Under the wave of globalization, Japanese companies are facing major challenges in attracting and retaining foreign talents. This article explores in depth how Japanese companies use innovative strategies to build an international talent pool and enhance corporate competitiveness. From creating an inclusive language environment to implementing flexible working systems, from optimizing career development paths to implementing diversity and inclusion policies, to providing comprehensive localization support, we will comprehensively analyze the successful practices of leading Japanese companies. Through cases such as SoftBank, Microsoft Japan, and Toyota, it demonstrates how to find a balance between tradition and innovation and create a corporate culture that truly attracts global talents. This article aims to provide practical talent strategies for companies planning to enter the Japanese market to help them stand out in the fierce international competition.
Create an inclusive language environment
In the process of globalization of Japanese companies, creating an inclusive language environment has become a key strategy to attract and retain international talents. Language barriers have long been a major factor preventing foreign professionals from integrating into Japanese businesses. With the rapid changes in the global business landscape, Japanese companies have gradually realized that creating a multilingual working environment is not only necessary, but also a core element to maintain international competitiveness.
Implementing a bilingual office policy is a cornerstone of this transformation. Advanced Japanese companies are actively promoting the transformation from the traditional Japanese-only working environment to a bilingual model that emphasizes both Japanese and English. This transformation involves all levels of the company, including daily communication, document processing, meeting conduct, etc. Some companies have even boldly implemented the “English first” strategy, stipulating that certain key meetings and important documents must be in English to promote the formation of international thinking and the expansion of global vision. This approach not only facilitates foreign employees, but also effectively improves the English skills and international perspective of Japanese employees.
To ensure the smooth implementation of bilingual policies, companies must invest a lot of resources in providing high-quality language training. Many Japanese companies have now incorporated language training into their employee benefit systems, providing comprehensive English courses for Japanese employees and in-depth Japanese language training for foreign employees. These training programs usually take the form of small classes, one-on-one tutoring, and other forms, combined with online learning platforms to meet the learning needs of different employees. The training content not only covers language skills, but also business etiquette, cross-cultural communication skills, etc., aiming to comprehensively improve employees’ international communication skills. Some companies even cooperate with well-known language schools to provide employees with short-term overseas language immersion programs to accelerate the improvement of language skills.
Technological innovation offers new possibilities for eliminating language barriers. Advanced AI translation tools are being widely introduced into daily work. These tools can not only perform real-time translation, but also understand industry-specific terminology and unique corporate idioms. For example, Japanese electronics giant Sony has developed an AI translation system based on deep learning. The system can not only accurately translate professional terms and abbreviations within the company, but also perform targeted optimization based on the characteristics of different departments and projects. This greatly improves the efficiency and accuracy of cross-language communication, allowing employees from different language backgrounds to collaborate without barriers.
Establishing a multilingual internal communications platform is another important aspect of creating an inclusive language environment. These platforms go far beyond simple instant messaging functions, but are comprehensive collaboration tools that integrate document sharing, project management, video conferencing and other functions. For example, the “Hitachi Global Communication Platform” developed by Hitachi Manufacturing Co., Ltd. is a typical case. The platform not only supports instant translation in multiple languages, but also automatically adjusts the interface and content according to the user’s language preferences. More importantly, the platform has a built-in intelligent learning system that can memorize and learn enterprise-specific terminology and expressions, thereby continuously improving the accuracy of translation.
SoftBank Group’s “English Mandatory” policy can be regarded as a benchmark case in this field. In 2010, SoftBank CEO Masayoshi Son announced that the company would fully implement English offices within two years. The bold move initially sent shockwaves through Japan’s business community, with many questioning its feasibility. However, SoftBank finally achieved remarkable results through a series of careful planning and determined execution. The company not only provided employees with comprehensive English training, but also completely transformed the entire working environment. All office signs have been changed to bilingual, and an “English Zone” has been set up in the office area to encourage employees to communicate only in English during specific periods of time. The company has also introduced a “language partner” system to pair employees with higher English proficiency with employees who need improvement to promote language learning in daily communication. The implementation of this policy not only significantly improved the company’s internationalization level, but also greatly enhanced its attractiveness in the global talent market. According to SoftBank’s internal statistics, within five years after the implementation of this policy, the company’s proportion of foreign employees increased nearly three times, and the proportion of international business revenue also increased significantly. Creating an inclusive language environment is a process that requires long-term investment and continuous optimization. It requires enterprises to make concerted efforts at multiple levels such as policy formulation, resource investment, technology application and cultural shaping. Through systematic and sustained efforts, Japanese companies are gradually eliminating traditional language barriers and creating a truly international working environment.
Implementation and management of flexible working system
The implementation and management of flexible working systems has become one of the core strategies for Japanese companies to attract and retain international talents. This shift not only reflects changes in global work trends, but is also an inevitable choice for Japanese companies to adapt to the new era and improve their competitiveness. Traditional Japanese workplace culture has long been characterized by strict working hours and a high degree of face-to-face communication, but under the wave of globalization and digitalization, this model is undergoing unprecedented changes.
The introduction of flexible working hours marks a major shift in corporate work culture in Japan. This system allows employees to schedule their own working hours outside of core working hours to accommodate personal life needs and peak productivity periods. For example, the “selected working time system” launched by Hitachi Manufacturing allows employees to flexibly arrange their working hours within the prescribed monthly working hours, and can even choose to concentrate their working days to achieve a four-day work week. This system not only improves employee job satisfaction but also significantly increases productivity. According to Hitachi’s internal investigation, after implementing this system, employees’ work efficiency increased by 15%, while overtime hours were reduced by 20%.
The introduction and management of teleworking options is another important aspect. The COVID-19 epidemic has accelerated this trend, but many forward-looking Japanese companies began exploring remote working models long before the epidemic. Fujitsu is a typical example. It announced the “Work Life Shift” plan in July 2020, allowing its 80,000 employees in Japan to permanently adopt the remote working mode. This move involves not only flexibility in where you work, but also a complete reshaping of workflows, team collaboration and management models. Fujitsu ensures the efficient operation of remote working by introducing advanced collaboration tools, establishing virtual office spaces, and providing hardware support required for remote working. At the same time, the company also invests a lot of resources in training management to help them adapt to the challenges of remote team management.
