A business owner who makes no effort to automate or implement self-service has no right to complain about labor shortages.

 

Read the original article (in Japanese):時給2000円でも「応募ゼロ」　なぜ飲食業界には人が集まらないのか？（山路力也） - エキスパート - Yahoo!ニュース


1. Introduction: What “No Applicants at 2,000 Yen Per Hour” Really Means

The fact that even a wage of 2,000 yen per hour cannot attract applicants is not merely a labor market issue—it reflects a structural failure in how businesses are designed. The real question is this: If people aren’t coming, can you redesign your operations so that they don't depend on human labor in the first place?

This is not just a concern for the restaurant industry. As Japan faces a rapidly aging society and declining birthrate, all service-sector businesses must confront this as a critical management challenge.

2. From “Using People” to “Designing Without People”

The traditional model of hiring cheap labor to keep operations running is no longer viable. What’s needed now is a shift toward systems that function even without people.

Automation, Self-Service, and Robotics in Practice

TaskTraditional MethodModern Solution
OrderingStaff takes ordersTablets or QR code menus
DeliveryWaitstaff brings foodDelivery robots or pickup counters
CheckoutStaff at registerSelf-checkout or mobile payment
CleaningStaff after hoursAutomated cleaning robots

These are not mere conveniences—they are elements of a new operational blueprint.

“Automation isn't about eliminating people—it's about protecting them.”

3. Focus Human Effort Where It Matters Most

Rather than replacing all work with machines, the goal is to redirect limited human resources to where they truly add value: empathy, judgment, and nuance.

Work That Only People Can Do

  • Reading emotions and providing non-verbal care in service

  • Final taste adjustments or visual presentation of dishes

  • Handling complaints and complex customer needs

  • Shaping the atmosphere of a restaurant or store

With the right balance, even a small team can deliver high-quality service.

4. Reinvesting Surplus Resources: The Logic of Redistribution

Cost savings from automation and restructuring should not be hoarded at the top. They must be reinvested into frontline operations to ensure long-term sustainability.

Effective Uses of Surplus

  • Wage Increases → Boost motivation, attract more applicants

  • Flexible Schedules → Improve work-life balance and reduce turnover

  • Career Path Development → Training, promotions, and ownership models

Investment AreaPurposeExpected Benefit
Staff WagesMotivation & retentionLower turnover, higher morale
Work FlexibilitySustainable staffingLonger employment, loyalty
Career SupportGrowth and engagementStronger mid-level leadership

5. The Real Cause of Labor Shortages: Structure, Not Demographics

Many companies claim “there are no workers,” but the real issue is that they haven’t changed the outdated systems that repel workers.

Structural Barriers That Drive People Away

  • Operational methods stuck in the past

  • Harsh or inflexible working conditions

  • Workplaces with no clear future or growth

It is not a labor shortage—it is a failure to adapt. Rethinking structures, redesigning workflows, and improving treatment of employees—these are core responsibilities of leadership.

6. Conclusion: Escaping Managerial Stagnation

Here are the three redesigns every leader must undertake:

  1. Redesign systems to function without constant human input

  2. Refocus people on roles only humans can perform

  3. Redistribute resources to reward and retain essential staff

The issue is not a lack of people.
The real shortage is vision, courage, and the will to build systems that respect and empower workers.

To lead in this era, executives must stop relying on the assumption that labor will always be available, and instead build organizations that function independently while offering meaningful rewards for the people who remain.
Labor shortages are not an excuse—they are a test of leadership.


Read in Japanese↓

人手不足を生む慣例化は業務の仕組み再構築で打ち破れ（2025.9.16）

Read more articles (in Japanese)↓

パワハラ経営者・管理職が生き残れないESG社会がやってくる（2025.9.12）

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