Copycat companies hold no appeal for applicants—and are quickly written off.


 Read the original article (in Japanese):


What Companies Should Really Learn from the Oshi-Katsu Trend

Unique employee benefits like “oshi-katsu leave” and “oshi-katsu stipends” have recently gained attention. Some companies that actively support employees’ personal passions—such as following idols or favorite artists—have reported increased applications from younger job seekers and improved retention rates.

However, there’s a serious misconception among companies that treat these examples as a success formula and attempt to replicate them superficially by simply copying the policy.

What truly matters is not the policy itself, but what kind of questions and philosophy led to its creation.

The Value Lies in the Questions Behind the Policy

Oshi-katsu policies are not valued for their catchy names or novelty.

  • Why aren’t young employees staying?

  • What values actually resonate with today’s workforce?

  • What can a company do to help its people work happily?

By seriously confronting these questions, some companies arrived at the idea of formalizing “oshi-katsu leave” as a response.

In other words, it’s not the policy that’s being praised, but the philosophy and stance of the company that created it.

The Ideal Flow: Philosophy → Policy → Empathy → Recruitment

A sound recruitment strategy follows this sequence:

  1. Philosophy – Clarify what your company truly values

  2. Policy – Translate that philosophy into actual programs and policies

  3. Empathy – Attract people who resonate with those values

  4. Hiring & Retention – Build a culture that matches expectations and reduces turnover

When this order is reversed—when a policy exists but the company culture doesn’t support it—trust can quickly erode.

Imitation Doesn’t Work in the Age of Transparency

We live in a time when a company’s internal reality is exposed through social media and review platforms.

  • “It exists, but no one uses it.”

  • “The culture doesn’t support it.”

  • “They just copied another company.”

These kinds of realities spread instantly through posts from current or former employees. Superficial imitation of policies risks damaging your reputation.

A Policy Must Be Designed for Your Company

Instead of importing another company’s successful policy, organizations need to develop their own from scratch.

  • If your issue is high turnover, psychological safety may need to come first.

  • If motivation among younger workers is lacking, support for side jobs or reskilling may be more effective.

The point is not that “oshi-katsu leave” is the right answer for everyone. The real foundation is a company’s willingness to ask:
What does it mean for someone to work here?

That mindset is what gives birth to authentic policies.

People Are Drawn to Philosophy, Not Perks

Applicants are not just evaluating your policies—they’re looking at the philosophy and stance behind them.

They’re asking themselves:
“Does this company accept me for who I am and support the life I want to live?”

Companies that answer that question sincerely through their policies are the ones that naturally attract and retain people.

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

A policy is a tactic. Philosophy is strategy.

People don’t apply just because a policy exists—they apply because they resonate with the philosophy behind it.
It’s not that the policy itself is attractive—it’s that the philosophy is compelling, and the policy reflects it.

This is the line that separates companies that chase trends from those that are genuinely chosen.

Read in Japanese↓

「推し活休暇」を真似るだけの企業は失敗する｜“思想”の人材戦略（2025.7.11）


Read more articles (in Japanese)↓

優秀な人材にこそリソースを集中せよ｜日本型“逆配分”の構造（2025.7.7）


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