Against a backdrop of labor shortages in nursing care settings, hiring of Indonesian talent under Specified Skilled Worker “nursing care” is accelerating. Indonesia is strengthening its presence as a sending country following Vietnam and the Philippines, but because religion, daily customs, and communication styles differ substantially from Japan, a lack of cultural consideration—beyond understanding the system alone—often leads to early turnover. This article organizes, from a practical standpoint for HR professionals and management, the key points for confirming the system and the cultural understanding factors that shape retention after hiring.

Why Indonesian talent is drawing attention in nursing care

Indonesia is the world’s fourth most populous country, with more than 270 million people, and has an abundant young labor force. In recent years, Japanese-language education institutions and sending organizations have been developed, and the supply of talent in Specified Skilled Worker “nursing care” has expanded rapidly. Statistics on the employment status of foreign nationals published by the Ministry of Health, Labour and Welfare also show an upward trend in notifications for Indonesian nationals, approaching a scale second only to Vietnam and China.

There are three main reasons Indonesian talent is considered attractive to the nursing care industry. First, a cultural background of respect for family and elders means relatively little psychological resistance to elderly care work. Second, the number of people passing the Japanese-Language Proficiency Test (JLPT) and the Nursing Care Japanese Evaluation Test has increased year by year, making it easier to secure job-ready talent. Third, many sending organizations provide pre-departure training premised on consideration for Islam, so retention rates tend to improve when the Japanese side puts acceptance systems in place.

At the same time, systems and labor practices in sending countries differ by country, so it is essential to objectively review how far your own acceptance framework is ready before hiring. Preparing both the system and cultural sides in tandem is the turning point for successful hiring.

System checks for Specified Skilled Worker “nursing care” and hiring Indonesians

Specified Skilled Worker “nursing care” is not a pathway for certified care worker candidates; it is a system under which foreign nationals who meet certain skill and Japanese-language standards reside for the purpose of employment. Under the Specified Skilled Worker system administered by the Immigration Services Agency of Japan, the skill standard requires passing the Nursing Care Skills Evaluation Test, and the Japanese-language standard requires JLPT N4 or higher or passing the Nursing Care Japanese Evaluation Test. For Indonesian talent as well, transition to Specified Skilled Worker is generally via these exam routes or via successful completion of Technical Intern Training (ii).

When hiring, attention is also needed to the standards the accepting organization (employer side) must meet. Specifically, these include securing remuneration at least equivalent to that of Japanese nationals in similar work, formulating and implementing a support plan, and joining the relevant council. Details are updated from time to time on the Immigration Services Agency of Japan’s Specified Skilled Worker system page, so always check primary sources when drafting job postings. In addition, for the legality of employment contracts and working conditions, using the Ministry of Health, Labour and Welfare’s foreign worker employment measures page and e-Gov’s statute search—which allows cross-cutting checks of labor-related laws—helps verify consistency with internal rules.

For changes of status of residence and renewals of the period of stay, in addition to consulting the regional immigration services bureau with jurisdiction, many companies also use Hello Work’s foreign employment service counters for preparing job postings and properly setting working conditions. Unlike the Technical Intern Training system, the Specified Skilled Worker system is designed to allow job changes, so designing retention measures at the time of hire—“why would someone choose our organization?”—is even more important than for other statuses of residence. On this point, foundational articles on the overall framework for hiring foreign nationals are also useful.

Understanding Indonesian culture, religion, and daily customs

Religious consideration is unavoidable when discussing retention support for Indonesian talent. Indonesia has the world’s largest Muslim population, and many workers practice Islam. Specific points of consideration are as follows.

First is prayer (salat). Five daily prayers are recommended, and consideration for midday and afternoon prayers that fall during working hours is a point that often becomes an issue on site. Practical responses include securing a break room or prayer space and allowing brief absences through shift adjustments.

Second is dietary restriction (halal). Foods containing pork or alcohol must be avoided, so menu labeling in cafeterias and consideration at gift-giving or social gatherings are required. In regions where halal ingredients are hard to obtain, consulting the individual in advance and clarifying alternative meal provision or bring-your-own rules helps prevent trouble.

Third is Ramadan (the fasting month). Based on the calendar announced by Indonesia’s Ministry of Religious Affairs (Kementerian Agama), a period is set during which food and drink are abstained from during the day. During this period, shift adjustments that account for daytime concentration and stamina, and flexibility in break times aligned with the post-sunset meal (iftar), are desirable. The festival marking the end of the fast (Lebaran / Idul Fitri) is also a time when requests for home visits and leave concentrate, so building it into the annual leave plan makes things smoother.

