CRIA Global – Japan Workplace Knowledge for All Workers

 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...

  Read the original article (in Japanese): キリン、富士通も…導入企業広がる「AI採用」で就活生がやってはいけないこと　「記述内容は面白いのに評価されない」意外な落とし穴 | デイリー新潮 令和の就職戦線に新たな風が吹き込んでいる。採用活動にAIを本格導入する企業が増加し、エントリーシートの優劣をAIが評価、さ www.dailyshincho.jp The Invisible Decline of Japanese Hiring Practices Driven by AI AI-based recruitment tools are on the rise. From automated resume screening to video interview scoring, these technologies are being embraced as models of “efficiency.” But the real issue is not AI itself. The more serious problem is the way Japanese companies treat hiring as a low-responsibility task, easily handed off to machines. AI is used in the West too—but hiring is still treated as a professional function. Human resources specialists, equipped with deep job understanding, make informed decisions. AI is simply a tool to assist, never to replace, that judgment. In Japan, however, a fundamentally opposite structure is taking root. AI is being introduced not to enhance expert judgment—but to make hiring something “anyone...

  Read the original article (in Japanese): 「ざまあみろ」会社に仕返し“リベンジ退職”重要データ削除も 変わる日本の退職事情 いま、日本の退職事情に大きな変化が起きています。 news.tv-asahi.co.jp ■ Revenge Resignations: The Fire Behind the Flame The term "revenge resignation" is gaining traction. Social media exposés, strategic resignations at critical times, even data deletion—such actions might appear emotional and erratic. But they are rarely sudden. There’s always a spark, and most often, it is a perceived lack of fairness. Unjust evaluations, insincere responses, unexplained transfers—these are all flashpoints. In today’s world, where individuals can voice their experiences freely, perceived injustice will inevitably be seen, shared, and amplified. The era of concealing organizational flaws is over. Zero risk is impossible when managing people. But the essential question is: how do companies deal with that risk? Do they address discontent while it’s still a spark—or only after the fire has taken hold? ■ When Logic Breaks, Sparks Ignite ...

  Read the original article (in Japanese): シャトレーゼを書類送検 労働基準法違反の疑い 甲府労基署 山梨｜YBS NEWS NNN 　山梨県甲府市に本社がある菓子製造・販売のシャトレーゼが従業員2人に違法な残業をさせたとして、甲府労働基準監督署は22日、 news.ntv.co.jp 1. Introduction — The Reality Behind "High Quality, Low Price" Chateraise, a nationwide confectionery brand, was referred to prosecutors for violating labor laws. With revelations of illegal overtime and unfair treatment of foreign workers, its reputation built on “affordable quality” is now in jeopardy. Pursuing low prices isn’t inherently bad—but if those prices are enabled by exploitation, all corporate efforts are nullified. Consumers today don’t just care about price—they care about what’s behind it. 2. The Serious Nature of Labor Law Violations Unlike accounting fraud or false advertising, labor law violations are structural abuses targeting a company's own people. Employees, bound by employment relationships, often can't speak out. Especially problematic are long working hours, unpaid labor, and dis...

Read the original article (in Japanese):https://toyokeizai.net/articles/-/877282 1. Labeling It a “Nuisance” Only Proves the Point Many companies loudly complain that resignation agencies are a nuisance. But the risk of employees quitting exists regardless of these services. What provokes agency use is not the service itself—it’s the HR reaction: labeling it “trouble,” threatening non-hiring, or warning of future consequences. Ironically, those reactions make agencies more necessary. 2. How Employment Mindsets Shape Resignation Culture Behind this lies a Japanese employment mindset: companies believe they "raised" employees. Unlike the Western approach of assigning people to jobs, Japanese firms treat workers like family. Quitting is seen as betrayal. But we’re entering an era where resignation is just another contract decision. 3. What’s Needed: Not Emotion, But Structure Companies must shift their focus from resentment to resilience—building systems that function even if a ...

Read the original article (in Japanese): 初任給“爆上げ”の副作用…中堅社員の不満、企業は消耗戦に | Business Insider Japan 1. The Shock of the Starting Salary Boom As starting salaries climb to ¥300,000 and even ¥400,000, competition for new graduates is intensifying. While large corporations drive this trend, some small and mid-sized companies are beginning to panic—thinking they must follow suit or risk being left behind. But this fear is misguided. In fact, being swept up in that illusion may ultimately strangle the business. 2. The Illusion of "Top Talent" High academic credentials or flashy résumés do not guarantee success. What truly matters is hiring individuals who fit your company, grow within it, and contribute over time. Candidates drawn solely by high pay will likely leave when offered better terms elsewhere. When too many rootless employees fill an organization, culture deteriorates, know-how fades, and the company’s philosophy loses continuity. 3. Ignoring Mid-Level Employees Breeds Silent...

