The Republic of Indonesia has a population of more than 270 million and is one of Southeast Asia’s largest sources of labor. Immigration Services Agency of Japan statistics on foreign residents show that the number of Indonesians living in Japan has risen sharply in recent years, and their presence is growing across diverse industries centered on manufacturing, construction, nursing care, and agriculture.

As more companies move ahead with hiring, frontline feedback continues without end: “Absences suddenly piled up during Ramadan,” “They say they understand, yet the same work mistakes keep happening,” and “We cannot tell how far religious accommodation needs to go.” Much of this confusion stems from insufficient understanding of Indonesian personality, values, and cultural practices.

This article systematically explains Indonesian national character, work style, religious accommodation, and communication traits from a practical standpoint. We also organize decision criteria, failure cases, and checklists so hiring managers and executives can apply them immediately on the ground. For readers who want a deeper understanding of the institutional side of hiring foreign nationals, please also see our foundational article on hiring foreign nationals.

Indonesian National Character and Workplace Strengths

The most important concept for understanding Indonesian temperament is gotong royong, the spirit of mutual aid. This Indonesian term meaning “helping one another” appears not only in local communities but also at work as a behavioral style of “getting through things together with colleagues.” Many hiring managers rate it as highly compatible with Japan’s teamwork-oriented manufacturing, nursing care, and construction workplaces.

Cooperativeness and a Gentle Disposition

Indonesians are generally gentle and place importance on consideration for others. Their tendency to avoid direct conflict and maintain harmony with those around them overlaps with Japan’s culture of “reading the room.” They often settle into a new workplace quickly, and many serve as bridges even on sites where multiple nationalities work together. At the same time, when problems arise they may say “It’s fine (tidak apa-apa)” while still struggling inside, so setting regular one-on-one check-ins for supervisors to confirm the situation is effective.

Sincerity Toward Religion and Diligence

For Indonesians who practice Islam (about 87% of the total population), prayer, fasting, and dietary restrictions are foundational to daily life. The posture of working sincerely while fulfilling religious obligations builds trust in the workplace. Accepting organizations repeatedly report that “focus during working hours is high” and that “assigned tasks are carried out carefully.”

Drive to Improve and Motivation to Learn Japanese

Many young Indonesian workers are eager to obtain the Japanese-Language Proficiency Test (JLPT), and cases where employers can hire N4 or N3 holders are increasing. Many young people also admire Japan’s manufacturing culture and manners, which helps sustain motivation for long-term employment. To leverage this drive, sharing career paths and policies for qualification support early is an important factor in raising retention.

How Religion and Cultural Practices Affect the Workplace—and How to Respond

About 87% of Indonesians are Muslim, so religious accommodation is unavoidable in workplace operations. Religious practices, however, are not a “hard-to-manage problem”; they are a “system design issue” that can run smoothly if frameworks are put in place in advance.

Accommodating Prayer (Salah)

In Islam, prayer five times a day is obligatory. Prayer times that overlap with working hours center on midday prayer (Zuhr: roughly noon to around 2 p.m.) and afternoon prayer (Asr: roughly 3 p.m. to 5 p.m.). Practical responses that work well include the following:

  • Set aside a prayer space in a corner of the break room (a place for prayer mats and a sticker indicating the direction of Mecca)
  • Review shift design so prayer times can be incorporated within existing break periods
  • Share in advance with all team members that prayer usually takes about 10 to 15 minutes

Workplace Response During Ramadan (the Fasting Month)

Ramadan (the fasting month), based on the Islamic calendar, lasts about one month each year, during which people abstain from food, drink, and smoking from sunrise to sunset. Physical strain increases while fasting, so it is important to confirm and address the following points in advance.

  • Do not concentrate heavy work in high-temperature environments or night shifts during Ramadan
  • Build a system that can flexibly adjust leaving times so employees can make the post-sunset meal (iftar)
  • Communicate to Japanese staff as well a workplace culture that eating and drinking in the cafeteria or break room need not be forced to match others

Ministry of Health, Labour and Welfare guidelines on improving employment management of foreign workers also expressly note the need for cultural and religious consideration, positioning workplace environment development as a responsibility expected of companies.

Halal Food and Meal Environment Setup

Consumption of pork and alcohol is prohibited under Islamic rules. Where there is an employee cafeteria or company housing with meals provided, offering halal-compliant menu options is strongly recommended. Even when full halal certification is difficult, simply posting and making clear that “no pork or lard is used” and that “cooking utensils are kept separate” greatly improves ease of acceptance.

Responding to Eid (the Festival Marking the End of the Fast) and Homecoming Needs

Eid al-Fitr (Lebaran) after Ramadan ends is the largest festival in Indonesian society, and many people hope to return home. Because long-leave requests may concentrate around this time, aligning annual paid-leave plans at the start of the fiscal year is effective from a retention standpoint.

Communication Style Traits and How to Handle Indirect Expression

Indonesian communication style has both aspects that overlap with Japanese sensibilities and aspects that easily cause misunderstanding. Understanding the cultural context behind it significantly changes the quality of coaching and collaboration.

