CRIA Global – Japan Workplace Knowledge for All Workers

  Read the original article (in Japanese): 新人に「AI使用禁止令」は是か非か？「仕事の8割はAIに」という活用派 言語脳科学の権威は警鐘「ものを考える人間に一番大事なものを手放している」 | 経済・IT | ABEMA TIMES | アベマタイムズ ビジネスの現場で生成AIの活用が急速に進む中、あえて「新人には使わせない」という決断を下す企業が現れ話題となっている。ある times.abema.tv Prologue: You Don't Need a Wood-Fire Stove to Use a Rice Cooker A company banned its new engineers from using AI. The reason: AI-generated code had accumulated over 800 issues that the engineer couldn't understand at all. But was AI really the problem? No. What was needed was simply teaching the correct way to use it. Banning AI because it makes mistakes is nothing more than the easy way out for those responsible for training. Do you need experience with a wood-fire stove to use a rice cooker? Most people today have never cooked rice over an open fire — yet nobody fails with a rice cooker. If anything, more people cook rice more easily than ever before. What's needed is knowing how to use the tool correctly. What management needs going forward is not to...

  Read the original article (in Japanese): 採用で「学歴重視」の企業が増えている、身もフタもない理由【人事のプロが暴露】 「実力主義の現代、もう学歴は関係ない」──そんな常識を信じていませんか？ 実は今、人事採用の最前線では、逆に「学歴重視」の diamond.jp Introduction | The Irresponsibility of Saying “Academic Background Doesn’t Matter” “Once you enter the workforce, it’s all about merit—academic background doesn’t matter.” At first glance, this sounds reasonable. It aligns with modern values that emphasize substance over credentials. However, in corporate hiring, this claim is irresponsible. Hiring is not idealism—it is the act of evaluating others within limited time and information. Companies must judge, based on résumés and a few interviews, whether a candidate can deliver results, sustain effort, and handle a baseline level of cognitive work. Within these constraints, academic background has meaning. It is not everything, but it reliably contains part of the information companies need. Dismissing it outright reflects a misunderstanding of how evaluation actually works. This...

  Read the original article (in Japanese): “キャリア人材＝即戦力”は幻想　活躍の鍵は「1年以上の支援」と「正確な情報提示」 (1/2) 近年、様々な企業で「キャリア採用」を拡大する動きが加速している。大手企業も例外ではなく、新卒よりも採用数が多いケースも増え ascii.jp Introduction｜Onboarding Is Not Just for Employees In recent years, as mid-career hiring has expanded, the importance of onboarding has been widely discussed. The original article follows this trend, arguing that even experienced hires need careful post-entry support. This is not wrong. In a new company, employees must learn workflows, internal terminology, and decision-making processes that are not always visible. Training and follow-up are certainly meaningful. However, stopping the discussion there is insufficient. Because it focuses only on how to make employees adapt to the company. The real question is whether the company itself can utilize external talent without being constrained by age or internal hierarchy. Unless this changes, no amount of onboarding measures will solve the root issue. Onboarding is not a one...

  Read the original article (in Japanese): 若手社員の思う「働きすぎ」は残業何時間から？ 時間だけでは見えないものも 法定残業時間は原則月45時間以内ですが、実際に若手社員が「働きすぎ」と感じるラインはどこにあるのでしょうか？ 企業向けに社 www.buzzfeed.com Prologue | Overtime Is a Failure of Management As recent survey data suggests, younger workers—particularly those in their twenties—are no longer willing to accept long working hours without question. When overtime becomes routine, and when it brings neither meaning, fair compensation, nor a sense of professional growth, people quietly leave such companies. This is not because younger generations have lost their work ethic. Rather, it reflects a growing ability to look at labor more rationally. So what exactly is overtime? There are of course exceptional situations: accidents, emergency responses, sudden deadlines, or unexpected workloads. But if overtime is built into everyday operations, that does not mean the company is “working hard.” It means the company has failed. It has failed in one of three areas: work planning, pro...

  Read the original article (in Japanese): 働きやすい職場は「心理的安全性」がある…脅かされると若手は離職、それって何？ | ヨミドクター(読売新聞) 　若い社員の早期離職が話題になって久しいですが、その勢いは収まるどころか増加傾向にあります。彼らは職場のどこに見切りをつけ www.yomiuri.co.jp Introduction | Psychological Safety Depends on How It Is Used “Young employees’ opinions are not heard.” “If you make a mistake, you are harshly blamed.” “That’s why people quit.” In recent years, psychological safety has increasingly been used to frame discussions about these workplace issues. Certainly, the concept itself is important. An organization where people cannot speak up, hide mistakes, or suppress doubts cannot be considered healthy. In that sense, the argument that psychological safety is necessary is correct. However, the real problem lies in how the concept is used . In discussions like those in the original article, the argument often shifts toward the idea that managers and senior staff should adapt to each individual employee and communicate in ways that never cause discomfort. But ...

Read the original article (in Japanese): 中小企業は「消去法」で50代を採用する　早期退職の前に知るべき現実 大企業の早期退職募集の波が広がりを見せている。申し込みシニア社員も多いようだが、中小企業への転職は簡単ではない。構造的なギ www.itmedia.co.jp Introduction | “Hiring People in Their 50s by Process of Elimination” Is Not a Problem Many people feel a sense of contempt when they hear the phrase, “Small and medium-sized companies hire workers in their 50s by process of elimination.” It sounds as if companies failed to find the people they really wanted and ended up settling for older workers. But there is no need to deny the idea itself. In reality, hiring by process of elimination is perfectly normal. If two candidates are equally capable, choosing the one with a longer expected working horizon is entirely rational. The real issue lies in what that “process of elimination” actually consists of. Hiring is not like shopping in a store where ideal candidates line up endlessly on the shelves. In the real world, recruitment is a continuous process of comparison under constraints...