Today, many international talent reside in Japan and play an indispensable role as a workforce in a country facing progressive population aging and a declining birthrate.

Against this backdrop, some companies are already improving the workplace environment for foreign employees in anticipation of intensifying competition for outstanding international talent.

Drawing on examples from such companies, this article examines support case studies that can help international talent thrive going forward.

Workplace Improvements Companies Are Already Making with Foreign Employees in Mind

In Japan, where labor shortages are expected to grow even more severe, foreign workers have become indispensable for many companies struggling to secure talent, and many organizations are experimenting with ways to improve foreign employee retention.

This article introduces examples of initiatives by such companies.

Case Study: Casio Computer Co., Ltd.

Casio Computer Co., Ltd., which hires many foreign employees, recruits foreign talent by job category and identifies assigned duties before they join the company.

Because many foreign workers are career-oriented, the company began this approach believing that offering an optimal environment for gaining relevant experience would be a major selling point in recruitment.

In practice, job-category hiring is common overseas as well, so applications became easier for foreign candidates and the company attracted more applicants.

The company has also prepared a prayer room for Muslim employees and taken steps so that cafeteria dishes clearly indicate whether they contain pork or alcohol, out of consideration for those who cannot consume them.

In addition, as a retention measure, the company subsidizes exam fees when foreign employees take the Japanese-Language Proficiency Test (JLPT) and encourages them to sit for the exam.

Improving Japanese proficiency is closely tied to career advancement in Japan for foreign employees, and the accepting organization appears to have designed this measure believing that higher Japanese levels among foreign staff also improve communication with Japanese colleagues and customers.

Case Study: Initiatives Announced by 7-Eleven

In 7-Eleven’s convenience store operations, labor shortages are especially severe, and international student part-time workers are a major part of the workforce.

Looking at data for the top four convenience store chains other than 7-Eleven, foreign workers account for 7% of all employees, underscoring how dependent the industry is on foreign staff.

Against this backdrop, 7-Eleven has announced support centered on the following items (1) through (4).

(1) Training on 7-Eleven operations and job introductions

Registering employees in the 7-Eleven database, introducing job openings at nearby 7-Eleven stores when foreign employees move, and holding training dedicated to foreign staff so they can learn skills such as product ordering.

(2) Building a database of employment records for use as credit support when contracting with banks or real estate agents

By creating a 7-Eleven database (storing data such as schools attended, work history, and nationality) and sharing that information with real estate agents and financial institutions when foreign nationals undertake difficult procedures in Japan—such as applying for credit cards or rental housing contracts—the company can help vouch for their creditworthiness and lower the difficulty of these procedures.

(3) Partnering with schools attended by foreign nationals and other institutions to offer courses useful for career advancement—such as language, bookkeeping, and programming—and collaborating with major vocational schools to provide opportunities to acquire skills that help foreign employees in job hunting, including bookkeeping, language, and programming.

(4) Providing information on company information sessions and internships

Mediating proprietary courses and internships and providing information on company information sessions.

Case Study: Dream Arts Corporation

Driven by a desire to attract diverse, high-caliber employees from around the world, the company has pursued initiatives for foreign talent, and foreign nationals already make up 20% of head-office staff.

It encourages participation in internal events such as parties and creates settings that generate more opportunities for communication outside of work. The company also conducts job questionnaires twice a year, reflects the results in each employee’s career development, and works to close gaps between current roles and future career paths.

Case Studies from Companies Employing Specified Skilled Workers

Case Study: Yachimata Sanchoku-kai Co., Ltd.

At companies that employ Specified Skilled Workers and technical intern trainees, conducting simple Japanese tests linked to the job—such as vegetable variety names—and thoroughly teaching cleaning methods during pre-entry training and guidance before arrival has reduced friction with Japanese staff after joining. Investing generously in pre-employment education has also reduced later hassles.

The company encourages participation in events such as Bon Odori festivals and, if foreign employees wish, allows them to join the fire brigade in which the senior managing director participates.

In addition, when a foreign employee falls ill, an interpreter accompanies them so that even those with limited Japanese do not feel anxious. The company also makes a point of increasing communication through casual conversation with Japanese staff during work. While some accepting organizations, supervising organizations, and Registered Support Organizations set rules even for private time (such as days off) for technical intern trainees and Specified Skilled Workers in order to avoid unforeseen lifestyle troubles, this company takes a hands-off approach and lets them enjoy their free time.

While some companies differentiate compensation between Japanese and foreign workers, this firm grants annual April pay raises on the same basis as Japanese employees, gives foreign employees who obtain a driver’s license a group-leader-like status, and when technical intern trainees transition to Specified Skilled Worker status, raises wages by about 3% and implements stepwise wage increases for high-performing talent.

Case Study: Kamata Farm Ltd.

Kamata Farm Ltd., which employs Specified Skilled Workers and technical intern trainees, implements a variety of measures to boost foreign employees’ motivation.

The company also encourages and supports foreign employees in obtaining driver’s licenses. Because the environment is inconvenient without a car, a license is considered essential, and the company covers all costs for license acquisition and kei car purchases. Wanting to do as much as possible up front to put employees at ease, it also strengthens Japanese-language education to help them pass the license exam.

For current foreign employees, the company envisions them eventually taking on managerial roles overseeing junior international talent, and plans career advancement for those who obtain a large special vehicle license.

A Japanese-language instructor who graduated from a faculty of education holds Japanese classes every Wednesday from 7:00 to 8:30 a.m. In these classes, they teach using JLPT N1 textbooks. Because of the nature of the work, employees cannot leave the livestock barns, so company trips are not possible; however, the farm holds welcome parties and social gatherings to let off steam, which also serve as opportunities for communication between Japanese and foreign employees.

Conclusion

This article introduced support case studies implemented by companies that accept foreign employees.

We also saw that support for foreign employees—especially Specified Skilled Workers—can differ in substance

as well.

We recommend that companies planning to hire international talent in the future also consider their support measures.