Japanese companies are losing talent due to their outdated views on employment and work.


 Read the original article (in Japanese):勤務時間外も「仕事対応」が当たり前？　携帯の「つながらない権利」尊重は4割止まり（スマホライフPLUS）

1. Japanese Companies Bound by Past Successes and Changing Times

Japanese companies once thrived on the spirit of selfless devotion and long working hours. Lifetime employment and seniority-based promotions may have been rational practices at the time.
However, today's world is changing at an unprecedented speed.
With the rise of social media, global work styles are instantly compared, and values like individual dignity and freedom have spread rapidly across society.
The shift is no longer confined to a "highly conscious few"—it is quietly but surely becoming society’s new norm.

2. Why the Spirit of Selfless Devotion Took Root in Japan

Japan’s view of labor is deeply rooted in historical traditions:

  • Absolute loyalty in service

  • Obedience based on moral obligation, not contractual agreement

  • Priority placed on collective over individual interests

This background shaped a labor culture where "working" was seen as a repayment of gratitude rather than a contractual exchange of value, making it difficult for rational contract-based thinking to take hold.

3. Fundamental Differences with Western Labor Perspectives

In contrast, Western societies developed a contract-based view of labor early on.

  • Labor is a contractual exchange for results

  • Freedom outside working hours is a natural right

  • Companies and individuals are equal parties

Christian thought—viewing humans as serving God rather than other humans—helped instill a strong sense of individual rights early on.
Thus, Western labor relations evolved around mutual benefit, not blind loyalty.

4. The Limits of Japan’s Outdated Employment Mindset and Talent Outflow

Despite social changes, many Japanese companies still cling to old beliefs:

  • Employees should be grateful for the opportunity to work

  • Salary is a tool of control

  • Subordination is expected even outside working hours

This outdated mindset has led to:

  • Accelerated outflow of young and talented workers

  • Declining innovation within organizations

  • Decreasing number of job applicants

In short, Japanese companies are experiencing a silent internal collapse.

5. The New Threat: Internal Pressure, Not External

In the past, Japan's corporate reforms were often driven by external pressure—global competition or international standards.
Today, however, internal pressure—the loss of talent—is the true threat.

  • Talented employees leave due to internal value mismatches

  • Only those content with the status quo remain

  • Company culture hardens and becomes obsolete

  • New recruitment becomes even harder

  • Market competitiveness declines

By the time the problem surfaces visibly, rebuilding becomes extremely difficult.

6. Why Conscious Reform Is Urgently Needed

Companies cannot afford to think, "We're fine for now."
Society’s expectations are evolving too rapidly.

Today, it’s not employees who must cling to companies—it’s companies that must be chosen by employees.
Without conscious change, survival will become impossible.

7. Five Key Perspectives for Corporate Reform

1. Recognize Labor as a Contract

  • Base labor relations on clear contracts and outcomes, not emotional loyalty.

2. Treat Companies and Individuals as Equals

  • Companies and employees should provide mutual value, on equal terms.

3. Build a Culture that Evaluates Based on Results and Responsibility

  • Shift from evaluating effort or sacrifice to evaluating tangible results.

4. Respect Individuality Over Conformity

  • Allow diverse ways of thinking and working styles to coexist.

5. Redefine "Rest" and "Disconnection" as Essential to Work

  • Protect off-hours rigorously to enhance long-term productivity.

  • Implement clear internal policies supporting the right to disconnect.

8. What Companies Must Do to Redesign Employment Structures

Reform must go beyond surface-level "work style reforms."
What’s required is a fundamental redesign of the employer-employee relationship.

Practical Actions Companies Should Take

  • Transition toward job-based employment systems

  • Introduce and transparently operate performance-based evaluations

  • Clearly prohibit non-working-hour communication

  • Support employees’ career autonomy

  • Implement optional transfer and promotion systems

9. How Individuals Should Prepare Their Careers

While companies must reform, individuals must also pursue self-reliance.

Key Mindsets for Individuals

  • Continuously invest in their market value

  • Adapt flexibly to new working styles

  • Diversify their skill portfolios

  • Be prepared for side jobs or entrepreneurship

10. Conclusion

Japan stands at a historical turning point—one of internal change, not external enforcement.

  • Companies must not wait until collapse is inevitable.

  • They must change proactively before internal pressures break them apart.

  • Conscious, voluntary transformation is the only way forward.

Without this courage, both companies and Japanese society risk losing their future.

Now is the time for Japanese companies to choose change, not to fear it.


Read in Japanese↓

なぜ今、日本企業は雇用観と仕事観を変えなければならないのか―人材流出時代の生存戦略（2025.4.28）

Read more articles (in Japanese)↓

「志望動機は？」という問いに企業の限界が表れている（2025.4.25）

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