When “Yes” Does Not Mean “Fully Understood”

A reply of “I understand (mengerti)” or “yes” does not necessarily mean “I fully understand and can execute immediately.” This is not an attempt to lie; it is a polite expression meant not to disappoint a superior’s expectations. After giving instructions, building in concrete confirmation steps (“Please show me progress at the end of today”) helps surface gaps in understanding early.

“Jam Karet” and the Culture of Time Management

Indonesia has the expression “rubber time (jam karet),” and a flexible sense of time is culturally rooted. In manufacturing and nursing care workplaces that move by the minute, it is essential to state clearly in the initial orientation that “in Japanese workplaces, punctuality is the standard of trust.” Conveying this not as mere admonition but together with background explanation of “why time matters” encourages behavior change with genuine buy-in.

Hierarchy Awareness and Psychological Safety

Indonesia has a high power distance index (PDI), and respect for supervisors and elders is deeply rooted. While this appears as compliance with instructions, it can also mean people do not report problems or raise improvement ideas because they “cannot go against a superior.” Actively conveying the culture of reporting, contacting, and consulting (ho-ren-so) while combining it with one-on-ones and anonymous feedback mechanisms that secure psychological safety is effective. For workplace communication with Southeast Asian talent more broadly, our article on workplace communication with Myanmar talent is also useful.

Common Frontline Concerns / Failure Patterns and How to Avoid Them

Common frontline concerns: we organize representative issues that accepting organizations raise repeatedly.

Concern 1: Absences due to poor health increased during Ramadan In most cases the causes are reduced stamina from fasting plus changes in sleep rhythm (waking late at night for a night meal). Simply designing shifts so heavy work in high-temperature environments and night shifts are not concentrated during Ramadan substantially improves absence rates.

Concern 2: They say “I understand,” yet the same work mistakes continue A typical case is confirming understanding only verbally. Handing over a checklist of the instructions and building a habit of having the person stamp or sign confirmation makes gaps in understanding visible early.

Concern 3: Sudden resignation or disappearance Loneliness at work or the absence of someone to confide in often acts as a trigger. Matching people early after joining with same-nationality communities or senior staff, and securing channels where they can consult in their native language outside work as well, is an effective preventive measure.

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Failure patterns and avoidance measures, structured as follows, show that these patterns keep recurring.

Pattern A: Treating religious accommodation as “special treatment” and resisting it → higher turnover Securing prayer space and accommodating halal food is not a “cost” but an “investment in retention.” Small facility adjustments and a review of ingredient procurement can substantially compress multi-year hiring and training costs.

Pattern B: Overestimating Japanese ability and skipping work explanations → serious mistakes Even at N3 or N4 level, accurate understanding of technical terms, industry jargon, and colloquial expressions has limits. Developing SOPs (standard operating procedures) with illustrations and photos also directly helps prevent workplace accidents.

Pattern C: Treating cultural differences as a “personality problem” → coaching that misses the mark Behavioral patterns such as “loose with time” or “not reporting” have cultural and social context behind them. When behavioral standards are conveyed together with “why we do it that way,” the same feedback produces entirely different results in retention and understanding.

Points Hiring Managers Often Overlook / Decision Criteria

Points hiring managers often overlook: the following five are especially important.

1. Missing confirmation of status of residence The scope of work that may be performed differs by status of residence, such as Specified Skilled Worker, Technical Intern Training, or Engineer/Specialist in Humanities/International Services. Refer to Immigration Services Agency of Japan guidelines and always confirm at hiring whether there is unauthorized activity outside the status and the renewal deadline. For statuses of residence for highly skilled talent, see this explanatory article as well.

2. Putting religious accommodation in writing If onboarding explanations are only verbal, later trouble arises in the form of “I was never told.” We strongly recommend documenting a religious accommodation policy covering prayer space, meal arrangements, and leave policy, and obtaining signed confirmation at joining.

3. Consideration for ties to family and hometown Indonesians have very strong family bonds, and remittances make up a large part of the motivation to work. Simply supporting bank account opening and guiding people to international remittance services early after joining greatly improves emotional stability and trust in the workplace.

4. Whether Japanese language learning support is available Workplaces that support Japanese language improvement after employment tend to have lower turnover. Using Japanese learning support programs for foreign nationals offered via e-Gov or local Hello Work offices is one option. Hello Work also has dedicated consultation desks on employing foreign nationals, where institutional questions can be resolved in one stop.

5. Early detection of mental health issues Stress and loneliness from cross-cultural adjustment tend to surface around three to six months after arrival in Japan. Institutionalizing monthly regular meetings and creating a place where people can also discuss “non-work difficulties” is a basic measure to prevent early turnover.

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As decision criteria when deciding whether to hire and what retention measures to take, we recommend that executives and HR themselves ask the following questions.

  • Is the policy on accommodating prayer and fasting stated in the work rules or internal guidelines?
  • Is a means secured to provide halal food or alternative menu options?
  • Can same-nationality senior employees or counselors (staff who can respond in the native language) be assigned?
  • Is there a mechanism for general affairs or HR to centrally manage status of residence renewals?

Practical Checklist: From Pre-Acceptance Through Retention Support

Practical checklist: we organize steps by stage from hiring preparation through post-employment retention follow-up.