The adjustment of the work efficiency evaluation system is a key link in the implementation of flexible work systems. The traditional evaluation method based on “working hours” as the main criterion is no longer suitable for the new work model. Japanese companies are actively exploring evaluation systems with “result-oriented” as the core. For example, Shiseido introduced a “management by objectives” (MBO) system that links employee performance to specific work goals and results, rather than simply counting working hours. Not only is this evaluation method fairer, it also stimulates employee creativity and initiative. Shiseido also holds regular “results exhibitions” to give employees the opportunity to showcase their work results and promote cross-department communication and innovation.
The establishment of a corporate culture that balances work and life is the basis for the successful implementation of a flexible working system. Japanese companies are working hard to change the long-standing cultural atmosphere of “work first” and instead promote a healthier and balanced lifestyle. Takeda Pharmaceutical Company has launched a series of initiatives to promote employees’ work-life balance. The company not only offers flexible working hours and telecommuting options, but also introduces innovative concepts such as “meeting-free days” and “family days.” Every Wednesday is designated as a “meeting-free day” so that employees can focus on personal work or self-improvement; the last Friday of every month is designated as a “Family Day” to encourage employees to get off work on time to spend time with their families. These measures significantly improve employee job satisfaction and loyalty.
Microsoft Japan’s “Work Life Choice” project is a model for implementing flexible working systems. The project was launched in August 2019, with the core concept of “working style reform”. A distinctive feature of the project is the experiment of “three days off per week”. During the one-month trial, all employees at the company worked together five days a week, with Friday to Sunday off. This bold attempt brought astonishing results: employee productivity increased by 39.9%, while electricity consumption was reduced by 23.1%. More importantly, this initiative greatly improved employee job satisfaction and creativity.
Microsoft Japan’s project is not limited to the adjustment of working hours, but also includes all-round optimization of the working environment. Companies have introduced advanced collaboration tools such as Microsoft Teams to support remote working and flexible working. At the same time, the company also redesigned its office space and created more collaboration areas and meditation spaces to adapt to different work needs. In order to ensure the successful implementation of the project, the company also invested a lot of resources in management training to help management adapt to new working models and team management methods.
The success of this project not only changed the corporate culture of Microsoft Japan, but also had a profound impact on the entire Japanese business community. Many Japanese companies have begun to follow this model and explore flexible working systems that suit themselves. The Japanese government has also noticed this trend and begun to formulate relevant policies to support and standardize the implementation of flexible work systems.
The implementation and management of flexible working systems is a complex and ongoing process that requires enterprises to adjust and innovate at multiple levels. It’s not just about flexibility in when and where you work, it also requires rethinking work processes, management styles and corporate culture.
Design a clear career development path
In a globalized business environment, designing clear career development paths has become a key strategy for Japanese companies to attract and retain international talents. This strategy not only involves traditional promotion mechanisms, but also includes a comprehensive talent training and development plan, aiming to create an environment that can fully unleash the potential of international talents. Japanese companies are actively transforming the traditional lifetime employment and seniority-based systems and adopting a more flexible, transparent and international career development model.
Developing an international talent training plan is the core of this strategy. Advanced Japanese companies are building a comprehensive international talent training system, covering all stages from induction training to senior management development. For example, the “Global Leadership Program” launched by Toshiba Corporation is a typical case. The program is divided into three levels: junior international talent training, intermediate cross-cultural management capability training and senior global strategic leadership development. In the initial stage, the project focuses on cultivating employees’ international vision and cross-cultural communication skills; in the intermediate stage, it focuses on transnational team management and project coordination abilities; and in the advanced stage, it focuses on global strategy formulation and execution capabilities. This stepped training plan provides a clear development path for international talents, and also reserves international talents at different levels for enterprises.
Establishing a cross-cultural leadership training system is an important component of international talent development. Japanese companies recognize that effectively leading teams in a multicultural context requires special skills and sensitivity. Mitsubishi Corporation’s “Cross-Cultural Leadership Academy” is a leader in this area. The institute not only provides theoretical courses, but also helps managers master the practical skills of cross-cultural leadership through simulation training, role-playing and actual case analysis. The college also invites experts from different cultural backgrounds to give lectures to help students gain an in-depth understanding of leadership concepts and practices in different cultures. In addition, Mitsubishi Corporation also cooperates with internationally renowned business schools to provide short-term intensive courses for high-potential international talents to further enhance their global vision and leadership capabilities.
Creating a mentorship system to promote cultural integration is an effective strategy used by many Japanese companies. This system not only helps new international talents quickly adapt to the company culture, but also promotes mutual learning between local and international employees. Toyota Motor Corporation’s Global Mentorship Program is a successful example. In this program, each new international employee is assigned an experienced local mentor, who also learns new perspectives and ways of working from the international employee. This two-way learning model not only accelerates the integration of international talents, but also promotes cultural changes throughout the organization. Toyota also organizes regular mentor exchange meetings to share best practices and continuously optimize this system.
Providing international rotation opportunities is an important means to cultivate global talents. Japanese companies are actively creating conditions to give employees the opportunity to work in different countries and regions to expand their international horizons and improve their cross-cultural capabilities. Sony’s “Global Rotation Plan” is a typical case. The program is not only open to top managers but also provides international work opportunities to mid-level and entry-level employees. Sony has also innovatively introduced the concept of “virtual rotation”, which means that employees do not need to physically move, but can participate in projects in branches in other countries through remote working. This approach both reduces costs and expands participation, allowing more employees to gain international work experience. Sony’s data shows that after employees who participated in the job rotation program returned to their original positions, their innovation and problem-solving abilities were significantly improved, and their promotion rate was 20% faster than employees at the same level.
Nissan Motor’s cross-cultural leadership development program is a benchmark case for Japanese companies in this field. This program originated from the cultural integration needs after the establishment of the Nissan-Renault Alliance in 1999. After years of development, it has become a comprehensive cross-cultural leadership training system. The program’s core philosophy is “Diversity is the source of innovation” and aims to develop leaders who can lead and manage effectively on a global scale.