Fourth is attire. Female staff may wear a hijab (cloth covering the head), and consistency with nursing care uniform rules should be confirmed in advance. Even when adjustments are needed for occupational health and safety reasons, jointly considering alternatives rather than unilateral prohibition builds trust.

It is important to view these considerations not as “special treatment,” but as part of building a workplace where talent from diverse backgrounds can work with peace of mind for the long term.

Practical points for workplace communication and retention support

In communication with Indonesian talent, there is said to be a cultural tendency to avoid direct negative expressions and to convey intent indirectly. Even if instructions in Japanese are met with “I understand,” the person may not fully understand in practice, so combining teach-back confirmation and shared notes is effective.

There is also a culture of valuing ties with family and hometown communities, so whether colleagues from the same background are in the same workplace or nearby has a major impact on retention. Where possible, hiring several people in the same period and building a structure that prevents isolation is worth considering.

On the living side, support in situations that are difficult to handle in Japanese alone—finding housing, administrative procedures, opening a bank account, and so on—is central to retention support. Under the Specified Skilled Worker system, the accepting organization or Registered Support Organization is obligated to provide a living orientation, but companies that go beyond formal explanation and actually accompany workers tend to have lower early turnover. As noted in an article on workplace communication with Myanmar talent—where there is experience accepting people of different nationalities—attention to details such as how names are called and the use of honorifics is a first step in building trust.

For pay and evaluation systems as well, transparent explanation is important. Differences in prices and wage levels between the home country and Japan often create gaps in expectations about remittance amounts and living costs, so concrete numerical explanations—such as take-home pay simulations at the interview stage—help prevent misunderstandings.

Common questions from the field

A frequent consultation from HR is balancing prayer time with work shifts. Nursing care sites are typically shift-based, so it is often said that taking breaks at fixed times is difficult. In many cases this is resolved by allowing flexibility around prayer times (about 15–20 minutes earlier or later) and securing a corner of the break room as a simple prayer space.

Next most common is coordination with meal-service contractors on halal accommodation. When the existing contractor does not handle halal ingredients, organizations face a choice between switching to an external contractor that can, or allowing packed lunches for the time being. Comparing cost and operational burden and carefully hearing the individual’s preferences is the preferred approach.

There are also many questions about status of residence renewal timing and the possibility of job changes. Unlike Technical Intern Training, Specified Skilled Worker allows job changes within the same field if requirements are met. Therefore, if dissatisfaction arises with pay or working conditions, the risk of choosing a transfer to another employer is always present. Building a mechanism to catch early signs of dissatisfaction through regular interviews—not only at the time of hire—is essential.

Failure patterns and how to avoid them

One failure pattern often seen in hiring is handling religious consideration with “verbal confirmation only.” Even if the person answers “prayer is fine” at the interview, once work begins consideration can become hollow amid busyness, dissatisfaction builds, and turnover follows in no small number of cases. An effective countermeasure is to document the handling of prayer times and breaks in the employment contract or work-rule operating details and share them with site supervisors.

A second failure pattern is overestimating Japanese-language ability. JLPT N4, a Specified Skilled Worker requirement, is a basic everyday conversation level and may be insufficient for writing specialized nursing care records or reporting sudden changes in condition. As a countermeasure, continuous Japanese training after joining and aids such as furigana and diagrams in work manuals are needed to support understanding.

A third is fully outsourcing living support to a Registered Support Organization. Delegation is allowed under the system, but if only a formal support plan is put in place without grasping on-site realities, the person’s isolation and anxiety are not resolved and become a factor in early turnover. It is important to maintain a structure in which the accepting employer also conducts regular interviews and shares information with the support organization.

Points hiring managers often overlook

Among points hiring managers often overlook, first is overlap between the annual leave plan and Lebaran (the festival at the end of the fast). Many Indonesian workers concentrate requests for temporary return home or long leave in this period, so without advance shift adjustments and backup staffing plans, the workplace can easily fall into confusion.

Next often overlooked are differences in contract terms and fee structures by sending organization. Some sending organizations set high fees borne by the individual, and the resulting living-cost burden after arrival in Japan can cause early turnover or trouble. Scrutinizing contract contents in advance and checking for opaque fee structures is the preferred approach.

