If business leaders don’t change their sense of urgency, raising salaries alone won’t attract the talent they need.

 

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 NNN2026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 is over.

  • A workplace where one feels safe

  • Systems that enable visible growth

  • Shared values and a sense of community

Providing such “non-monetary value” is now the key to recruitment success.

[Securing Talent Requires Dual Innovation]
What’s required is the dual effort of building a workplace people want to join, and designing operations that don’t overly rely on manpower.

  • First, design a workplace that appeals to prospective workers.

  • Then, streamline and optimize operations so fewer people can sustain output.

Only when both wheels turn together can companies achieve sustainable hiring.

[Breaking Away from Exploitative Models]
Today’s society casts a sharp eye on companies that operate under exploitative labor models.

  • Excessive overtime

  • Unfairly low wages

  • Unsafe or rights-violating conditions

Such companies are being abandoned by both Japanese and foreign workers—and will be weeded out by society at large.

On the other hand, companies that offer fair pay and a healthy work environment naturally attract and retain talent.

[Corporate Philosophy Revealed in the Use of Profits]
How a company allocates its profits reflects its core values.

  • Firms that favor shareholder gains or executive compensation often lose the trust of employees.

  • In contrast, companies that reinvest in work environments and benefits become talent magnets.

This contrast is especially stark in labor-strapped sectors like the 3K industries.

[Overview of Key Government Subsidies]

Program NameDescriptionEligible Expenses
Business Improvement GrantSupports capital investment to boost productivityEquipment, training costs
IT Introduction SubsidyAssists small businesses with IT adoptionSoftware, implementation fees
Human Resource Development GrantSupports employee training initiativesLecturer fees, tuition

Specific funding amounts omitted.

These programs should be actively utilized by companies suffering from labor shortages.

[Two Strategic Pillars—In Tandem]

Focus AreaObjectiveMethod
Automation & EfficiencyReduce the need for human laborIT adoption, equipment upgrades
Talent Selection & AppealBe chosen by the right candidatesBenefits, value alignment

These are not mutually exclusive. Pursuing both simultaneously enables a sustainable employment model.

[Conclusion]
The era has changed.

  • Before lamenting “we can’t find people,” ask: Have you made your company somewhere people want to join?

  • The issue isn’t that no one is coming—it’s that you’re not being chosen.

And make no mistake: companies that continue with exploitative practices will not survive.

What today’s leaders must embrace is a readiness to evolve—and the structural reforms needed to face the future.


Read in Japanese↓

経営者の危機感とアイデアが変わらなければ給料を上げても人材は集まらない（2025.7.28）

Read more articles (in Japanese)↓

外国人労働者に依存する企業のリスク｜属人化に技術進化が突きつける現実（2025.7.22）

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