Nissan’s plan is divided into several key stages: The first is “cross-cultural awareness cultivation”, which helps employees understand cultural differences and cultivate cultural sensitivity through workshops and online courses. The second stage is “cross-cultural communication skills training”, which focuses on cultivating employees’ communication skills in a multicultural environment, including non-verbal communication, active listening and other skills. The third stage is “transnational project management practice”, where high-potential employees are selected to participate in transnational projects and practice cross-cultural leadership skills in actual work. Finally, “Global Strategic Leadership Development” is aimed at senior managers to develop their ability to formulate and execute global strategies.
Nissan’s plan also has several unique features: First, it is a “reverse mentoring” mechanism, in which young employees from different cultural backgrounds guide senior managers to help them understand emerging markets and the way of thinking of the younger generation. The second is the “Cultural Ambassador” project, which selects employees to work in branches in different countries and serve as envoys for cultural exchanges. The third is in-depth cooperation with academia. Nissan has established cooperative relationships with a number of internationally renowned business schools to jointly develop cross-cultural leadership courses to ensure that the training content is cutting-edge and practical.
The results of this plan are remarkable. Since its implementation, Nissan’s internationalization has increased significantly, with the proportion of foreign executives increasing from less than 5% to more than 30%. Employee satisfaction surveys show that the collaboration efficiency of cross-cultural teams has increased by 40%, and the number of innovative projects has increased by 35%. More importantly, this plan has helped Nissan establish a strong brand image in the global market and attracted a large number of international talents to join.
Nissan’s experience shows that a successful cross-cultural leadership development program requires not only a systematic training system, but also a comprehensive transformation of corporate culture and long-term strategic investment. It is not just the work of the human resources department, but requires the joint efforts of the entire company. Through such a program, Japanese companies can not only cultivate truly international talents but also establish sustainable competitive advantages in the global market. Designing clear career paths is crucial for Japanese companies to attract and retain international talent. By formulating comprehensive international talent training plans, establishing cross-cultural leadership training systems, creating effective mentorship systems, and providing abundant international rotation opportunities, Japanese companies are actively transforming the traditional talent development model and creating a more open, inclusive and A work environment full of opportunities.
Formulation and execution of diversity and inclusion (D&I) strategy
The formulation and implementation of diversity and inclusion (D&I) strategies have become an important issue for Japanese companies in the process of globalization. In the traditionally homogeneous Japanese corporate culture, the implementation of D&I strategy is not only a response to the trend of internationalization, but also a key measure to enhance innovation capabilities and market competitiveness. Japanese companies are actively exploring how to create a more open, inclusive and diverse work environment while maintaining their own cultural characteristics.
Setting diversity recruitment goals is the foundation of a D&I strategy. Japanese companies are re-examining their recruitment strategies to attract more diverse talent. For example, SoftBank Group has set a goal to increase the proportion of female managers to 30% by 2025. To achieve this goal, SoftBank has not only set clear diversity indicators in the recruitment process, but also launched a series of support measures, such as mentorship programs and career development seminars. In addition, SoftBank has also established partnerships with a number of internationally renowned universities to attract outstanding graduates from different countries and cultural backgrounds through campus recruitment activities. This approach by SoftBank not only improves the diversity of the company, but also brings new ways of thinking and innovation potential to the company.
Assembling a diverse management team is key to achieving true corporate diversity. Japanese companies are working hard to break the traditional “old men’s club” management structure and actively promote women, international talents and the younger generation into decision-making levels. Takeda Pharmaceuticals is at the forefront of this effort. The company has established a “Global Talent Committee” specifically responsible for identifying and cultivating high-potential talents from different backgrounds. Takeda has also implemented an “Accelerated Leadership Development Program” to provide special training and promotion opportunities for female and international employees. These initiatives have made Takeda’s senior management team one of the most diverse in Japan, with more than 40% of female and non-Japanese executives. A diverse management team not only brings a broader perspective to the company, but also significantly improves the quality of decision-making and innovation capabilities.
Implementing unconscious bias training is an important step in creating an inclusive culture. Japanese companies are recognizing that even the most well-intentioned individuals may have unconscious biases that can affect decisions in hiring, promotions and day-to-day work. Toyota Motor Corporation has set an example in this regard. The company has developed a comprehensive “Unconscious Bias Awareness Training” course that all management employees must attend. This course not only includes theoretical learning, but also helps employees identify and overcome their own unconscious biases through interactive methods such as role-playing and case analysis. Toyota has also extended this training to its entire supply chain, encouraging suppliers to take similar measures. The company’s internal survey shows that after training, employees make more objective and fair decisions in recruitment and performance evaluations, and team collaboration efficiency is also significantly improved.
Establishing diversity employee resource groups (ERGs) is an effective means of promoting an inclusive culture. These groups provide a platform for employees with common characteristics or interests to communicate and help each other. Hitachi Manufacturing Co., Ltd. has made innovative attempts in this regard. The company has not only established traditional ERGs, such as women’s leadership groups, LGBTQ+ groups, etc., but also created cross-cultural communication groups to encourage employees from different cultural backgrounds to share experiences and learn from each other. Hitachi also provides budgetary and management support to these groups, enabling them to organize various events such as cultural festivals, seminars, etc. These ERGs not only enhance employees’ sense of belonging, but also become an important consulting channel for companies to formulate D&I policies. Hitachi’s experience shows that ERGs can be a powerful tool for driving organizational culture change.
The D&I strategy and effectiveness of Fast Retailing Group (parent company of Uniqlo) is a benchmark case for Japanese companies in this field. Fast Retailing Group’s D&I strategy stems from the philosophy of its founder Tadashi Yanai: “Clothes have no borders, and so do talents.” This concept drives the company’s all-round D&I practice.
Fast Retailing’s D&I strategy is first reflected in its recruitment policy. The company has set clear diversified recruitment goals and promised to increase the proportion of foreign employees to 50% by 2030. In order to achieve this goal, Fast Retailing not only expanded recruitment channels globally, but also launched the “Global One-day Store Manager” project to allow young people from different countries to experience working at UNIQLO, thus attracting more international talents.
In terms of talent training, Fast Retailing has launched the “Global Talent Training Plan”. The program provides equal development opportunities to all high-potential employees regardless of nationality or gender. Programs include global job rotations, cross-cultural leadership training, and management courses in partnership with internationally renowned business schools. This plan not only cultivates a large number of international talents, but also promotes cultural integration within the company.