Preparation before hiring

  • Confirm the type of status of residence to be accepted and the work that may be performed using the latest Immigration Services Agency of Japan information
  • Create a religious accommodation policy (prayer, meals, leave policy) and obtain internal approval
  • Secure a prayer space (mat storage and indication of the direction of Mecca)
  • Finalize how to provide halal-compliant meals or menus without pork or alcohol
  • Begin creating illustrated/photo SOPs (standard operating procedures) or multilingualizing existing materials

At joining

  • Obtain copies of the status of residence and passport, and register renewal deadlines in calendar management
  • Explain the religious accommodation policy in writing and obtain the person’s signed confirmation
  • Provide guidance on bank account opening and international remittance services on the joining day or the next day
  • Communicate workplace emergency contacts and consultation contacts (staff who can respond in the native language) in writing
  • Build the importance of ho-ren-so (reporting, contacting, and consulting) and concrete practice methods into orientation

Follow-up within the first three months of employment

  • Conduct monthly one-on-one meetings and grasp issues on both work and daily-life sides
  • Match the person with same-nationality communities or senior employees
  • Agree in advance with the person on the shift adjustment policy for the Ramadan period
  • Introduce government and company Japanese learning support programs and encourage use

Retention support from six months to one year later

  • Share the policy on career paths and support for obtaining qualifications
  • When a transition to Specified Skilled Worker applies, have HR lead preparation of the procedures
  • Use regular one-on-ones to catch early signs of intent to leave, and review compensation and placement as needed

Diagram: Pre-hire confirmation flow (visual candidate)

The following is a conceptual diagram of the confirmation flow when hiring Indonesian talent. We recommend turning it into a figure for publication.

Step 1: Job posting and requirements definition Map out job duties → Identify the required status of residence (cross-check Immigration Services Agency of Japan categories) → Confirm religious accommodation requirements

Step 2: Prepare the internal environment Secure a prayer space → Confirm halal food arrangements → Begin multilingual SOP development → Draft and obtain internal approval for a religious accommodation policy

Step 3: Recruitment activities Include religious accommodation details on the job posting → Interview (hear about cultural background, Japanese ability, and career intentions) → Confirm status of residence and obtain a copy

Step 4: Onboarding orientation Explain ho-ren-so (report–contact–consult) and time-management rules → Life support (banking, remittances, housing) → Assign a mentor and senior colleagues

Step 5: Retention support cycle Conduct monthly one-on-one meetings → Adjust shifts for Ramadan and Lebaran (Idul Fitri) → Career discussions (at 6 months and 1 year after joining)

By building your setup along this flow, you can minimize post-hire friction and establish a foundation for long-term employment. For advice on reviewing your acceptance design or strengthening systems, feel free to reach out via the Foreign Talent Insights contact form.

Frequently asked questions (FAQ)

Q1. Do Indonesians leave their posts for hours every day to pray?

Each prayer usually takes about 10–15 minutes. During working hours, the main overlaps are the midday and afternoon prayers—about 30 minutes in total. By designing these into existing break times, you can keep the impact on operations to a minimum.

Q2. Is a cafeteria without halal certification still acceptable?

Even without full halal certification, many Muslim workers can use the cafeteria with peace of mind if you post and clearly state that pork and lard are not used and that cooking equipment is not shared. Ensuring transparency so people know what is in the food is the first step.

Q3. Where should we consult about procedures when hiring an Indonesian under Specified Skilled Worker (i)?

Applications for status of residence are handled by the Immigration Services Agency of Japan. You can also consult the Ministry of Health, Labour and Welfare’s Foreign Employment Service Centers or Hello Work about employment management. If you are unsure about the procedures, you can also consider outsourcing to a Registered Support Organization.

Q4. What level of Japanese ability should we expect from Indonesians?

There is wide individual variation, but cases of entry at the N4–N3 level have increased in recent years. Even when everyday conversation is possible, accurate understanding of technical terms, industry jargon, and colloquial expressions often needs extra support. Visual SOPs and photo-based manuals are also effective for preventing workplace accidents.

Q5. What do Indonesians struggle with most in Japanese workplaces?

Meal environment (difficulty obtaining halal food) and loneliness or homesickness rank highest. Next come environments where prayer time is hard to secure, and pressure around communicating in Japanese. All of these are issues that can be greatly eased through company initiative and environmental improvements.

Summary

Indonesian talent’s personality and work style have many points of strong affinity with Japanese workplace culture. The cooperativeness represented by “gotong royong,” along with sincerity and a drive to improve, function well as ready-to-contribute strengths. On the other hand, if you overlook religious accommodation, differences in communication style, or attachment to family, the risk of losing talent you worked hard to hire in the short term rises.

The core of long-term retention and performance for Indonesian talent is not “managing cultural differences,” but shifting to “building cultural differences into workplace design.” Use the practical checklists and decision criteria organized in this article as a starting point for onboarding preparation, and put them to work in reviewing your acceptance setup.

If you need systematic support from pre-hire system checks through post-hire retention, feel free to consult Foreign Talent Insights.

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