Trainees build up relationships with their mentors during their first three years of training, when their future development and career prospects are determined. In Hong Kong, however, the training department is in charge of the training program. Trainees submit their reports to their trainers who are not, however, their mentors. Graduate recruits in Japan formally become the management cadres who will be promoted by seniority until they reach the kacho level. They can therefore learn without fear of committing mistakes which will harm their career prospects.
Trainers enjoy lifetime employment and seniority based pay and promotion.
They therefore do not fear being replaced by their trainees in the future, and do not hesitate to impart theri skill and knowledge. The Hong Kong graduates, in contrast, are often better qualified than their trainers. This fosters a competitive atmosphere between trainers and trainees. Cultural differences mean that the Hong Kong trainees are more likely than are their Japanese counterparts to raise and discuss management problems in group discussion and reports. But Japanese management is unused to handling trainees' negative comments and sometimes fears they will affect the company's harmonious working relationships.