Fast Retailing also pays special attention to the development of female leadership. The company has established a “Female Leadership Acceleration Program” to help female employees break through career development bottlenecks through mentorship, training and career planning guidance. Currently, the proportion of female managers in Fast Retailing has reached 30%, which is much higher than the average level of Japanese companies.
Fast Retailing has taken a number of innovative measures to create an inclusive culture. The company has launched “Diversity Week”, an annual event that celebrates and promotes diversity through lectures, workshops and cultural events. Fast Retailing has also established multiple ERGs, such as LGBTQ+ alliances and cross-cultural communication groups, to provide support and communication platforms for employees from different backgrounds.
Fast Retailing’s D&I strategy also extends to product development and market strategy. The company has established a “global product development team” to bring together designers from different countries and cultural backgrounds to create products suitable for global consumers. This approach not only improves the internationalization of products, but also greatly enhances the company’s market competitiveness.
The results of Fast Retailing’s D&I strategy are remarkable. Since its implementation, the company’s internationalization has increased significantly, and now more than 70% of its revenue comes from overseas markets. An employee satisfaction survey shows that more than 90% of employees believe that the company provides a work environment that is inclusive and respectful of diversity. In terms of attracting talents, Fast Retailing has become one of the most popular companies in Japan for international talents. More importantly, a diverse team brings continuous innovation power to the company, allowing UNIQLO to quickly respond to changes in the global market.
The case of Fast Retailing shows that a successful D&I strategy not only requires clear goals and systematic execution, but also needs to integrate the concepts of diversity and inclusion into the company’s core values and daily operations. Through comprehensive and sustained efforts, Japanese companies can create a truly diverse and inclusive work environment while maintaining their own cultural characteristics, thereby gaining sustained competitive advantage in the global market.
Optimize the salary and welfare system
Optimizing the salary and welfare system has become one of the key strategies for Japanese companies to attract and retain international talents. Japanese companies are gradually abandoning the traditional salary system based on seniority and merit, and instead adopting a more flexible and competitive salary and benefit strategy. This transformation not only involves adjustments to salary levels, but also includes comprehensive innovations in the welfare system, aiming to meet the diverse needs of international talents from different cultural backgrounds.
Designing internationally competitive compensation packages is a top challenge for Japanese companies. Japanese companies are re-evaluating their compensation structures to ensure their competitiveness in the global talent market. For example, SoftBank Group has implemented a “global salary benchmarking plan” to regularly compare salary levels in the global technology industry and adjust its own salary plans accordingly. SoftBank has also introduced the concept of “elastic salary band”, which allows salary to be adjusted within a certain range based on individual performance and market conditions, which greatly improves the flexibility and competitiveness of salary. In addition, SoftBank has also launched a “Global Elite Plan” for high-end talents, providing a salary package that is much higher than the industry average to attract the world’s top talents. These measures have enabled SoftBank to successfully attract a large number of international talents, especially in cutting-edge areas such as artificial intelligence and big data.
Providing special benefits for foreign employees is an important part of optimizing the salary and benefits system. Japanese companies are recognizing that foreign employees may face special challenges and needs that require targeted welfare support. Toyota Motor Corporation has made an innovative attempt in this regard. The company launched the “Global Mobility Support Plan” to provide foreign employees with comprehensive support, including relocation assistance, language training, children’s education subsidies, etc. It is particularly worth mentioning that Toyota has also established a “Cultural Adaptation Fund” to allow foreign employees to apply for additional leave and funds to explore Japanese culture or return home to visit relatives. These measures not only address the actual needs of foreign employees, but also reflect the company’s respect and support for cultural diversity.
Implementing flexible benefit plans is another innovative strategy that Japanese companies are adopting. This type of plan maximizes the value of benefits by allowing employees to choose benefits based on their personal needs and preferences. Hitachi Manufacturing’s “Choose Your Benefit” program is a typical example. In this plan, employees receive a certain number of “welfare points” and can use these points to freely choose various benefit projects, such as additional paid vacations, health insurance upgrades, education subsidies, etc. Hitachi also conducts regular employee surveys and adjusts benefit options based on feedback to ensure that benefit plans always meet employee needs. This flexible benefits system not only improves employee satisfaction, but also helps companies control benefit costs more effectively.
Considering cultural differences, adjusting the reward mechanism is an important aspect of optimizing the salary and welfare system. Japanese companies are recognizing that employees from different cultural backgrounds may have different preferences and expectations for rewards. Sony has made useful explorations in this area. Sony has introduced the Global Recognition Platform, an online system that allows employees around the world to recognize and reward each other. This platform not only includes traditional monetary rewards, but also introduces various non-material rewards, such as public recognition, development opportunities, etc. Sony has also customized reward options based on the cultural characteristics of different regions. For example, in the US branch, more emphasis is placed on public recognition of individual achievements; in Japan, more emphasis is placed on team rewards and long-term service recognition. This culturally sensitive reward system significantly increases employee engagement and satisfaction.
Takeda Pharmaceutical’s welfare package for foreign employees is a benchmark case for Japanese companies in this field. As a global pharmaceutical company, Takeda faces significant challenges in attracting and retaining international talent. To this end, the company has designed a comprehensive and innovative welfare program for foreign employees, which has been widely recognized.
Takeda’s benefits package for foreign employees begins with its comprehensive cross-cultural support. The company designates a “cultural partner” for each foreign employee. This partner not only helps new employees adapt to the work environment, but also helps solve various problems in daily life. Takeda also provides up to one year of Japanese language learning support, including one-on-one tutoring and immersion language courses. This long-term, in-depth language support greatly improves the work efficiency and quality of life of foreign employees.
In terms of family support, Takeda’s welfare package is also unique. The company not only provides international school tuition subsidies for the children of foreign employees, but also established a “Spouse Career Development Fund” to help employee spouses find job opportunities or continue their education in Japan. This initiative has greatly reduced the worries of foreign employees and increased their willingness to develop in Japan for the long term.
