CRIA Global – Japan Workplace Knowledge for All Workers

 Read the original article (in Japanese): 「ガクチカは生成AIに作ってもらった」「自己分析はMBTIと診断ツールを活用」…“コスパ重視”のZ世代学生たちの就活事情 一方で「AI依存」に警鐘を鳴らす声も | マネーポストWEB The Real Problem with AI Job Hunting: It's Not the Students—It's the Companies' Lack of Questions More students are turning to generative AI like ChatGPT to craft their self-promotions and “gakuchika” (the key experiences they highlight in job applications). But this isn’t some shocking new trend—it’s a perfectly rational and predictable move. In a high-stakes process like job hunting, optimizing one's approach through AI isn’t “cheating”; it’s modern, strategic effort. From data collection and writing assistance to self-analysis and mock interviews, every aspect of preparation can now be enhanced through AI. It's only natural that students are using every tool available to increase their odds. The real issue lies not with the students, but with the companies that failed to prepare for this predictable shift. Companies Walked Blindly ...

  Read the original article (in Japanese): ｢会社の飲み会に絶対参加しない人｣は損をする…安定した社会人生活に"つきあい"が不可欠な理由 ｢社畜にならなくていいから､戦友になれ｣ 会社の飲み会や雑談には参加するべきなのか。文筆家の御田寺圭さんは「表面的にはニコニコしていても、心のなかでは醒めている人の president.jp The Absurdity of Claiming “Those Who Don’t Read the Room Aren’t Trusted” in the Reiwa Era This article—and the author’s central claim—provokes serious concern. It attempts to revive workplace norms that many have worked hard to reform over decades. “People who don’t attend drinking parties aren’t trusted.” “If you don’t match the organization’s energy, no one will help you.” “Those who keep their distance are coldly treated.” Such arguments promote a culture where workplace relationships are governed by vague “atmosphere,” reinforcing structures that exclude those who don’t conform. This is not simply outdated advice—it legitimizes a modern form of workplace bullying. “If You Want Help, Play Along” Is the Logic of Exclusion The reasoning goes like this: Don’t attend social gatherings → You...

  Read the original article (in Japanese): ついに｢AIで管理職は減る｣をアマゾンも認めた…これから本格化する｢ホワイトカラー消滅｣を覚悟すべき職業 アメリカで起きたことは､日本でも必ず起きる 米アマゾンが「AIによる効率化で、管理部門の従業員数が減る」と発表したことが波紋を広げている。日本工業大学大学院技術経営研 president.jp AI Is Now a Workforce Career building used to begin with simply joining an organization and being trained over time. But now, even that “starting point” is beginning to dissolve. Companies are shifting from focusing on training to demanding immediate productivity—and AI has already stepped into that role. AI summarizes meeting minutes, creates documents, and generates code. These intellectual tasks can now be replaced through subscription services starting at just a few thousand yen. This is nothing less than a transformation of the labor structure. The age in which humans could rely solely on what “only humans can do” is coming to an end. The Divide: Replaced by AI or Using AI The new career divide is crystal clear:  Will you be replaced by AI, or will you master it? There’s no need to ...

 Read the original article (in Japanese): 「とうとうウチにも来たよ…」突然鳴った“退職代行”からの電話 驚き→困惑→反省経て社長が進めた社内改革 | 東海テレビNEWS Introduction: Using a Resignation Agency Is No Longer “Abnormal” “The employee quit using a resignation agency.” This kind of news still surprises and unsettles many managers and HR professionals. But resignation agencies are no longer something unusual or unacceptable. In an age where you can resign with a single LINE message, tools like these serve to process all the emotional barriers—awkwardness, fear, distrust, hassle—on behalf of the employee. What matters is not the use of a resignation agency, but the simple fact that an employee has left the company. From Showa to Reiwa: A Seismic Shift in Employment Values In Japan’s past, companies operated under the assumption of lifetime employment. When the job market was underdeveloped, workers had little choice but to stay where they were. But things are different in the Reiwa era. Side jobs and career changes have become comm...

