1 in 4 Japan new hires consider quitting if not assigned to desired department: survey

TOKYO — Roughly one in every four new recruits in Japan think about either declining to join the company or quitting soon if not assigned to their desired department, according to a job-hunting support firm survey.

As another survey found a rejection of training policies in which supervisors “demonstrate rather than speak,” it appears that a review of job assignments and training has become essential to retain new employees.

Leverages Co. conducted an online survey of 131 students registered with their “Career Ticket” new graduate job-hunting service between Jan. 26 and Feb. 16, prior to graduation season this spring.

According to the survey, 24.6% of respondents would consider declining to join a company or resigning within six months if their assignment differs from their requests. Leverages analyzed that “compared to previous years, a larger percentage of respondents place more importance on conditions such as assigned department and salary.” Specifically, many respondents apparently said that they would consider early resignation if the “work location or area” differed from what they wanted.

On the other hand, the most common reason given for staying at the company despite undesired work assignments was “to develop skills,” selected by 19.2%. This was followed by “interest in the work” and “it’s my company of choice” at 17.2% each, exceeding responses about salary and benefits.

Separately, JAIC Co., which also provides job-hunting support services, conducted a survey of 136 registered job seekers in their 20s including those who graduated and are currently unemployed or have worked for several years. It found that 52.2% of respondents hoped their bosses make the most of their strengths and individuality in training. In contrast, very few respondents wished superiors to show them the way without saying much, at 2.2%, or give them a pep talk, at 1.5%.

The company analyzed that “what is needed to retain young employees is not the ability to explain or persuade, but the ability to interact with them.” They propose a review of training methods that were once the norm, such as leading by example and giving pep talks.

(Japanese original by Akihiro Nakajima, Business News Department)