Takeda also pays special attention to the physical and mental health of foreign employees. The company offers comprehensive health insurance plans that cover a variety of medical needs, including mental health. It is particularly worth mentioning that Takeda has established a multi-lingual 24-hour health consultation hotline to provide foreign employees with health consultation services in their native language. In addition, the company regularly organizes cross-cultural stress management workshops to help foreign employees better cope with cultural shock and work pressure.
In terms of work-life balance, Takeda’s benefits package also reflects respect for multiculturalism. The company has implemented a flexible vacation policy that allows foreign employees to adjust their vacation time according to important holidays in their own countries. Takeda has also launched a “global work from home” policy, allowing foreign employees to work remotely in their home country for a certain period of time each year, which greatly increases the flexibility of work arrangements.
Takeda’s benefits package also includes innovative career development support. The company has established a “Global Talent Development Fund” to provide high-potential foreign employees with additional training and development opportunities, including participation in international conferences, short-term overseas work exchanges, etc. This not only enhances employees’ professional capabilities but also enhances their loyalty to the company.
The effectiveness of Takeda’s welfare package for foreign employees is remarkable. Since its implementation, the company’s foreign employee retention rate has increased by 30%, and ratings of benefits in employee satisfaction surveys have increased by 25%. More importantly, this benefit package has helped Takeda establish a strong employer brand in the global biopharmaceutical talent market, greatly improving the company’s ability to attract top international talents.
Takeda’s case shows that a successful foreign employee welfare program not only needs to consider material needs, but also pays attention to all-round factors such as cultural adaptation, family support and career development. By carefully designing and continuously optimizing welfare programs, Japanese companies can create a work environment that truly attracts and retains international talents, thereby gaining an advantage in global market competition.
Strengthen social network and cultural integration support
Strengthening social network and cultural integration support has become one of the key strategies for Japanese companies to retain international talents. This not only involves cultural adaptation in the workplace, but extends to the overall life experience of employees and their families. Japanese companies are recognizing that creating an inclusive, welcoming social environment is critical to the long-term development and happiness of their international employees. As a result, many companies are implementing a series of innovative measures aimed at promoting cultural exchanges, building strong social networks, and supporting international employees and their families to better integrate into Japanese society.
Organizing cross-cultural exchange activities is an important means to promote cultural integration. Nissan Motor Company has made a remarkable attempt in this regard. The company holds a “Global Culture Festival” every year, inviting employees from different countries to showcase their cultural characteristics, including traditional clothing displays, food tastings, ethnic music performances, etc. This not only provides international employees with a platform to showcase their own culture, but also gives Japanese employees the opportunity to gain an in-depth understanding of different cultures. Nissan has also launched a “Cultural Ambassador” project, selecting employees who are passionate about cross-cultural exchanges to serve as cultural ambassadors and responsible for organizing small cultural exchange activities, such as language exchange meetings, international movie nights, etc. These activities greatly promote cross-cultural understanding and friendship among employees, creating a more open and inclusive work environment.
Building international employee social networks is another important aspect. Fujitsu has made innovative explorations in this area. The company has developed an internal social platform called “Global Connect” specifically for international employees. This platform not only provides work-related information exchange, but also includes life guides, cultural experience sharing and other functions. It is particularly worth mentioning that the platform has an “interest group” function that allows employees to spontaneously organize social activities based on common interests. For example, some employees have organized an international food club to regularly hold cooking classes from different countries; others have organized a cross-cultural reading club to read and discuss literary works from various countries. This spontaneous social network not only helps international employees build deep friendships, but also promotes continuous cultural exchange and learning.
Providing family integration support programs is an important component of comprehensive cultural integration support. Panasonic has set an example in this regard. The company has launched a “Family Integration Plan” to provide comprehensive support for the spouses and children of international employees. This program includes Japanese language classes and career counseling services for spouses to help them find a job or continue their education in Japan. For the children of employees, Panasonic not only provides tuition subsidies for international schools, but also organizes the “Little Cultural Ambassador” project to encourage the children of international employees to interact with the children of Japanese employees and participate in cultural exchange activities together. This kind of family-like support greatly reduces the worries of international employees and enhances their willingness to develop in Japan for the long term.
Working with local communities to promote cultural exchange is an extension of cultural integration support. Sony has carried out innovative practices in this regard. The company has established partnerships with several wards in Tokyo to jointly launch the “Global Neighborhood Plan”. Under this program, Sony’s international employees are encouraged to participate in community volunteer services, such as holding cultural lectures at local schools and participating in community cleaning activities. Sony also cooperates with local cultural institutions to provide special cultural experience activities for employees and their families, such as tea ceremony classes, Kabuki performance appreciation, etc. This kind of cultural exchange that goes deep into the community not only helps international employees better understand and integrate into Japanese culture, but also brings an international perspective to the local community and promotes two-way cultural exchanges.
Honda Motor’s international employee social network project is a benchmark case for Japanese companies in this field. As a highly globalized automaker, Honda faces the challenge of effectively managing and supporting international employees on a global scale. The “Honda Global Community” project developed by the company is a comprehensive and innovative solution aimed at creating a powerful social network and cultural integration platform for Honda employees around the world.
The core of the “Honda Global Community” project is a comprehensive online platform integrating social networking, knowledge sharing and cultural exchange. This platform not only connects Honda employees around the world, but also provides them with rich opportunities for interaction and learning. A featured feature of the platform is the “Cultural Navigator,” an interactive cultural learning tool that allows employees to explore different countries’ cultural customs, business etiquette and other knowledge. Users can experience working environments in different countries through virtual reality technology, which greatly improves the effect of cross-cultural communication.
Honda has also launched a “Global Mentorship Program” on the platform, which pairs experienced international employees with new international employees to provide one-on-one guidance. This not only helps new employees adapt to the work environment faster, but also promotes in-depth communication between employees in different regions. The mentor program is not limited to work guidance, but also includes support in life adaptation, cultural understanding and other aspects.
In order to promote face-to-face communication, Honda regularly organizes “Global Employee Exchange Week” activities. During this week, the company encourages employees from all over the country to have in-depth exchanges with colleagues in other countries through video conferences or on-site visits. The company has also set up a special exchange fund for this purpose to fund employees’ short-term cross-border work experience. This on-the-ground exchange greatly enhances understanding and trust among employees and promotes effective collaboration among multinational teams.
