to enhance their support frameworks. To truly retain and nurture overseas talent, Japanese firms must develop robust systems that address the complexities of life and career planning for international employees. This involves facilitating better living conditions and career advancement opportunities, thereby ensuring a more sustainable and engaged overseas workforce in Japan.
As the head of the Global IT Talent division at Human Resocia, Mr. Fukuda Taketo emphasized the evolving landscape for foreign workers and the pressing need for companies to adapt their practices. The time for action is now; organizations that invest in comprehensive support for overseas talent will not only improve individual employee experiences but will also bolster their overall business success in an increasingly globalized environment.
Survey Overview:
The results showed that only about 50% of the companies involved reported having well-structured training programs for their international employees. Specifically, 20% indicated that such programs were ‘well established,’ while 31% stated they were ‘somewhat established,’ culminating in a total of 51%. Conversely, nearly half (49%) indicated that the support systems were either ‘somewhat established’ or ‘not established at all.’ This raises significant concerns, especially as Japan’s labor force is gradually declining, leading to a greater reliance on foreign workers in the workforce.
Additionally, although the training programs that were available primarily focused on job performance — with 48% offering onboarding training, 47% providing education on Japanese business etiquette, and 41% offering Japanese language training — there were noticeable gaps in the provision of support for life and career-related issues. Only 28% had a consultation service for work and life issues, and just 26% offered regular meetings with supervisors or trainers. This suggests that while companies are making strides in addressing immediate work-related needs, they are falling short in offering comprehensive support that would help overseas workers adapt to their new environment fully.
When asked about workplace integration and support from colleagues, over 82% of respondents noted that they received some form of assistance from their supervisors and coworkers. Specifically, 35% reported that their supervisors were ‘very supportive,’ and another 47% felt they were ‘supportive,’ highlighting a generally positive atmosphere regarding interpersonal support. However, it is concerning that nearly 18% indicated they either received little or no support at all during their adaptation to the workplace.
Among those who reported support, the primary form was through assistance in understanding work processes, with 72% indicating that they were taught how to perform their job responsibilities. Other helpful actions included providing emotional support (44%) and giving constructive feedback and advice (42%). These interactions underscore the importance of social cohesion and mentorship in enhancing the experiences of overseas workers.
Despite these encouraging signs of support from colleagues, the broader systems designed to help foreign professionals live and build careers in Japan are still lacking. With approximately 2.3 million foreign workers projected to rise steadily, making up about 10% of Japan's workforce by 2070, it is imperative for companies to enhance their support frameworks. To truly retain and nurture overseas talent, Japanese firms must develop robust systems that address the complexities of life and career planning for international employees. This involves facilitating better living conditions and career advancement opportunities, thereby ensuring a more sustainable and engaged overseas workforce in Japan.
As the head of the Global IT Talent division at Human Resocia, Mr. Fukuda Taketo emphasized the evolving landscape for foreign workers and the pressing need for companies to adapt their practices. The time for action is now; organizations that invest in comprehensive support for overseas talent will not only improve individual employee experiences but will also bolster their overall business success in an increasingly globalized environment.
Survey Overview:
- - Survey Name: Study on the Training and Retention Support for Foreign Talent in Japanese Companies
- - Purpose: To understand the actual status of training and retention support for foreign talent
- - Survey Period: February 28, 2025 to March 31, 2025
- - Method: Online questionnaire
- - Participants: Foreign professionals with employment experience in Japan from 33 countries (229 responses)
- - Conducted by: Companies such as AimSoul and Human Resocia, among others.
Topics People & Culture）
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