As more companies hire Indonesian talent year after year, hiring managers increasingly report that “we managed to hire, but early turnover keeps happening” or “instructions somehow don’t land.” Behind this is a lack of understanding of work values, cultural values, and religious practices. Indonesia has the world’s largest Muslim population, and Islamic ethics and a sense of group harmony run deep in professional attitudes. Treating these simply as “cultural differences” is not enough; embedding them across recruitment planning, workplace design, and retention support is the shortest path to long-term collaboration with Indonesian talent. This article systematically organizes Indonesian work values from the perspectives of immigration status checks and hiring operations, and presents measures you can put into practice on the ground right away.

Why Indonesian talent is gaining presence in the Japanese market

According to statistics from the Immigration Services Agency of Japan, the number of Indonesians residing in Japan has risen sharply in recent years. Expansion of the Specified Skilled Worker system and development of sending organizations have combined to increase hiring cases across manufacturing, agriculture, nursing care, and construction. The Republic of Indonesia has a population of about 280 million (as of 2024), and a large working-age population plus rising education levels are driving entry into overseas labor markets. The Japanese government has concluded an Economic Partnership Agreement (EPA) with the Indonesian government and has a track record of accepting nurse and certified care worker candidates under that framework.

On the employer side, practical questions pile up: how far religious accommodation is needed, how productivity changes during Ramadan, and where communication gaps come from. Moving ahead with hiring while these remain vague not only lowers early retention rates but can also affect the accepting organization’s overall reputation. Grasping the cultural and social foundations of work values is the starting point.

For the overall international talent hiring flow, reviewing the basics of hiring foreign workers makes it easier to organize both the system side and the operational side.

Five axes that shape Indonesian work values

Indonesian work values are not defined by a single set of beliefs. Five axes overlap in complex ways: Islamic ethics, the spirit of group harmony typified by Javanese culture, family-centered priorities, respect for hierarchy, and an optimistic orientation toward human relationships.

1. Islamic ethics (amanah: sincerity and responsibility) About 87% of Indonesian workers are Muslim, and the sense of sincerity and responsibility for trust known as “amanah” is a foundational work motivator. Because assigned duties are often seen as part of service to God, the drive to “do the job properly” is frequently intrinsic. That sincerity, however, tends to lean toward “doing what one is told,” and people may be less likely to step forward with proactive improvement proposals.

2. Rukun: prioritizing group harmony “Rukun,” from Javanese, refers to the group norm of not disturbing harmony. People strongly tend to avoid conflict and act by reading the group atmosphere, and they do not favor openly contradicting a supervisor’s opinion. This can look similar to Japanese workplace culture at first glance, but surface agreement often does not mean real understanding or buy-in, so methods for confirming instructions need careful design.

3. Respect for hierarchy Respect for elders and higher ranks functions strongly at work as well. As symbolized by the forms of address “Bapak” and “Ibu,” showing respect to those in higher positions is taken as a given. For that reason, the careful vertical relationships of Japanese companies are relatively easy to adapt to, while flat workplace designs can leave people unsure where to direct respect.

4. Family-centered priorities and home-visit needs The motivation to “work for the family” is very strong. Many people make remittances to family in their home country a primary purpose, so stable pay and access to remittance services become important factors in continued employment. Temporary return home around Hari Raya (Idul Fitri) is the biggest annual event, and paid leave and shift planning need to be designed from the start of the fiscal year.

5. Gotong royong: the spirit of mutual aid The mutual-aid culture of “helping one another” connects directly to affinity for teamwork. People often show high motivation when delivering results as a team, while incentive designs that pit individual performance against others can draw a muted response. When designing evaluation systems, it helps to make team contribution visible.

Practical responses on religion, the calendar, and meals

What hiring managers most need to prepare for in concrete terms is accommodation of daily practices based on Islamic faith. Religious consideration should be positioned not as “special treatment” but as reasonable workplace arrangement—the premise of long-term retention.

Securing time for prayer (salat) Muslims have an obligation to pray five times a day. Prayers that overlap with Japanese working hours are often mainly Zuhr (midday) and Asr (afternoon). Simply providing a prayer space of about five to ten minutes each and an environment where direction can be confirmed (such as a Qibla direction notice) is highly valued as a sign of welcome. Many companies use a corner of a changing room or multipurpose room.

Workplace management during Ramadan (the fasting month) Ramadan moves with the Islamic calendar, so the dates change every year. In 2026, the period is expected to run roughly from late February to late March. During the fast, people refrain from food and drink from before sunrise until sunset, so confirm lunch break timing and how meals are provided in advance. For physically demanding on-site work, health management considerations are also needed; the Ministry of Health, Labour and Welfare’s guidance on health management for foreign workers is useful (Guidelines for employers on the improvement of employment management for foreign workers | Ministry of Health, Labour and Welfare).