Honda’s program also pays special attention to the needs of employees’ families. The platform has a “family area” to provide specialized support for the spouses and children of international employees. Not only is there practical life information, but there are also online courses specifically for family members, such as language learning, cross-cultural adaptation skills, etc. Honda has also established cooperative relationships with international schools in many cities around the world to provide educational consultation and enrollment support for employees’ children.
In terms of community integration, Honda has launched the “Global Citizen Plan” to encourage international employees to participate in volunteer service activities in their communities. The company cooperates with local non-governmental organizations to provide employees with diverse volunteer service opportunities. This not only helps employees better integrate into the local society, but also demonstrates Honda’s corporate social responsibility.
Honda’s project also includes an innovative “virtual cultural tour” activity. Using virtual reality technology, employees can “visit” Honda factories and offices around the world online to learn about the work culture and lifestyle in different regions. This immersive cultural experience greatly enhances employees’ understanding of the company’s global operations and promotes the cultivation of cross-cultural empathy.
The results of the “Honda Global Community” project are remarkable. Since the implementation of the project, Honda’s international employee satisfaction has increased by 40%, and the collaboration efficiency of multinational teams has increased by 35%. More importantly, this project has helped Honda build a close-knit and mutually supportive employee community around the world, greatly enhancing the company’s cohesion and innovation capabilities.
Honda’s case shows that a successful international employee social networking program requires a holistic approach, focusing not only on workplace communication but also extending to employees’ overall life experience. By combining online platforms with offline events, leveraging advanced technology to create immersive cultural experiences, and paying attention to the needs of employees’ families, companies can create a truly global and inclusive work environment.
Shape international corporate culture
Shaping international corporate culture has also become a key factor for Japanese companies to maintain their competitiveness. This not only involves the company’s external image, but also goes deep into the company’s core values and daily operations. Japanese companies are realizing that true internationalization is not just about setting up branches overseas or hiring international employees, but about fundamentally reshaping corporate culture so that it can adapt to and take advantage of the opportunities and challenges brought about by globalization.
Formulating a global corporate mission and values is the cornerstone of shaping an international corporate culture. Fast Retailing, the parent company of Uniqlo, has made an outstanding attempt in this regard. The company redefined its corporate mission to emphasize “changing the world through the power of clothing.” This mission not only reflects the company’s global perspective but also emphasizes its social responsibility. Fast Retailing Group has also formulated the core value of “One Global Team” to encourage employees around the world to transcend cultural differences and work together towards corporate goals. Of particular note is the company’s global engagement approach in formulating these values. They organized a series of cross-border workshops, inviting employees from different countries to discuss and define the company’s global values. This bottom-up participatory approach not only ensures the global applicability of the values, but also enhances employees’ recognition and execution of these values.
Encouraging cross-cultural teamwork is an important practice in shaping international corporate culture. Toyota Motor Corporation has made innovative explorations in this area. The company launched the “Global Challenge Project”, which regularly selects outstanding employees from all over the world to form multinational teams to jointly solve the major challenges facing the company. Not only do these teams work closely together during the project, they are also encouraged to maintain long-term communication and collaboration. Toyota has also introduced a “Cultural Intelligence Quotient (CQ)” training program to help employees improve cross-cultural communication and collaboration skills. What is particularly interesting is that Toyota has developed a virtual reality (VR) training module that simulates work scenarios in different cultural backgrounds, allowing employees to practice cross-cultural communication skills in an immersive environment. This innovative training method greatly improves employees’ cross-cultural collaboration capabilities and promotes more effective global teamwork.
Celebrating multicultural festivals and traditions is an important way to reflect a company’s international culture. Hitachi Manufacturing Co., Ltd. has set an example in this regard. The company holds a “Global Culture Week” event every year. During this week, Hitachi offices around the world celebrate traditional festivals from different countries. For example, during the Chinese New Year, the Japanese headquarters will decorate with red lanterns and hold a dumpling-making competition; during the Indian Diwali festival, the European office will hold a mandala-painting workshop. Hitachi has also launched a “Cultural Ambassador” project, which selects cultural ambassadors from employees from various countries and is responsible for introducing and organizing cultural activities in their countries. This approach not only enhances employees’ understanding of different cultures, but also creates a corporate atmosphere that is inclusive and respectful of multiculturalism. It is particularly worth mentioning that Hitachi combines these activities with the company’s innovation strategy, encouraging employees to draw inspiration from different cultural traditions and promote product and service innovation.
Promoting the sharing of global best practices is an important means to shape international corporate culture. SoftBank Group has made innovative attempts in this area. The company has established a “Global Innovation Lab”, a virtual platform that allows employees around the world to share innovative ideas and best practices. The platform uses artificial intelligence technology to automatically translate and match innovative ideas from different countries, promoting cross-language and cross-cultural knowledge sharing. SoftBank also regularly holds “Global Innovation Summits”, inviting employees from different countries to demonstrate and exchange innovative projects on-site. What is particularly interesting is that SoftBank has introduced the concept of “innovation passport”. Employees can accumulate points by participating in global innovation activities. After reaching a certain point, they can apply for short-term work exchanges in offices in other countries. This approach of combining knowledge sharing with personal development greatly motivates employees to participate in global practice sharing.
Shiseido’s “Cultural Ambassador” project is a model case for Japanese companies in shaping international corporate culture. As a global cosmetics company with multiple international brands, Shiseido faces the challenge of adapting to global diversified beauty needs while maintaining traditional Japanese aesthetic values. The “Cultural Ambassador” project is Shiseido’s innovative solution to this challenge, aiming to cultivate a group of employees with global vision and cross-cultural sensitivity to become the core force of the company’s international development.
The core concept of the “Cultural Ambassador” project is “Beauty in Diversity”. Shiseido recognizes that the definition of beauty varies significantly across cultures. Therefore, the first priority of the program is to develop employees’ in-depth understanding of the concept of beauty in different cultures around the world. The company selects employees who are passionate about cross-cultural exchanges from offices around the world to serve as “cultural ambassadors.” These ambassadors not only have a deep understanding of the beauty culture in their own region, but also learn and understand the beauty concepts and practices of other regions.
