This article introduces good practices from companies that are already accepting workers under the Specified Skilled Worker program, which took effect in April 2019 and has been eagerly awaited by many Japanese companies as an alternative to technical intern trainees.

Case studies of accepting Specified Skilled Workers in nursing care

Initiatives implemented by accepting organizations

〇 They thoroughly add furigana to difficult kanji so Specified Skilled Workers can more easily confirm residents’ names.

〇 They have set up a support desk using LINE and hold networking events to create an environment where workers feel comfortable seeking advice.

〇 They also take religious considerations into account for meals provided to foreign nationals, including Specified Skilled Workers.

〇 They have built a study support system so workers can pass nursing care–related qualification exams.

Benefits of accepting Specified Skilled Workers

〇 Japanese employees are motivated by the diligent work of Specified Skilled Workers.

〇 Because they already have basic nursing care knowledge before starting work as Specified Skilled Workers in nursing care, they learn quickly.

〇 Compared with Japanese workers, they have fewer preconceived notions and subjective views, so they can acquire job skills from a more objective perspective.

〇 There are many statuses of residence that allow employment of foreign nationals in nursing care, but the Specified Skilled Worker status of residence has a simple, clear purpose: addressing labor shortages.

This is easier to understand when considering that the Technical Intern Training Program and Designated Activities (EPA) aim at technology transfer and obtaining certified care worker qualifications, respectively.

〇 Some companies see the ability to change jobs as a disadvantage, but it requires them to think about how to become an employer of choice for foreign nationals, which is positive for reforming the mindset of accepting organizations.

Case study 1 of accepting Specified Skilled Workers in manufacturing

Purpose and reasons for accepting Specified Skilled Workers

〇 Because they cannot secure Japanese employees.

〇 They hope workers will continue employment at local subsidiaries or similar after the five-year Specified Skilled Worker period ends.

Benefits of accepting Specified Skilled Workers

〇 Specified Skilled Workers with high Japanese proficiency translate manuals into their native languages, allowing junior technical intern trainees to use those manuals and learn the work more quickly.

〇 Specified Skilled Workers can provide guidance to technical intern trainees.

〇 Specified Skilled Workers can also serve as interpreters for technical intern trainees.

Case study 2 of accepting Specified Skilled Workers in manufacturing

Purpose and reasons for accepting Specified Skilled Workers

〇 They lacked mid-level skilled talent for work that is neither simple labor nor requires highly advanced technology or skills. They wanted to accept former technical intern trainees who had completed their training as Specified Skilled Workers.

Measures for retaining Specified Skilled Workers

〇 They encourage active participation in local festivals, volunteer activities, and company events. As town events had been declining due to the falling birthrate and aging population, and after receiving requests from neighborhood associations, they actively involve foreign nationals including Specified Skilled Workers to liven up events.

〇 To improve Japanese proficiency, they hold Japanese study sessions two to three times a week, with class placement starting three months before the Japanese-Language Proficiency Test (JLPT) held every July and December, for foreign nationals including Specified Skilled Workers who will take the exam.

〇 On payday, they provide a letter with a message from the company president along with the pay slip.

Case studies of accepting Specified Skilled Workers in agriculture and fisheries

Initiatives by accepting organizations

〇 A prefectural public-interest corporation, a JA Group entity, and a staffing company jointly invested to establish a new corporation for staffing. They are implementing a system to dispatch Specified Skilled Workers on a spot basis during busy seasons, pooling their respective know-how.

〇 They actively encourage participation in bus trips and local sports tournaments.

〇 When employing technical intern trainees, the system limited employment to a maximum of one year, so even good talent had to return home quickly. Under the Specified Skilled Worker program, employment for up to five years is possible, enabling longer-term human resource development.

Measures for retaining Specified Skilled Workers

〇 They are considering promoting Specified Skilled Workers to supervisory roles and similar positions based on ability.

〇 They invite a Japanese language instructor and provide Japanese learning opportunities once a week, teaching with N1-level textbooks.

〇 Because they stay connected with employees via SNS and similar channels, they maintain close communication and help prevent interpersonal issues among staff.

〇 They had workers obtain driver’s licenses with company support.

〇 Compared with Japanese employees, they have high motivation and productivity, and Japanese workers are also motivated by them. While Japanese employee retention is low, foreign nationals including Specified Skilled Workers enjoy their work and diligently do their best.

Case studies of accepting Specified Skilled Workers in food and beverage manufacturing

Initiatives by accepting organizations

〇 They actively participate in local activities (such as calligraphy classes and festivals) to communicate with local residents.

Case studies of accepting Specified Skilled Workers in food service

〇 They employ foreign nationals with various statuses of residence and prepare career plans according to each person’s level and other factors.

〇 They intentionally assign Specified Skilled Workers not to busy urban locations but to suburban stores so they can thoroughly learn Japanese and customs. After that, they have them work as core store staff, which also boosts their motivation.

Case studies of accepting Specified Skilled Workers in building cleaning

Initiatives by accepting organizations

〇 By conducting extensive building cleaning training during pre- and post-entry training for Specified Skilled Workers, they make the start of employment smoother.

〇 They have established wage rules for motivation, such as pay raises upon passing Japanese language tests or building cleaning skills exams.

〇 They strengthen teamwork between Japanese and foreign staff by holding internal events such as bowling tournaments and mountain climbing.

〇 They provide free Wi-Fi so workers can call family in their home countries immediately after moving into dormitories.

〇 They employ native-language interpreters and maintain a system for consultation in workers’ native languages at any time.

Evaluation of Specified Skilled Workers

〇 By using the Specified Skilled Worker program as a next step after completing Technical Intern Training, employment for up to 8–10 years including the technical intern training period becomes possible, stabilizing employment.

〇 Because wages also increase, they have a stronger sense of responsibility than when they were technical intern trainees.

Reference: Good practices in accepting international talent under Specified Skilled Worker and related programs

Summary

This article introduced initiatives, evaluations, acceptance purposes, and more from companies already accepting Specified Skilled Workers.

Currently, most Specified Skilled Workers are said to be talent who have completed three or more years of Technical Intern Training. One major difference between technical intern trainees and Specified Skilled Workers is whether job changes are allowed.

Because job changes are possible, accepting organizations that do not welcome Specified Skilled Workers with solid systems in place may see them change jobs quickly.

Also, technical intern trainees often work at prescribed wages, but for Specified Skilled Workers it is necessary to pay wages equal to or higher than those of Japanese workers, so it is difficult to employ them as cheap labor.

Going forward, accepting organizations that employ foreign nationals will also need to build acceptance systems with reference to cases like those introduced here. We recommend reconsidering your acceptance framework from the perspective of the Specified Skilled Workers you employ.