Halal food accommodation Pork and alcohol-derived ingredients must be avoided in cafeterias and work areas. Companies that provide boxed lunches or catering should document ingredient-list checks and alternative menu preparation as internal rules. Some people also care about shared cooking equipment, so advance interviews build peace of mind.

Temporary return for Idul Fitri (Hari Raya) Idul Fitri after Ramadan is Indonesia’s largest festival, and many people return home. Hiring managers should also track work visa validity, re-entry permission status, and ticket booking timing, and have return schedules shared early so the whole workplace can plan. It is also essential to check the types of re-entry permission on the Immigration Services Agency of Japan status of residence page.

Common questions from the field

They said “yes,” but the work content was different This is the consultation most often raised by companies accepting Indonesian talent. “Yes” is often a reply that shows respect to a supervisor rather than confirmation of understanding. To check comprehension, confirmation-style questions such as “So, in what order will you do it?” that have the person state the steps are effective. The same issue is also reported with Myanmar talent, and the approaches to indirect communication introduced in the article on workplace communication with Myanmar talent are also useful.

More health issues during Ramadan Cases of reduced concentration and stamina due to fasting do occur. Especially in outdoor work, heavy labor, and high-temperature environments, conduct individual health checks and review break placement. Even if the person says they are “fine,” continuing objective observation is important.

Sudden return-home requests piled up Concentrated paid-leave requests around Hari Raya are a predictable pattern. Explaining “paid-leave adjustment rules for festival season” in multiple languages as a supplement to work rules at the start of the year, and clarifying priority rules for applications, reduces confusion.

They don’t understand deductions from pay If social insurance premiums, taxes, and dormitory fees are not explained on pay statements in Indonesian or English, distrust can follow. Bilingual pay statements are a high-priority measure even small companies can pursue.

Failure patterns and how to avoid them

Failure 1: Ending cultural understanding at a “welcome ceremony” Many cases stop at telling people in onboarding that “Indonesian culture is wonderful,” after which consideration disappears from daily work. What matters is embedding prayer space, Ramadan response, and halal food accommodation as “always-on systems.”

Failure 2: Pitting people against each other with individual incentives Designs that post monthly individual performance rankings or base pay reviews only on individual goal attainment create friction with gotong royong culture. Balance team evaluation and build mechanisms so mutual help is reflected in assessments.

Failure 3: Skipping one-on-ones with managers Because of rukun culture, people find it hard to raise problems in group settings. Schedule individual meetings about once a month and keep asking whether anything is troubling them. Picking up small concerns in these sessions is one of the most effective ways to prevent early turnover.

Failure 4: Leaving status of residence renewal management to the individual For both Specified Skilled Worker and Technical Intern Training, deadline management for period-of-stay renewals and change applications is critical. It is not rare for the individual not to grasp the deadline. Centrally manage renewal dates in-house and set rules to guide document preparation early. For cases changing status of residence as highly skilled talent, also see the explanation of status of residence for highly skilled foreign professionals.

Failure 5: Treating Japanese language training as “optional” after hiring Even in workplaces where Indonesian or English is a common language, safety instructions and emergency contact often happen in Japanese. Institutionalizing Japanese language support for the first three to six months after hiring (subsidies for online materials or secured study time) raises long-term productivity and retention.

Points hiring managers often overlook

Gender and prayer privacy Muslim women often wear a hijab (scarf). Confirm consistency with uniform rules in advance and adjust work rules if needed. Separate male and female flow lines for prayer space are preferable, and a private room or partition can provide reassurance.

The scope of halal varies by individual Even under the label “halal accommodation,” some people are strict and others more flexible. Confirm meal and prayer practice levels individually on an onboarding interview sheet, and keep the flexibility not to apply one uniform rule.

Diverse places of origin and ethnic backgrounds among Indonesian talent Indonesia is a multiethnic nation with more than 300 ethnic groups, including Javanese, Sundanese, Batak, and Balinese. Assuming “all Indonesians are the same” is risky; customs differ by place of origin and religion (people from Bali may be Hindu). Confirming origin and religion in hiring interviews and setting responses individually demonstrates a sincere accepting posture.

Lead time for documents required in visa applications For Specified Skilled Worker (i), many documents are required, including skill test and Japanese language test certificates, medical certificates, and contracts with sending organizations. Obtaining materials from Indonesia takes time, so design at least a three- to four-month buffer from job offer to start of work. JETRO’s Indonesia information also helps with understanding the sending background (JETRO Indonesia overview).

Aligning expectations on “overtime culture” In Indonesian labor practice, unpaid overtime is not the norm. The “implicit overtime expectation” unique to Japanese companies easily becomes a source of dissatisfaction. When overtime occurs, explain the reason in advance and make clear that premium wages will be paid as required by law.

