Thinking of working in Japan? It’s good to know what you’re in for

**Thinking of working in Japan? It’s good to know what you’re in for**

By Rochelle Kopp, contributing writer

So you’re thinking of working for a Japanese firm. You might be wondering whether what you’ve heard about working in Japan is true. Or, if you’re already working here, you may wonder if what you’re experiencing is typical.

I’ve devoted my career to the subject of non-Japanese working in Japanese companies. I was caught up in the first wave of hiring of non-Japanese employees, back during the bubble economy, when I got a job at the headquarters of a large Japanese bank.

Puzzled at why things didn’t work the same way that they did when I was at an American company back in Chicago, I became curious about how Japanese organizations operate and how non-Japanese can succeed in them. I ended up going back to grad school, writing a book on this issue, and, for the past 25 years since, have been consulting to Japanese global companies on cross-cultural and human resource topics. I split my time between Japan and the United States, where I work with non-Japanese employees working in Japanese companies in both places in industries ranging from cars to video games to pharmaceuticals.

When doing seminars at clients, I ask people what they enjoy most about working in a Japanese organization, and what they find most challenging. I’ve compiled a summary of the top themes that come up.

**Positives**

First let’s take a look at the things that non-Japanese mention most frequently as being what they like most about working in a Japanese organization. Of course, these don’t necessarily apply to every specific company and workplace.

It’s good to keep in mind that there can always be too much of a good thing, and that for every one of these strengths there can be a downside if it’s taken too far. One thing’s for sure, it’s important to keep these positives in mind if just for your own sanity — dwelling on the negatives can easily lead to unhappiness.

**Politeness**: Care in interactions with others is one of the hallmarks of Japanese culture, and this translates in the workplace as people making an effort to be pleasant and nonconfrontational. It’s easy to take for granted once you get used to it, but it can be a noticeable contrast to the more rough-and-tumble atmosphere of some non-Japanese companies.

**Teamwork**: Japanese are very good at working in teams to get things done and, naturally, prefer to collaborate with others. This means that colleagues can be very supportive, and also creates a natural sense of belonging.

**Social contacts**: Teamwork extends outside of the company with a lot of socializing with colleagues, most often over drinks after work. For those that enjoy it, this can lead to very strong relationships in the office.

**Consensus in decision-making**: True to their team nature, Japanese companies prefer to make decisions based on the consensus of everyone in the group. With the exception of some Japanese companies that are very top down, most firms strive to make sure that everyone (or at least their representatives) is on board with any decisions. Many non-Japanese employees appreciate this consensus-based approach.

**Planning, process and details**: Japanese companies spend an enormous amount of energy on planning, with detailed information gathering and analysis. They also put a lot of emphasis on the process, including attention to small details. This leads to high levels of quality and a disciplined, organized approach. Many non-Japanese say they learn a lot from this thorough and methodical way of working.

**Ability to execute**: As a result of the careful planning and attention to detail, Japanese companies are very good at following through with a plan. Once a Japanese company has decided to do something, it makes sure to get it done.

**Lack of pigeonholing**: Job definitions in Japan tend to be vague, which can give you an opportunity to get involved in areas beyond what you were originally hired for. There is often also scope to take initiative and suggest improvements or new activities, even if you are in an entry-level position.

**Increased responsibility**: Being one of a small number of non-Japanese employees can give you the opportunity to get involved in activities and take on more responsibility than might be possible when working in your home country. It also gives you more visibility and potential exposure to senior-level workers. There is a lot of potential to leverage your unique skills and viewpoint, including your native language.

**Opportunity for learning**: There is nothing like being inside a Japanese company for deepening your knowledge of Japanese business, not to mention your language skills.

**Challenges**

Alright, waiting for the other shoe to drop? Here it goes. The Japanese office is far from being a utopia and the following criticisms are also pet peeves for many Japanese. Take a deep breath and commiserate, here are the challenges of working for a Japanese company.

**The language barrier**: Even if you speak Japanese well, doing all your work in Japanese can be a strain. And if you don’t speak Japanese, you’ll find that there is always information that is not easily accessible. Your Japanese colleagues will likely also be struggling with a language barrier, which can sometimes lead to them thinking it’s not worth the effort to try and communicate.

