CRIA Global – Japan Workplace Knowledge for All Workers

  Read the original article (in Japanese): 手挙げで「4段階飛び級昇進」も。中外製薬、奥田社長語る手応えと課題 | Business Insider Japan 2025年1月から手挙げによる人事異動を取り入れた製薬大手の中外製薬。奥田社長が、7月までに社員の約2割から応募があったと www.businessinsider.jp Introduction: Are You Looking Inside Before You Look Outside? When companies need talent, their reflex is to look outside—post a job, hire a recruiter, scan the market. But how often do they stop to look within? Recently, some firms like Chugai Pharmaceutical have shifted to internal job posting systems, allowing employees to raise their hands for new roles. This shift toward self-directed career building is a positive step away from seniority-based systems long entrenched in Japan. Still, even that doesn’t go far enough. What’s missing is internal scouting —a system where departments actively identify and approach talent from within. Chapter 1: What Is Internal Scouting? Unlike internal job postings, where the company waits for applicants, internal scouting is proactive . Managers or business uni...

  Read the original article (in Japanese): 「週4日勤務」を140社で半年テスト　給料は同じ、労働時間は減少　従業員はどう変わった？　米国チームが発表 米ボストン・カレッジとアイルランドのユニバーシティ・カレッジ・ダブリンに所属する研究者らは、給与を減らすことなく週4日勤務 www.itmedia.co.jp ■ A 4-Day Workweek Is No Longer Wishful Thinking A large-scale study led by Boston College demonstrated that reducing the workweek to four days—without cutting pay—did not harm performance. On the contrary, it improved employee satisfaction, health, and efficiency. The study involved 141 organizations and nearly 2,900 employees across countries such as the U.S., Canada, Ireland, and Australia. Companies cut around five hours per week while maintaining 100% of wages. The results were clear: Burnout decreased Mental and physical health improved Job satisfaction rose Sleep quality and exercise frequency increased Employees felt more productive In short, the data clearly disproved the long-standing belief that longer hours equal higher productivity. ■ Then Why Does Japan Still Treat the 5-Day Wee...

  Read the original article (in Japanese): 【特集】“令和の金の卵”獲得へ　超売り手市場で高卒人材の争奪戦　企業が奮闘！あの手この手　“マッチョ採用”も!?《新潟》｜日テレNEWS NNN 2026年春に卒業する高校生の就職活動が始まり、人手不足の企業により今、この高卒人材の争奪戦が繰り広げられています。 news.ntv.co.jp Complaints of “we don’t have enough people” echo across many industries in Japan. But behind these words lies not a simple lack of labor, but a structural issue: companies have failed to create workplaces where people actually want to work . This has been a long-standing challenge in industries known as the “3Ks”—kitsui (demanding), kitanai (dirty), and kiken (dangerous). Yet, instead of implementing sweeping reforms, many employers have continuously postponed workplace improvements. Blaming younger generations for lacking “guts” is nothing but a relic of the past. Today’s workforce chooses where they work. The problem isn’t that people aren’t applying—it’s that they don’t want to. [Pay Isn’t Enough Anymore] There was a time when offering a high salary was enough to attract candidates. That era...

  Read the original article (in Japanese): 「『日本人ファースト』で日本が失うのは今の生活水準」外国人ドライバー支援会社社長が警鐘　バス運転手不足で「このままだと路線維持できない」 | AERA DIGITAL（アエラデジタル） 20日投開票の参院選で「外国人政策」が論点に浮上している。外国人への対応の厳格化や受け入れ規制などを打ち出す政党も相次いで dot.asahi.com The Structural Risk Companies Overlook When Relying on Foreign Labor — In an Era Where Technology Demands “Adaptation,” Not Dependence “We don’t have enough workers.” So go the laments of companies increasingly turning to foreign labor. From buses and caregiving to construction and food service, the labor shortage in these sectors is undeniable. But is the issue truly a lack of people? In reality, the reasons Japanese workers avoid these jobs are clear: low pay, harsh working conditions, and little future stability. The problem isn’t that people don’t exist—it’s that businesses have failed to create workplaces where people want to work. Still, many companies cling to the assumption that “foreigners will do it,” an idea that reflects not sound management but an abando...

  Read the original article (in Japanese): 部下に「あなたが無理でした」って言われたらどうする？退職理由“本音1位”の破壊力 人事、採用、マネジメントをはじめ、人間関係の困りごとを解決する連載第11回は、「退職理由の本音と建前」に迫る。それを踏まえ diamond.jp “Build trust to prevent turnover” — is it really true? Psychological safety, trust-building, deepening relationships — these are the buzzwords dominating today’s management discourse. Schedule regular 1-on-1s. Show vulnerability. Chat casually. Discover shared values. Build trust. Of course, when it works, it’s ideal. Trust enhances productivity and helps reduce turnover. But when “you must build trust” becomes an obligation, the workplace often falls into a state of unnatural tension. Especially when managers bear the full emotional burden of maintaining harmony, the strain becomes unsustainable. Once trust-building is forced, the relationship is already strained. Some people just don’t get along — and that’s okay In both work and life, interpersonal chemistry is a real and unavoidable factor. No matter how considerate you are...