Insufficient explanation to other employees is another easily overlooked point. If Japanese staff on the accepting side are not adequately briefed on religious consideration and shift adjustments, dissatisfaction that it is “special treatment” can arise and divide the workplace. Conducting organization-wide training before acceptance and sharing the background and intent of the considerations is key to maintaining team cohesion.

Diagram: pre-hire confirmation flow

As a diagram that visualizes the overall hiring process, we recommend capturing the following steps in internal materials. First, organize job requirements (confirm skill and Japanese-language requirements for Specified Skilled Worker “nursing care”), then select sending organizations and Registered Support Organizations and scrutinize contract terms. Next, at the interview stage, conduct hearings on religion and daily customs and confirm preferences on prayer, meals, and leave in writing. Then proceed with employment contract execution and status of residence procedures in line with Immigration Services Agency of Japan guidance, and finally design post-hire orientation and a schedule of regular interviews. Flowcharting this sequence makes it easier to avoid omissions when accepting multiple people at once.

Practical checklist

  • Have you confirmed that job requirements meet the skill test and Japanese-language test requirements for Specified Skilled Worker “nursing care”?
  • Have you checked the latest acceptance standards on the Immigration Services Agency of Japan’s Specified Skilled Worker system page?
  • Have you documented the handling of prayer times and breaks in work rules or operating details?
  • Have you agreed with the individual on halal meal provision or bring-your-own rules?
  • Have you reflected leave preferences related to religious observances such as Lebaran in the annual shift plan?
  • Have you scrutinized the fee structures and contract terms of sending organizations and Registered Support Organizations?
  • Have you conducted training for Japanese staff in the accepting department explaining the background of the considerations?
  • Have you set a schedule of regular interviews at 3 months, 6 months, and 1 year after joining?

Frequently asked questions (FAQ)

Q1. How much has hiring of Indonesian talent under Specified Skilled Worker “nursing care” increased? According to the Ministry of Health, Labour and Welfare’s foreign employment statistics and data published by the Immigration Services Agency of Japan, Specified Skilled Worker talent of Indonesian nationality has been increasing year by year. We recommend checking the latest figures on each agency’s official pages.

Q2. Must the company always provide halal meals itself? It is not mandatory, but neglecting meal-related consideration tends to lower retention, so preparing flexible options—such as allowing packed lunches or switching to a meal-service contractor that can accommodate—is considered desirable.

Q3. How is securing prayer time treated under the Labor Standards Act? There is no legal provision that obligates prayer time itself, but many companies operate flexibly within the framework of working hours and break times. If work-rule changes are needed, consulting a labor and social security attorney or the Labor Standards Inspection Office, and checking related statutes on e-Gov, provides peace of mind.

Q4. How can Hello Work be used when hiring foreign nationals? Some Hello Work offices have foreign employment service counters that can support job-posting preparation and hiring consultations according to status of residence. More companies are considering it as one recruitment channel for Specified Skilled Worker talent.

Q5. What is the most important measure to prevent job changes? Transparency in pay and evaluation systems, ongoing consideration for religion and daily life, and early detection of dissatisfaction through regular interviews are the three pillars of retention support. It is important to address them comprehensively rather than leaning on only one.

Summary: decision criteria that pair system understanding with cultural consideration

When accepting Indonesian talent under Specified Skilled Worker “nursing care,” not only confirming system requirements but also understanding religion and daily customs and designing retention support determine hiring success. As final decision criteria, it is essential to check both whether your organization has a structure that can continuously operate cultural considerations such as prayer, meals, and leave, and whether it accurately meets the system requirements set out by the Immigration Services Agency of Japan and the Ministry of Health, Labour and Welfare. Advancing hiring with both system and cultural understanding in place leads to long-term retention and stable on-site operations.

If you would like concrete advice on building a hiring framework or preparing for acceptance, please feel free to contact us through the Foreign Talent Insights inquiry desk. Also, if you want to cover the basics of hiring foreign nationals overall, see our foundational article on hiring foreign nationals; if you are considering accepting specialized talent, also refer to our explanation of statuses of residence for highly skilled foreign professionals.

Where to check official information

Systems, employment administration, and official announcements by country are updated over time, so also check the following primary sources before and after publication.

Indonesia’s Ministry of Religious Affairs (Kementerian Agama) — check and cross-reference the latest systems, employment administration, and official announcements.

Ministry of Health, Labour and Welfare foreign worker employment measures page — check and cross-reference the latest systems, employment administration, and official announcements.

Immigration Services Agency of Japan Specified Skilled Worker system page — check and cross-reference the latest systems, employment administration, and official announcements.

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