Damn the "Old Corporations" That Exploit Job-Based Employment for Their Own Convenience

 

Read the original article (in Japanese):ジョブ型人事はつらいよ！「ふつうの会社員」の生存戦略　管理職は罰ゲーム、B評価なら実質減給 【JBpressナナメから聞く】パーソル総合研究所上席主任研究員・藤井薫氏③(1/4) | JBpress (ジェイビープレス)

What Is Job-Based HR? The Gap Between Concept and Reality

In principle, job-based HR evaluates individuals based on defined roles and specialized skills, independent of their loyalty to an organization. In Western countries, it’s normal for workers to change jobs to seek better recognition and pay—because the labor market supports such merit-based movement.

In Japan, however, many companies adopt the form of job-based HR without abandoning the traditional deduction mindset or the seniority-based membership model.

The “Punishment” of Management in Deduction-Oriented Systems

The distortion is particularly clear in how management roles are treated. Responsibilities increase, yet compensation and autonomy remain weak. Under Japan’s Labor Standards Act, managers often lose eligibility for overtime, and evaluations focus on faults rather than results.

It’s no surprise that management is seen as a punishment, deterring even capable employees from stepping up.

Structural Lag Behind the Formal Introduction

Many Japanese companies continue to follow outdated assumptions:

  • Lifetime employment and seniority-based pay

  • Ambiguous job rotation systems

  • Hiring based on group conformity rather than individual merit

These norms fundamentally conflict with clearly defined job descriptions and transparent evaluations.

True Job-Based HR Is Merit-Based, Not Deduction-Based

Job-based HR should reward what people can do. Properly implemented, this increases motivation, improves output, and raises product value—creating a positive economic cycle:

  • Compensation inflation

  • Stronger product and service competitiveness

  • Consumption growth

Without this structure, Japan's version devolves into a system to weed out the weak.

Why Japan Fails to Shift to Merit-Based Evaluation

  • Vague or closed evaluation standards

  • Lack of self-directed career frameworks

  • Negative perception of job changes

  • Underdeveloped mid-career labor market

Together, these factors prevent the model from supporting worker growth.

A Test of Grit and Reform During the Transition

We are in a transitional phase. Shortcomings in system design are unavoidable, but what matters is how companies and workers navigate through this period. True transformation requires grit—from both sides.

Resistant Companies Will Be Left Behind

Workers today don’t just look at pay—they watch a company’s attitude. When job-based HR is used as an excuse to lower wages or pass down burdens, workers talk. Reputation damage spreads fast, especially online.

Companies unwilling to change will be seen as irrelevant and outdated.

What Companies Must Do to Make Job-Based HR Work

  • Clarify and publicize evaluation criteria

  • Establish and maintain job descriptions

  • Enhance both pay and decision-making power for managers

  • Design systems with labor market compatibility

Only then can the system evolve from a hollow framework to a functioning one.

Conclusion: It’s Not About Policy—It’s About Courage

Implementing job-based HR isn’t enough. What matters is the will to change. Companies that embrace this shift with sincerity will be the ones workers choose in the future. In the end, it’s a test of courage—not compliance.


Read in Japanese↓

ジョブ型人事が日本で誤解される理由──減点主義と組織依存からの脱却は可能か（2025.5.6）


Read more articles (in Japanese)↓

出社の意味を問い直す時代へ──合理性なき強制と、報われない忠誠の終わり（2025.5.2）

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