**Indirect communication style**: People often tell me that the reluctance of their Japanese colleagues to say “no” clearly is a source of frustration. Until you get used to this style of communication, it may be difficult in pick up on the subtle negative signals that Japanese send instead of coming out and speaking directly. This is especially true if you’re from a culture that prefers to “tell it like it is.” The reluctance to confront people with negative information can also turn into passive-aggressive behavior.

**A need to read between the lines**: Not only do Japanese tend to be indirect, their communication style also tends to be vague. Instructions or feedback may be conveyed very nonspecifically, leaving non-Japanese to wonder what the real meaning is. Or, in some cases, nothing may be said at all, with the expectation being that you’ll somehow figure it out.

**Lack of positive feedback**: One of the things that tends to get left unsaid in Japanese culture is positive feedback. It’s rare for Japanese managers to praise verbally, and instead they tend to have a laser focus on what needs to be improved. This can feel disconcerting if you’re used to positive reinforcement.

**Takes a long time to get anything done**: The carefulness, planning and consensus-oriented decision-making discussed earlier has the effect of creating long drawn-out processes when making a decision. The large number of layers in the hierarchy and the myriad bureaucratic rules typical of Japanese firms can add to the time needed to finalize anything.

**Slow to change**: A corollary of the slowness to make decisions is a tendency to stick to the status quo and avoid change. This stems from the risk-averse nature of Japanese culture and incentive structures that harshly punish failure. As a result, middle managers in particular tend to be very reluctant to try anything new, lest it fail and doom their careers. As a result of the difficulty making changes in a Japanese organization, many employees — both Japanese and non-Japanese — can lose hope and become embittered.

**Detail orientation**: The Japanese pursuit of perfection means that tremendous energy may be devoted to relatively minor aspects of the work. This can be time-consuming and lead to extra work, not to mention the danger of losing sight of the forest for the trees.

**Unclear career path**: Japanese companies tend to not define clear career paths for their Japanese employees and, in the case of non-Japanese, the potential future paths are usually even less well mapped out. While there can be a great upside potential, there is also the danger of being stuck in a dead-end position.

**Long working hours**: This is one of the most notorious aspects of Japanese workplaces. The amount of overtime expected can vary significantly by company — anywhere from none to “a punishing amount.” Realizing this is a problem for all employees, many Japanese firms are attempting to restrict overtime as part of recent “workstyle reform” efforts.

**We're all in the same boat**

Of course, issues with Japanese firms and how they manage employees is not only a concern of non-Japanese workers — many of the above challenges are things that frustrate Japanese employees as well.

Interestingly, some recent surveys of non-Japanese working in Japan have turned up similar themes. A survey conducted by job placement firm Adecco showed 77 percent of those surveyed being satisfied with their jobs, with the content of the work and the relationships with co-workers being the top reasons for their satisfaction. The negatives included indirect communication among the top responses, as well as concerns about lack of equality for women in the workplace and perceived discrimination against non-Japanese in general.

In a similar survey conducted by GPlusMedia in 2017, respondents mentioned the opportunity to live in Japan, the cultural experience and good benefits as the best part of working in Japan, and poor work-life balance, lack of flexibility and inequality as their top concerns. For those thinking of leaving their position at a Japanese firm, lack of career progression and compensation issues were the top reasons given.

Again, these are all generalizations, every situation is different. Depending on the specific corporate culture of the firm that you work for and your own personality and tastes, some of the things discussed here may be more or less applicable, and more or less appealing or annoying to you personally.

## Comments

* M.: Some good points indeed, but arguably the most important thing was left out: hierarchy is all-important. So try not to work FOR Japanese, but be the boss yourself. Easier said than done, but remember the boss is always right.

Also, being racist is considered a personality trait here. As in: not everybody (thank God), but for the whole bunch who are, it's simply a "Mr. Satō doesn't like foreigners" thing. Just like some people don't like pickles, or windy days. Don't expect other people to call him out on that. Hey, he doesn't like them. (Yes, I'm saying racist with people who speak good Japanese, not the usual excuse "it's just because we can't understand each other.")

