CRIA Global – Japan Workplace Knowledge for All Workers

  Read the original article (in Japanese): 広がる「アルムナイ採用」 これが人不足解消の決め手か？ 成功する「出戻り社員」の迎え方とは？  #エキスパートトピ  （横山信弘） - エキスパート - Yahoo!ニュース Introduction | The Strange Reality: Large Corporations Are Strengthening Alumni Hiring In an era defined by severe labor shortages—when companies say they cannot hire and cannot attract talent—it is primarily large corporations that are strengthening alumni hiring systems (boomerang programs) and similar mechanisms. This is where the first sense of inconsistency arises. Large corporations are, frankly, the side that can attract young talent without extraordinary effort. Brand recognition, stability, benefits, and the social credibility that reassures parents. Easy to explain to friends, easier for marriage prospects, easier for mortgage approval—these are difficult to quantify, yet undeniably real advantages. They are conditions that SMEs cannot easily replicate. And yet these “recruitment strongholds” are not relying on young talent alone...

 Read the original article (in Japanese): 「65歳定年」は通過点――70代現役が当たり前になる…高年齢者雇用統計が映し出す、日本企業の“静かな人材転換” | ゴールドオンライン 高年齢者雇用を巡る議論は、長らく「65歳まで働けるかどうか」が焦点とされてきた。しかし、厚生労働省の最新統計が示しているの gentosha-go.com Introduction | The Discomfort Behind the Slogan “Working Until 70” “A society where people can work until 70.” This phrase has come to be treated as an unquestionable good, framed as a rational response to demographic aging and pension strain. Extending working life appears logical, and companies are adjusting their systems accordingly. Yet we must ask: Is “making 70 the norm for active employment” truly the highest priority? This is not a denial of older individuals. If someone has the ability, age alone should not matter. But from the perspective of national resource allocation, is the sequencing correct? Before expanding employment in the 70s, have we fully utilized the generations already in their 50s and 60s? If this question is absent, the slogan risks drifting away from reality. Chapter ...

 Read the original article (in Japanese): 優れたリーダーがやっている、信頼を爆上げする「訂正」の技術 2万人をみてきた組織開発コンサルタント・勅使川原真衣氏の著書『組織の違和感　結局、リーダーは何を変えればいいのか？』がつい diamond.jp Prologue | A Leader Who Can Correct Is Not “Nice” — but Professional “I’m sorry. That judgment was wrong. Let’s fix it.” That single sentence elevates a team’s trust. There is certainly value in what the original article described as “a leader’s humanity” and “communication through mutual correction.” But this is not merely emotional praise. The workplace operates with cooler logic. Let us be clear: A leader’s correction is not kindness — it is a rational solution. Failure to correct is not a matter of feelings; it is an operational loss. Work is not self-expression. It is the act of completing results within constraints of time, quality, and cost. A leader’s role is to realize that completion at a high level. Refusing to acknowledge an error delays completion or lowers its quality. Even leaders will make mistakes. They are expected ...

 Read the original article (in Japanese): 面接の"とんち問題"では思考力は測れない→グーグルが廃止した深い理由 2011年、憧れのグーグル・ジャパンに入社した私は、人事部門で採用の業務を担当しました。前職の日系企業でも人事部門にいた私 toyokeizai.net Prologue | Its correctness is simply too dazzling for us “Riddle-style interview questions are meaningless, so abolish them.” “Academic background does not correlate with post-hire performance, so discard it.” Google’s hiring reforms, as described in the original article, are strikingly clear-cut. They verify ideas with data, discard traditions if no correlation is found, and concentrate resources only where impact exists. It is close to an ideal model of treating HR as a science. But Google operates with around three million applicants a year, hires tens of thousands, and possesses data on nearly 200,000 employees. It has dedicated analytics teams and enough slack to survive repeated failures without shaking the organization. In other words, it practices HR from an extraordinarily elevated vantage point. What about ordina...

  Read the original article (in Japanese): 学生の青田買いから青田創りに向かう企業の本音　｢世界で勝てない！｣日本企業の採用の焦り 筆者が代表理事を務める一般社団法人エッジソン・マネジメント協会では、これまで産官学が連携し、次世代リーダーの育成に取り組ん toyokeizai.net Introduction | “Early Talent Cultivation” Is Merely a Rebranding of Youth Worship “From early talent acquisition to early talent cultivation.” It sounds gentle. Not competition, but nurturing. Not short-term profit, but long-term vision. Industry–government–academia collaboration to raise the next generation of leaders. But pleasant phrasing and sound strategy are not the same thing. In the end, this is nothing more than a rebranding of Japan’s long-embedded youth worship —a belief that has quietly hollowed out its economy for decades. Let one point be clear from the outset. This essay does not reject youth education. Providing strong learning environments at an early age is rational. The problem lies elsewhere. The real issue is binding opportunity to students , and more fundamentally, entrusting the future exclusiv...

  Read the original article (in Japanese): ｢新卒1年目に年収1500万円を提示｣､水面下の新卒採用で"非公開"に広がる異例の求人。年収400万円台では選ばれない｢ヘッドハンティング｣事情 新卒採用の現場で、人材紹介エージェントを介した手法が普及しつつある。これまで、新卒人材紹介は「就活が思うように進まない学生 toyokeizai.net Introduction | “¥15 Million in the First Year After Graduation” Is a Media Misdirection “¥15 million in annual pay for a first-year graduate”—this headline guides readers to a conclusion before they have even begun reading. “It’s new-graduate favoritism gone too far.” “An entry-level salary bubble.” “Japanese employment is collapsing.” Such reactions are understandable—but they are reflexes to the headline, not an understanding of reality. A careful reading of the original article shows that what companies are evaluating is not the attribute of being a “new graduate.” What is being assessed is the level of completeness required to actually run the job . It merely appears excessive because the person who possesses that capability happens to be a student. In that sense, this is an exam...