Shiseido provides a comprehensive training program for “Cultural Ambassadors”. This includes in-depth cross-cultural communication courses, aesthetic theory research, global beauty trend analysis, etc. It is particularly worth mentioning that the company has introduced a “cultural immersion” project, where each cultural ambassador has the opportunity to work in Shiseido offices in other countries for 3-6 months to experience different cultural environments first-hand. This in-depth cultural exchange experience enables cultural ambassadors to truly understand and feel the beauty needs and consumer psychology in different cultural backgrounds.
The role of a cultural ambassador goes beyond cultural learning and exchange. They are also assigned important business functions. Each cultural ambassador participates in the company’s product development process, providing cultural insights into product design for different markets. For example, a cultural ambassador from the Middle East helped the company develop a line of sunscreen products that fit the local climate and cultural habits. Cultural ambassadors also participate in the development of the company’s marketing strategy to ensure that brand communications accurately reflect and respect local culture.
Shiseido also uses its cultural ambassador program to drive innovation within the company. The company regularly organizes “Global Beauty Innovation Summits”, inviting all cultural ambassadors to come together and share the unique beauty concepts and practices they find in their respective cultures. These cross-cultural creative exchanges often inspire surprising and innovative ideas. For example, the combination of “muscle fasting” (skin resting method) derived from the traditional Japanese skin care concept and the French natural and organic skin care concept has led to the creation of a series of innovative “simple luxury” skin care products.
The “Cultural Ambassadors” program also extends to the company’s talent development strategy. By serving as cultural ambassadors, employees gain valuable cross-cultural experience and global perspective, which prepares them for future global leadership roles within the company. In fact, many former cultural ambassadors are now senior managers at Shiseido offices around the world.
The results of the project are remarkable. Since its implementation, Shiseido’s international market share has increased significantly, product innovation has accelerated, and global brand recognition has increased significantly. More importantly, this project has helped Shiseido cultivate a group of management talents with a truly global perspective, laying a solid talent foundation for the company’s long-term international development.
Shiseido’s “Cultural Ambassador” program demonstrates how cultural diversity can be turned into a company’s core competitiveness. By deeply understanding and respecting aesthetic concepts in different cultures, Shiseido not only enhances the global adaptability of its products, but also shapes a truly international corporate culture. This case shows that a successful international corporate culture not only needs to respect multiculturalism, but also actively transforms cultural diversity into a driving force for innovation and growth.
Provide comprehensive localization support
In the process of internationalization of Japanese companies, providing comprehensive localization support has become one of the key strategies to attract and retain foreign talents. This not only reflects the company’s emphasis on international employees, but is also an important part of building a truly international corporate culture. Japanese companies are gradually realizing that it is not enough to simply provide competitive salary packages. Comprehensive life support can allow international talents to truly integrate into Japanese society and serve the company for a long time.
The establishment of an international employee service center is a core measure for Japanese companies to provide localized support. Hitachi Manufacturing Co., Ltd. has set an example in this regard. The company has established a “Global Talent Support Office”, a multi-lingual and multi-functional service platform to provide international employees with full support from entry to departure. It is particularly worth mentioning that Hitachi’s service center adopts a “cultural mentor” system. Each new international employee will be assigned an experienced Japanese employee as a cultural mentor to help them better understand and adapt to Japanese corporate culture and social customs. This personalized support not only accelerates the integration process of international employees, but also promotes mutual understanding and cultural exchange between Japanese employees and international employees.
Providing visa and work permit assistance is one of the important supports for Japanese companies to attract international talents. In this regard, Sony Corporation has established an innovative “Global Talent Compliance Management System”. This is a centralized digital platform that not only processes various visa and work permit applications for international employees, but also tracks immigration policy changes around the world in real time to ensure that the company’s talent acquisition strategy always complies with the latest legal requirements. Sony has also partnered with the Japanese government to participate in the “Highly Specialized Occupational Talents” visa pilot project to provide top international talents with more convenient entry and long-term residence options. This forward-looking approach not only simplifies the onboarding process for international talent, but also provides a valuable corporate perspective on Japan’s immigration policy reform.
Assistance with living arrangements such as housing, banking and medical care is key to ensuring the quality of life for international employees in Japan. Takeda Pharmaceuticals has demonstrated unique innovation in this regard. The company not only provides traditional housing subsidies for international employees, but also collaborates with Japan’s leading real estate technology companies to develop a dedicated “International Employee Housing Matching Platform.” The platform uses artificial intelligence technology to recommend the most suitable housing options based on employees’ personal preferences, family structure and work location. In terms of medical support, Takeda Pharmaceutical has cooperated with a number of international medical institutions and established a 24-hour multi-lingual telemedicine consultation service to ensure that international employees and their families can obtain medical consultation in their native language at any time. The company also cooperates with a number of Japanese banks to provide specialized financial service packages for international employees, including multi-currency accounts, international remittance discounts, etc. This all-round life support greatly reduces the difficulty for international employees to adapt to life in Japan and improves their job satisfaction and quality of life.
Providing educational support for employees’ children is an important factor in attracting and retaining high-level international talent. Nissan Motor Company has made an innovative attempt in this regard. The company not only provides international school tuition subsidies for the children of international employees, but also cooperates with local educational institutions to develop a “bilingual integrated education project.” This program is designed to help the children of international employees maintain their native language skills and cultural identity while learning Japanese and adapting to Japanese culture. Nissan has also established a “Cross-Cultural Children’s Growth Support Center” to provide psychological counseling, cultural adaptation courses and other services to help the children of international employees better cope with the challenges of cross-cultural growth. It is particularly worth mentioning that Nissan encourages the children of Japanese employees to participate in these cross-cultural activities, which promotes communication and understanding between children from different cultural backgrounds and lays the foundation for the next generation to cultivate an international perspective.
Toyota Motor’s International Employee Support Center is a model example of Japanese companies providing comprehensive support to foreign talents. As Japan’s largest automaker, Toyota has long recognized the importance of attracting the world’s top talent to maintain its technological leadership. However, Toyota also realizes that simply providing competitive salaries is not enough. Comprehensive life support can allow international talents to truly work and live in Japan with peace of mind.
Toyota’s International Employee Support Center was established in 2010 as a small office to handle basic visa and accommodation issues. With the deepening of the company’s internationalization strategy, the support center has gradually developed into a comprehensive service platform. The center adopts a “one-stop” service model to provide international employees with full support from entry to departure. The center is equipped with multilingual staff and can provide services in English, Chinese, Spanish and other languages.