It would be so nice if I was wrong but I'd rather have people read this advice and think long and hard before coming. As the article says, "the danger of being stuck in a dead-end position" is very real.
	+ J. (at M.): I call it "benign racism." It just goes without saying that if you're a foreigner, you don't or can't understand things Japanese. If you like umeboshi, for example, you are odd. Expect there to be special contracts and rules for the foreigners, and usually they are less generous. Watch your less qualified Japanese colleagues get promoted over you. Speak perfect Japanese to a stranger and see them recoil in shock and quickly move away, as though a dog had suddenly stood up on its hind legs and spoken to them. Date a Japanese person and maybe fall in love, but don't be surprised if he/she keeps you hidden, secret, and marriage is out of the question. Enter a hot spring bath, and observe the other Japanese guests all get out, without a word, as if the water had suddenly become dirty. Not everywhere, everyone or always; just some of the things I experienced in my 25 years there.
	+ S.J. (at M.): Unfortunately, corporate Japan is full of many such Mr. Satōs. Some years ago, I used to work at a large Japanese company in central Tokyo. Due to the international nature of this particular company, it employed a handful of Westerners to deal with foreign clients.

	One of the most memorable such characters at this company was Mr. Kawakami. His main mission in life seemed to be going around the office trying to harass all the foreigners there. His favorite was to sneak up behind them as they were sitting working at their desks and intentionally bump into them by pushing their chairs as he walked past behind them. This guy was a senior executive there and yet these are the types of childish things he spent doing all day long - and people wonder why Japanese companies are losing competitiveness! It was truly pathetic.
* D.M.: You forgot to mention the sub-standard compensation and glass ceiling.
	+ B.I.T. (at D.M.): The glass ceiling exists doubly for women.

	if you came to Japan as a foreign female executive you may have a better chance to show what you can do, since there are higher expectations from the beginning. You will still have to fight to prove yourself, but you at least have a foot in the door.

	But if you came here on your own rather than transferring from abroad, you can forget finding a decent job. The glass ceiling means men get promoted to management and get better-paying jobs since it is assumed that men "know more" just by virtue of being men. Women aren't given credit where it is due and are just assumed to be less able, so getting a chance to prove yourself is almost impossible.
* B.: a lot of these are causal. the consensus approach for example, means nothing get changed and everything takes a long time.
* MeH: *Japan is a bad place to work and live. Japanese people are xenophobic and racist. They don't like foreigners.*
So why do yo go to Japan to work? Nobody has forced you to go there and make Japan a bad place to live. Do Japanese take you there as slaves?!
Don't go to Japan. Nobody has forced you to do so. Live in your own country or go to Europe, AU or US. They have everything there even #MeToo movement!!!
	+ B.I.T (at MeH): I think the question isn't "why did you come here." The question is, "why did you stay once you realized how racist it is."

	The answer is simple - they live here because Japan is their home. They have a family, a job, pets, a house, and a life here. Uprooting yourself is often not a possibility, particularly if your spouse is Japanese and your children grew up here, or if you have better job prospects in Japan than you would if you went back to your country of origin. There is such a thing as an economic migrant.

	People may not have a choice, or even if they do, would rather stay because they are invested here and otherwise like it here. Moving abroad is not cheap or easy, and most people either do not have that option nor do they want to leave, since Japan has become their home.

	That means the REAL real question is, "why should people put up with racist behavior instead of trying to change things via criticism", and "why do you expect people to tolerate racism".
		- Guest: **This comment was deleted.**
		- B.I.T. (at Guest): The very fact that you said "if racism wasn't a problem then, it shouldn't be a problem now" indicates you a) know that racism exists in Japan; b) you think that it is possible to tolerate racism.

		Racism should not be tolerated. If you can't agree with that, then I don't see the point in engaging with you further.

		I also question your final statement. Do you live in Japan? Because if you do, then you are contributing to the "chaos" you think is inherent in immigration. If you really believe that immigration creates "a chaotic world" then should leave Japan immediately. Otherwise you are a hypocrite .