  Read the original article (in Japanese): 知り合いの退職で「自分はこのままでいいのか」悩んだ経験「ある」74.0％　パーソルキャリア「Job総研」調査: J-CAST 会社ウォッチ The Meaning Behind High Turnover For many companies, a string of resignations is a serious concern. But not all turnover is inherently bad. Not all cases of continued turnover are negative. What truly matters is the type of turnover that continues . The Feeling of Being “Left Behind” A survey found that 74% of people have questioned whether they were on the right path after witnessing someone they know resign. This shows that many workplaces contain conditions that lead employees to question their future. One key emotion here is the sense of being “left behind.” It's not always rooted in direct dissatisfaction, but in a subtle unease or sense of stagnation. Seeing colleagues leave forces individuals to reevaluate their own satisfaction with the workplace. Two Types of Resignations: Positive and Negative ● Positive (Step-Up) Resignations These are employees who l...

  Read the original article (in Japanese): Harassment Goes Public — Smartphones and Social Media Changed Everything With the rise of smartphones and social media, workplace harassment can no longer be hidden. Anonymous posts, audio recordings, and videos serve as undeniable evidence. Once exposed, trust in a company collapses quickly. Public backlash leads to loss of clients and business partners Job seekers turn away, causing hiring difficulties Certifications like SDGs or ESG get revoked Harassment is no longer an “internal issue”—it has become a direct threat to market value . Lessons from the U.S.: Harassment as a Management Risk Companies such as Activision Blizzard and the National Women’s Soccer League (NWSL) were forced into multi-million-dollar settlements over long-standing issues of harassment and discrimination. McDonald’s faced employee protests and scandals involving its CEO, damaging the brand worldwide. What’s striking in all of these cases is that it w...

  Read the original article (in Japanese): 「シニアのキャリア危機」「新卒歓迎」は日本特有のジレンマなのか…新卒未経験者など容易に職になどありつけない欧州若年層のシビアな現実 | 集英社オンライン | ニュースを本気で噛み砕け A Gap in "Fighting Strength" Among Young People — Time to Face Reality There is a stark gap in the "fighting strength" of young people in Japan versus the West. In Western societies, young professionals are expected to be job-ready from the outset, proving their value through tangible achievements and internships. They are judged equally against more experienced candidates. In contrast, Japan has institutionalized potential-based hiring, where youth alone is often considered a sufficient asset. This shields young people from competition, ultimately stunting the development of skills, independence, and career resilience — all of which erode national competitiveness. The Cultural Lag of Potential-Based Hiring "Potential-based hiring" refers to the widespread practice of hiring young people regardless of their proven skills or...

Read the original article (in Japanese):https://encount.press/archives/793132/ Resignation Services: No Longer a Trend, but a Structural Symptom Resignation agency services have become a permanent fixture in Japan's labor market—not a fad, but a structural solution to deep-rooted problems. Many users turn to these services because they face threats, verbal abuse, or complete disregard in workplaces where they cannot quit on their own. Young workers especially tend to leave quickly due to mismatches between job postings and reality, lack of training, or isolation. In this sense, resignation agencies are a symptom of insincere hiring practices. The Data Speaks: What Resignation Agencies Reveal According to those working in resignation services, around 20% of clients come from overtly exploitative companies. If that ratio holds true across Japan’s workforce of 70 million, it would imply that more than 14 million people work in harmful environments. Even without using resignation servi...

Read the original article (in Japanese): 「無断欠勤OK」「出勤時間自由」新たな働き方＆仕事の効率化で業績伸ばす水産加工会社 Rethinking the Realities Behind "Flexible" Work Styles “No-notice absences,” “flexible working hours,” “no need to do disliked tasks”—at first glance, these practices seem liberating. However, they function only under specific business conditions, such as those found in a seafood processing company dealing with frozen products and flexible delivery timelines. The system works not because it is inherently ideal, but because it is well-matched to its operational environment. This column explores the risks of romanticizing such models and outlines what truly matters in how we work. Viable Flexibility: A Matter of Business Design The company in question deals with products that can be stored frozen, meaning sudden absences or irregular attendance don’t immediately disrupt operations. The work itself is also limited in scope and easily substitutable. In short, it's not the system that’s exceptio...