We don’t need companies that lie—or employees who rely too heavily on their company.

Read the original article (in Japanese):

What Is Work? A Trust-Based Contract Between Company and Employee

Work is essentially a contract built on mutual trust between a company and an employee. Employers expect contribution, while employees seek compensation, fulfillment, and meaningful work. The agreement stands only when both parties share mutual understanding and intent.

However, in reality, this trust is often compromised from the very beginning—particularly in Japan’s hiring culture, where job roles remain vague and the infamous “department lottery” decides post-hire placement.

The Importance of Direction and Transparency in Hiring

Choosing a job is like boarding a bullet train from Tokyo Station. You may not get your ideal seat or route, but as long as you're headed in the right direction, you'll reach your destination eventually. That journey—with its detours and transfers—is what builds a career.

In contrast, many Japanese companies adopt a non-transparent approach: “Just get on, we’ll figure it out later.” This disregard for the individual’s intended direction erodes trust. It’s no wonder many new hires resign almost immediately.

Breaching Trust Early Makes Continuity Impossible

When job descriptions differ vastly from what was promised, when employment conditions are revealed only after joining, or when there’s a stark contrast between recruitment messaging and the actual workplace—these aren’t mere mismatches. They’re breaches of contract.

It’s entirely reasonable for workers to feel disillusioned and leave. They should not be blamed for doing so.

Careers Are Not Handed Out—They’re Shaped

On the other hand, employees also carry responsibility. Quitting just because “it’s not what I imagined” can reflect a lack of ownership.

If the general direction aligns, it’s up to the individual to find ways to grow within that environment. The question is not “Is this ideal?” but rather “What can I make of this opportunity?” A proactive mindset is key to personal and professional development.

Clarifying Organizational Needs Is the Foundation of Good Hiring

Good hiring starts with a clear articulation of what the organization needs: “We are looking for someone who can fulfill this role, with these capabilities.” This clarity allows for honest alignment.

Unfortunately, many companies still operate on vague ideals: “Let’s just hire smart people and figure out where to place them later.” This is a symptom of lacking internal strategic alignment.

Such ambiguity is the root of broken trust between employer and employee.

Trust Starts with Honest Communication

Hiring is a serious commitment—it’s about taking responsibility for someone’s career. Trust begins when the employer:

  • Clearly explains the role and expectations at the hiring stage

  • Makes no false promises about working conditions or company culture

  • Follows up with proper onboarding and support after placement

These are not just formalities. They are essential steps in building a foundation of trust.

Conclusion: Trust and Direction Are the Core of Career Building

For both companies and workers, misaligned hiring and early resignation are costly and wasteful. That’s why trust and direction must be central to recruitment and career development.

You don’t need perfect conditions to get started. If your career is headed in the right direction, what matters is how you grow and contribute along the way.

Only when honest hiring meets proactive effort can both organizational value and individual careers truly flourish. 


Read in Japanese↓

仕事は信頼契約である──キャリア形成と企業の採用責任を問い直す（2025.5.1）

Read more articles (in Japanese)↓

“在籍年数定年制”という提案－－日本の雇用とキャリアに変革を（2025.4.30）



コメント

コメントを投稿

このブログの人気の投稿

Why Aren’t Wages Rising in Japan?

イメージ
  Why Aren’t Wages Rising in Japan? — How the Labor Share Ratio and Retained Earnings Are Stalling Economic Growth Read the original article (in Japanese): 生産性3割アップも「増えない給料」　原因は「貯めこむ大企業」にあった | TBS NEWS DIG Chapter 1: The Illusion of Wage Growth Despite government announcements of a “historic wage increase,” most workers in Japan feel no real difference in their paychecks. The reality is that real wages have barely moved in 25 years , even though labor productivity has risen by roughly 30% during the same period. This growth rate exceeds that of major European economies like France and Germany. The popular narrative — “wages haven’t increased because productivity is low” — is no longer credible. The real question is this: Why are companies making more money, yet not paying workers more? Chapter 2: Record Corporate Profits, Yet No Pay Raises The most glaring figure is Japan’s retained earnings , also known as corporate savings or internal reserves. In 1998: approximately...
続きを読む

Proposing the Radical Idea of a “Tenure-Based Retirement System”

イメージ
Read the original article (in Japanese): 「もう長すぎた…」宇宙飛行士・野口聡一氏が57歳でJAXAを辞めた納得のワケ( ダイヤモンド・オンライン ) The Reality Behind the 45-Year Retirement Debate The ongoing public debate around the “45-year retirement” and early retirement plans in Japan was initially intended to encourage self-directed career development. Yet, many workers interpret these initiatives as thinly veiled attempts to push them out. As astronaut Soichi Noguchi has noted, Japan’s work culture tends to reward compliance over skill-building or career ownership. If we want to change that, we need structural reform—not just slogans. The Proposal: A Tenure-Based Retirement System A better alternative is the Tenure-Based Retirement System . Rather than setting a fixed age for retirement, the idea is to define an employee’s career cycle within a company by tenure—say, a 20-year maximum. Such a system allows for natural career reflection without age-based discrimination. More importantly, it promotes a mindset where workers are exp...
続きを読む

How “Incompetent Seniors” Drive Young Employees Away Through Broken OJT Structures

イメージ
 Read the original article (in Japanese): なぜ「OJT」ばかりの企業に若者は定着しないのか？　上司が部下育成を勘違いする理由 「うちはOJTで育てる」と胸を張る企業がある。OJTとはOn-the-Job Trainingの略で、現場で実務を通じて部 www.itmedia.co.jp Introduction: Is “We Train Through OJT” a Cop-Out? “We develop people through OJT”—how many times have we heard this in Japanese workplaces? On-the-Job Training (OJT) is originally meant to be a practical learning method where skills are honed through real work. Yet in practice, many companies abuse this term as a way to justify throwing new employees into unfamiliar tasks without guidance. This leads to frustration, underperformance, and ultimately, resignation. This article explores why such “OJT in name only” is problematic and what structural improvements companies must make—drawing comparisons to the foundational training methods found in sports and the arts. 1. Without Form, Growth Can’t Begin Karate, Baseball, and Art: Why Mastery Begins with Form Karate has kata. Baseball has standard stances and pitching mechani...
続きを読む