		Or maybe you don't actually believe what you say you believe. Maybe you just like arguing, in which case we are done here as I have zero interest in that.
* f.r.: What kind of desperate person would abandon its pleasant home country to work in a Japanese company in alienating Japan???
In Japan you either are

①your boss/self-employed, enjoying rich beautiful Japan
②work for a 外資系 (foreign firm with reasonable norms and normal people) + nice stress-free environment
③work for jpn people... be it being an "assistant language teacher" (a.k.a. pet gaijin/human tape recorder) or in a 100% japanese company where your every single action will stand out and any of your new ideas you be dismissed as "not compatible with Japan" (aka: shut up gaijin)
	+ P. (at f.r.): Regarding point 3, you might have more success if you provide ideas that are compatible with the country you are living in ;)
* GIJ: “Teamwork"

Well, on my first day working for a domestic Japanese company in Japan (I no longer work there), one senior person in my division was yelling at the top of his voice at another senior person in my division. It was right in the middle of a typical, Japanese-style open office where all the desks are bunched together without any barriers. That was awkward. So much for teamwork.

There is a lot of tension at domestic Japanese companies in Japan. One problem is that employees, at least the men, assume that they're employed for life. They're never quitting, never changing companies ever. I don't think this kind of rigidity and inflexibility in one's career plans is conducive to a great working environment. For Japanese men in Japan, entering a domestic Japanese company is a lot like marrying into a family in a Catholic country where divorce is outlawed.

Certainly, job security is a great thing to have. But treating anybody who would entertain the thought of moving to another company as a weird, hyper-individualistic "un-Japanese" outcast seems a bit outdated and behind the times in 2019.
	+ S.J. (at GIJ): "Politeness" and "Teamwork" are frankly the two most overused cliches when it comes to Japan. I really wish so-called foreign "experts" on Japan would quit pandering to the Japanese and stop overusing such misleading terms.

	I have years of experience working professionally at large corporations in both the U.S. and Japan. By far, I have found the work culture in America to be much more professional, mature and polite than in Japan. Even though, I have worked for fewer years in Japan than in America, I have seen many more incidents of Japanese people acting rudely, unprofessionally and throwing childlike tantrums here in Japan. Heck, I have even witnessed Japanese executives throwing things at each other and at foreign staff, as well as, get into physical altercations at work which resulted in a lot of pushing and shoving. Never ever in all my years of working in the U.S. did I experience anything even close to this.

	The author seems to confuse groupthink, sheep-like behavior, blind loyalty and an unhealthy extreme deference to authority - all hallmarks of Japanese work culture - with teamwork. It just shows her lack of understanding of what real teamwork is all about, especially in the modern world of today.

	Finally, there can be no teamwork without trust. But, trust is in extremely short supply in Japan. In fact, the Japanese have the lowest level of trust in their employers, bosses and co-workers, among all countries surveyed by the global consulting firm Ernst & Young a couple of years ago. Findings from this survey were reported in The Japan Times under the heading, **"Japanese workers distrust their employers, survey shows"**.

	The E&Y survey results showed that Japan comes dead last in all three categories out of eight countries surveyed about whether workers trust their company, their boses and their colleagues. In Japan, only 21 percent of employees trust their employer, only 22 percent of the employees trust their bosses and only 22 percent of employees trust their teams/colleagues. By comparison, the U.S. did vastly better than Japan in this survey, since the numbers for the U.S. for these three categories were 38, 50 and 46 percent respectively. Even China did better than Japan, where the survey results were 40, 45 and 53 percent respectively. Think about these findings next time someone uses the same old cliches of Japanese politeness and teamwork!
* S.J.: In an attempt to be "balanced", the author paints an overly positive picture of what it's like for foreigners to work in Japan. There are good reasons why Japan is one of the most unattractive destinations globally for highly skilled foreign professionals. As per the widely reported 2017 IMD World Talent Ranking, Japan ranks 51st among 63 nations globally and last among 11 Asian nations surveyed about the country's attractiveness to highly skilled foreign professionals. By glossing over the reasons for Japan's dismal ranking, the author does a disservice to her readers.

Results of this survey were reported in **"Japan Ranked Last Choice in Asia for Top Foreign Talent"**, Bloomberg, Nov. 21, 2017, and in, **"Japan ranks dead last in Asia for top foreign talent"**, The Japan Times, Nov 21, 2017. According to these:

"Japan ranks last among 11 Asian nations for its appeal to highly skilled foreign employees, behind countries including Indonesia, Thailand and Malaysia, according to the 2017 IMD World Talent Ranking released Monday. Worldwide, Japan ranked 51st among 63 nations."
	+ T.S. (at S.J.): As I told you the last time you repeated this false statistic about Japan's ranking in the 2017 IMD World Talent Ranking, Japan Ranked 31st that year.

