How “Incompetent Seniors” Drive Young Employees Away Through Broken OJT Structures
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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 mechanics. Painting starts with imitation.
In these fields, it's common knowledge that one must first master the basics before expressing individual creativity. No matter the domain, freedom and innovation are built upon form.
Yet in the workplace, this mindset often vanishes. Companies say “It’s OJT” or “Just try it” while offering no explanation of workflow, proper language, or basic knowledge. Then, when mistakes occur, they scold: “You didn’t know that?”
Is this really training?
Growth Begins with Soil Preparation
Workplace development is like farming—you must prepare the soil before expecting crops to grow.
Sending employees into the field without foundation is like tossing seeds into barren land. A few may sprout by chance, but sustainable growth will never be achieved.
The basics—job procedures, terminology, etiquette—are the fertile soil. Only when this soil is ready can practical experience and creativity take root and flourish.
2. Misplaced Blame on Gen Z
Critics often say, “Young people today won’t act unless instructed.”
But telling someone to “figure it out” when you haven’t even told them what to do is deeply irresponsible.
In many cases, Gen Z workers don’t even know what they don’t know—let alone who to ask. Being told to “just act” in such a situation results in inefficiency and poor time performance.
What’s needed today is not “watch and learn,” but a visible, accessible learning structure.
Showing the whole picture, teaching the form, and encouraging autonomy in stages—that’s what effective modern training looks like.
3. Why Do Companies Cling to OJT?
Many companies simply don’t want to spend time or money on formal education. They mask this with noble-sounding phrases like “learning by doing” or “hands-on experience.”
Some managers justify this by saying, “That’s how I learned”—failing to recognize that times, expectations, and workforce demographics have changed.
But in today’s hiring environment, where competition for talent is fierce and job-hopping is common, such approaches backfire.
A company without a clear development structure becomes a “people-wasting factory,” losing valuable employees and paying endlessly in recruitment costs.
4. What OJT Should Look Like
OJT only works when it’s part of a larger, well-designed process. For it to be effective, three key systems must be in place:
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Development Design: A staged roadmap for becoming competent
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Information Design: A knowledge base that’s accessible to anyone
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Culture Design: A safe environment where asking questions and making mistakes is okay
Without these, OJT becomes nothing more than a convenient excuse for managerial neglect.
5. What Should Companies Do?
Companies should implement concrete measures like the following:
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Provide pre-employment orientation videos and materials
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Offer structured onboarding programs, including etiquette and labor law basics
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Visualize workflows using manuals and checklists
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Create stage-based training plans with weekly goals
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Build a searchable knowledge base for procedures and FAQs
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Require “how to train” workshops for managers and mentors
These aren’t costs—they’re investments in talent retention and productivity.
Conclusion: Without a System, No One Gets Trained
Training isn’t about hoping someone will “figure it out.”
It’s about building systems where anyone can grow to a certain standard, regardless of their background or personality. The belief that “OJT will somehow work” is a dangerous illusion.
Just like in sports and art, work requires both form and prepared ground.
If young workers are quitting, it’s not because they’re weak or entitled. It’s because the organization has failed to create a structure that supports learning.
Professionals don’t rely on gut instinct to train others. They build systems to foster growth.
That is the new standard for companies that wish to survive—and thrive—in the modern world.
Read in Japanese↓
OJTという“型なき教育”が若者離職を生む構造（2025.5.30）
Read more articles (in Japanese)↓
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