  Read the original article (in Japanese): 官僚時代にやめた「無意味な残業」　管理職でも早く職場を出た方が良い理由 日経クロスウーマンが行った調査、「これから管理職になる人へ　大事にしてほしい27のこと」について、大正大学特任教授の片山善 shuchi.php.co.jp Introduction – The Toxic Praise of 'Long Hours' In many Japanese workplaces, those who leave on time are seen as unmotivated, while those who stay late are praised for their effort. But it’s time we face the truth: Overtime is not a badge of effort—it’s a sign that something is missing. Whether it’s poor planning, weak judgment, or flawed task design, the inability to complete work within standard hours exposes individual or organizational shortcomings. And yet, the outdated mindset persists in Japanese companies: "Overtime equals dedication; long hours mean loyalty." What enables this? Managers who can only evaluate employees based on time —not outcomes. The Three Types of Overtime – All Reflecting Immaturity Type Cause Individual Responsibility Managerial Responsibility Lack of Ability Poor planning/judgment/e...

  Read the original article (in Japanese): “新卒いらず”が現実に──AI時代、Z世代はどうキャリアを築くか | AMP[アンプ] - ビジネスインスピレーションメディア The End of Entry-Level Work AI is rapidly taking over tasks that once defined entry-level jobs—report writing, customer service, document summaries, and meeting notes. These were once rites of passage for new hires, but now they are performed faster and more accurately by machines. For companies, the incentive to “train from scratch” is eroding. And so too is the belief in the inherent value of hiring someone simply because they are “new.” This shift, however, should not be feared. It marks the beginning of a merit-based era, where actual skills and adaptability determine one’s role—not just age or academic background. AI is dismantling hollow traditions, and among them is Japan’s deeply ingrained “fresh graduate” myth. That myth—where youth alone was considered an asset—is now crumbling under the pressure of automation and efficiency. High Salaries Without Real Value Ironical...

  Read the original article (in Japanese): なぜ真面目に働く日本人よりテキトーな欧州人のほうが生産性が高いのか？ OECD（経済協力開発機構）加盟国の中で、日本の労働生産性はずっと下位のまま。バリバリ働く我が身を振り返って「どうして？」 diamond.jp Why Hardworking Japanese Are Left Behind—The Structural Failure to Attach Value to Work Among OECD countries, Japan consistently ranks low in labor productivity. This isn’t due to individual capabilities or working hours—it stems from a deeper issue: a lack of cultural infrastructure to assign fair value to work. Japanese people are known for their seriousness, sincerity, and attention to detail. These traits are commendable, but when they translate into uncompensated labor, the results are counterproductive. Diligence becomes a liability when it's mistaken for free service. How Work Ethic Differs Between Europe and Japan In Europe, there's a clear boundary around work responsibilities. When a bus driver finishes their shift, passengers are on their own. Bank counters close on time without exception. In contrast, Japanese workers...

  Read the original article (in Japanese): ジョブ型雇用の暗部：「まずは降格ありき」だったオリンパス子会社のジョブ型雇用――職務記述書は作成せず、評価基準は不明確 | 週刊エコノミスト Online 　オリンパスの医療機器販売子会社「オリンパスマーケティング」がジョブ型雇用の導入を契機に200人に及ぶ降格人事を実施し、降 weekly-economist.mainichi.jp 1. A New Breed of Corporate Violence Disguised as Reform The introduction of a “job-based employment system” at Olympus Marketing was nothing more than a fraudulent scheme posing as reform. The company failed to provide job descriptions for non-managerial employees, demoted 200 staff members without justification, and even reassigned some to entry-level pay scales equivalent to new graduates. Worse still, when confronted, the management responded with blatant indifference—“File a lawsuit if you don’t like it.” This wasn’t a misstep in implementation. It was a calculated act of institutional violence , one that disregarded not just workers’ rights but human dignity itself. The reported suicide attempt of one employee reveals how deeply toxic the environment had become. 2. Ol...