Diagram: Pre-hire confirmation flow (Indonesian talent)

Confirming the following steps in order before deciding to hire helps prevent oversights.

First, confirm the “type of status of residence and required documents.” Whether the path is Specified Skilled Worker, Technical Intern Training, or highly skilled talent changes the required tests, documents, and whether a supervising organization is involved. Next, interview on “religion, meals, and prayer practice levels” and check gaps against the readiness of the accepting environment. Then assess “Japanese language ability” and judge whether it is enough for job performance and understanding safety instructions. After that, confirm “desired return-home period around Hari Raya” and estimate the impact on shift design in advance. Next, confirm whether “housing, remittances, insurance, and other living infrastructure” can be provided, and organize support for a stable living base. Finally, prepare “Japanese language support and career path explanations” and share post-hire growth prospects before joining.

Having the hiring manager, site supervisor, and general affairs team confirm this flow in advance greatly reduces post-acceptance confusion.

Practical checklist

Use the following as a pre-hire environment readiness checklist.

  • Prayer space (with direction marking) has been secured, or an alternative location has been confirmed
  • A revised plan for work schedules and break placement during Ramadan has been prepared
  • Cafeteria or boxed-lunch vendors have been checked for halal options, and alternative menus can be arranged
  • There is a system to explain pay statements in Indonesian or English
  • Key work-rule items can be explained in multiple languages (Indonesian or English)
  • A ledger or system centrally manages periods of stay and application deadlines in-house
  • Application rules for Hari Raya return-home requests are communicated in multiple languages at the start of the year
  • Japanese language support for the first three to six months after joining (cost subsidies and secured time) has been institutionalized
  • There is a mechanism for managers to hold individual meetings (one-on-ones) at least once a month
  • There is a staff member or procedure document that can convey emergency contact and safety instructions in the person’s native language or English

If hiring managers have concerns, they can also consult individually through the Foreign Talent Insights (YourBright) consultation desk.

Frequently asked questions (FAQ)

Q1. In which fields can Indonesians work under Specified Skilled Worker? Specified Skilled Worker (i) covers multiple fields, including manufacturing, agriculture, fishery, food and beverage manufacturing, food service, construction, nursing care, and accommodation. Skill test and Japanese language test requirements differ by field, so confirm the latest requirements for the field you want to hire for in official information from the Immigration Services Agency of Japan.

Q2. Is it acceptable to have people work as usual during Ramadan? It is not legally prohibited, but health risks rise in physically demanding work and high-temperature environments. While respecting the individual’s wishes, regularly checking health status is the employer’s duty as part of workplace safety management. We recommend organizing your response policy in light of the Ministry of Health, Labour and Welfare’s guidelines on employment management for foreign workers.

Q3. Do companies also hire non-Muslim Indonesians? Many people from Bali are Hindu, and Christians and Buddhists also live in the country. Confirming religious background at hiring allows individualized responses. Avoid assuming “Indonesian = Muslim,” and interviewing on an individual basis is the first step toward trust.

Q4. How strong is Indonesians’ desire for career advancement? It varies by person, but especially among younger generations the drive to upskill is high. Clearly presenting before joining “what skills can be gained at this company” raises candidate quality and retention. Preparing a skill-acquisition roadmap in Japanese and English is effective.

Q5. Can we hire Indonesian talent who do not speak Japanese? Required Japanese levels differ by status of residence and job content. Specified Skilled Worker requires passing a Japanese language test (roughly N4 level), while Technical Intern Training may require a relatively lower level. Strengthening post-hire Japanese language support can speed workplace adaptation.

Q6. How should we choose a sending organization? Many organizations in Indonesia send workers to Japan. Excessive fee collection by unscrupulous organizations has been a problem in some cases, so always confirm Indonesian government recognition, past sending track record, Japanese language training systems, and aftercare. Accepting organizations also have supervisory obligations, so early consultation with specialists is recommended.

---

Indonesian work values are rich, with multiple value axes—religion, group harmony, and family-centered priorities—intertwined. Whether a company treats that complexity as “difficult” or as “an advantage in hiring competition” greatly changes acceptance quality. Securing prayer space, designing Ramadan responses, multilingual pay statements, and embedding individual meetings—none of these require large costs, yet for Indonesian talent they function as a signal that “this workplace treats me as a person.” Hiring design that starts from a correct understanding of work values builds the foundation for long-term talent utilization.

Related articles: practical topics to review together

Please also review practical articles on related themes as needed.

Design retention measures from the reasons people leave

Before turning an understanding of work values into retention measures, knowing what actually leads to turnover makes it easier to set priorities. In turnover reasons and retention measures for Indonesian talent, we organize the issues around religion, daily living practices, and working conditions.