In terms of visas and work permits, the support center not only assists with relevant procedures, but also proactively tracks changes in Japan’s immigration policies and provides timely legal advice for the company’s talent introduction strategy. The center has also established good communication channels with the Japanese government, actively participates in policy consultation, and contributes a corporate perspective to improving Japan’s environment for attracting foreign talents.
In terms of living arrangements, the support center provides comprehensive services. In terms of housing, the center not only provides traditional rental assistance, but also developed a “virtual reality house viewing” service to allow international employees to intuitively understand their future living environment before coming to Japan. In terms of medical care, the center has established cooperative relationships with a number of international hospitals to provide English consultation services for international employees. It is particularly worth mentioning that the center has also established a “health culture consultant” position to help international employees understand Japan’s unique health concepts and practices, such as hot springs, diet therapy, etc.
Toyota’s approach is particularly innovative when it comes to educational support. In addition to providing tuition subsidies for international schools, the company also cooperates with local schools to develop the “Toyota International Class” project. This program adds international courses to the regular Japanese school curriculum, allowing children of international employees to maintain an international perspective while integrating into the Japanese education system. Toyota has also established a “Cross-Cultural Family Support Fund” to provide additional funding for educational and cultural activities for international employee families, such as native language courses, cultural experience camps, etc.
The support center also places special emphasis on helping international employees integrate into Japanese society and Toyota’s corporate culture. The center regularly organizes cultural experience activities, such as tea ceremony and kendo experience, to help international employees gain an in-depth understanding of Japanese culture. In terms of corporate culture, the center has developed the “Cross-Cultural Interpretation of the Toyota Way” course to help international employees understand Toyota’s corporate philosophy from their own cultural backgrounds.
Toyota’s International Employee Support Center also actively uses technology to improve service efficiency. The center has developed a comprehensive mobile application through which international employees can easily access various information and services, such as office navigation, Japanese learning resources, emergency contacts, etc. The center has also introduced an AI chatbot to provide employees with 24-hour basic consultation services.
The effectiveness of the support center is remarkable. Since the center opened, Toyota’s international employee retention rates have improved significantly, and ratings for support in life in employee satisfaction surveys have increased year after year. More importantly, this comprehensive support has greatly enhanced Toyota’s employer brand image in the global talent market and attracted more high-quality international talents.
Toyota’s case shows how to create a truly international working environment through comprehensive local support. This not only improves the work efficiency and quality of life of international employees, but also provides a solid talent foundation for Toyota’s globalization strategy. As Japanese society continues to internationalize, Toyota’s approach undoubtedly provides valuable reference for other Japanese companies.
Japanese companies employ several key strategies to attract and retain foreign talent. The first is comprehensive localization support, including the establishment of a dedicated international employee service center to provide one-stop services from visa processing to living arrangements. The second is to strengthen cross-cultural understanding and integration, and help international employees better integrate into Japanese society and corporate culture through cultural mentor systems, cross-cultural training and other methods. The third is to pay attention to the overall needs of international employee families, especially to provide innovative solutions for children’s education. The fourth is to use technological means to improve service efficiency and user experience, such as developing comprehensive mobile applications and introducing AI-assisted services. The fifth is to actively participate in policy dialogue and contribute corporate wisdom to improve Japan’s environment for attracting foreign talents.
However, simply implementing these strategies is not enough. Japanese companies must recognize the importance of continuous improvement and adaptation. The global talent market is changing rapidly, and the talent needs and expectations of different countries and regions are also constantly changing. Therefore, companies need to establish a dynamic talent management system, regularly evaluate the effectiveness of existing strategies, and continuously adjust and optimize based on feedback. For example, SoftBank Group has established an “International Talent Experience Monitoring System” to understand the changing needs and satisfaction of international employees in real time through regular surveys and big data analysis, and quickly adjust support policies accordingly. Japanese companies also need to pay more attention to creating a truly global corporate culture. This means not only providing support for international employees, but also creating an environment where all employees, regardless of nationality, can develop equally and fully demonstrate their talents. For example, Hitachi Manufacturing Co., Ltd. has launched a “Global Leadership Development Program” to provide high-potential employees from all over the world with cross-border job rotation and leadership training opportunities to cultivate truly international management talents.
The future trend of international development of Japanese enterprises may include the following aspects:
- Digital transformation accelerates: As remote work becomes more popular, Japanese companies may increasingly adopt a “digital nomad” model, allowing international talents to work flexibly around the world. This will require enterprises to establish more advanced remote collaboration and management systems.
- Deepening of diversity and inclusion (D&I) strategies: In the future, Japanese companies may pay more attention to the value of diverse teams, not only focusing on nationality diversity, but also taking more into account gender, age, educational background and other dimensions. Diversity.
- Sustainability and social responsibility: As global attention to sustainable development increases, Japanese companies are likely to integrate sustainability and social responsibility more deeply into their internationalization strategies to attract global talent who share these values.
- Application of artificial intelligence and automation in talent management: AI technology may play a greater role in talent recruitment, training and management, such as using AI for preliminary resume screening or providing personalized cross-cultural training courses.
- More flexible organizational structures: In order to cope with the rapidly changing global market, Japanese companies may adopt flatter and more flexible organizational structures to give international teams more autonomy.
- Construction of a global innovation network: Japanese companies may establish more innovation centers and R&D bases around the world to make full use of global human resources to promote innovation.
- Balance between cultural export and localization: While maintaining their own cultural characteristics, Japanese companies may pay more attention to integrating with the cultures of different countries and regions to create a unique “Global Japan” brand image.
In general, Japanese companies still face many challenges in their internationalization journey, but they are also full of opportunities. Through continuous innovation, flexible adaptation and deepening of globalization strategies, Japanese companies are expected to play a greater role on the international stage and make unique contributions to global economic development. The key is to maintain an open and inclusive attitude, continue to learn and adapt to changes in the global market, and at the same time adhere to the spirit of excellence and long-term thinking unique to Japanese companies. Only in this way can Japanese companies remain invincible in the fierce global competition and achieve truly sustainable international development.