	The Bloomberg article was mistaken, and then the Japan Times picked up the Bloomberg article and repeated the mistake.

	You can EASILY research this yourself by searching for the ACTUAL report (which can readily be found online), or by visiting the IMD website for yourself.

	In the 2016 IMD report Japan was ranked 31st; in the 2018 report Japan is ranked 29th. Common sense should tell you that Japan couldn't have been ranked 51st in the year between those. And, in fact, it wasn't. Japan was ranked 31st.

	But I guess you would rather just continue to spout incorrect information, even knowing it's wrong, because it fits better with your Japan-bashing narrative.

	Whatever...
		- S.J. (at T.S.): @T.S.

		It is you who is mistaken, since you seem confused about two different statistics from IMD. The 2017 IMD survey I have cited is about how attractive Japan is for **highly skilled foreign professionals**. Japan does in fact rank last in Asia and close to bottom globally in this ranking. I do not believe this to be an annual survey, so as far as I know IMD did not conduct this same survey in 2016 or 2018.

		The survey you have cited is the IMD World Talent Tanking and is different from the one I'm talking about. The IMD World Talent Ranking applies to **local talent**, since it measures countries’ performance in things like education, apprenticeships and workplace training for their **local workforce**.

		So, you're comparing apples and oranges, since the first survey is about Japan's attractiveness to foreign workers and the second is about how good Japan is in developing its own Japanese citizens for the workplace. If you still disagree with me and believe that the Bloomberg and The Japan Times news reports are wrong, then I suggest that instead of trolling me, you submit an "Error Report" to these news organizations asking them to fix their error. Of course, this will never happen since their reporting is accurate.
* N.D.Y.D.C.: What a polite article.
From the people I know and respect: if you are a foreigner working in Japan you are a 3rd class citizen and treated with the bare minimum of respect (which, quite frankly, is a lot better compared to the US and its immigrant workforce)
Expect 12+ hour work days .
	+ B. (at N.D.Y.D.C.): yes but they're very polite about it. you're not a 3rd class citizen as such, you just "don't understand" japanese ways and thus raises and promotions are "difficult".
	+ f.r. (at N.D.Y.D.C.): This if you have to put up with japanese people during your work.
	Be your boss and every japanese company you visit will be ultra polite, serving snacks and calling you "sensei" (not the meaning "teacher").
	Took me years to break free from the alienating Japan work culture and the gaijin x nihonjin everyday interactions, couldn't be happier.
* M.L.: Oh, -- and if you're foreigner working for Japanese firm, don't get arrested!
	+ P. (at M.L.): If you do not have success, you won't get arrested :-)
* o.: Politeness can in some cases be a positive thing, but more often it is only the form to communicate without any meaning. There is a reason why so many (Japanese) people at schools, universities and companies have problems with human relations und bullying.
And the so called "lack of pigeonholing" often means, that in case someone in charge doesn't like your face, you will get transferred to a place and position which makes it easy for you to terminate your contract.
Anothr way of looking at "consensus in decision-making" is that meetings will last for hours and hours, and suddenly one person decides something without taking any pros & cons into consideration. Best just to forget the idea to be a single person or even to have a contrary opinion.
The whole article looks very Japanese: it has positives and "challenges". And the latter are mostly due to the inability of foreigners to adjust.
	+ S.J. (at o.): Such positive bias is very common in pieces written about Japan by foreign "experts" who rely on Japan for their livelihood. Experience has taught them that writing honestly about Japan (which often requires constructive criticism of the country) will get them banished and blacklisted in Japan forever and prevent them from getting any future work here.

	This is why self-censorship and dishonest journalism are the rule in Japan, which of course has a chilling effect on any honest discussion of what Japan is really like. That's also why the perception and reality of Japan are so different. For example, people outside Japan are shocked at Carlos Ghosn's treatment here. But, none of it surprises those of us who have worked professionally in Japan, since we know that such Japanese behavior is simply business-as-usual and routine here in Japan.

	As for politeness, I agree with you, but I do think foreigners often confuse Japanese formality with politeness. Such formality is actually often used as a disarming tactic and facade in Japan to hide behind, so foreigners are usually clueless about what's really going on. Behind the facade of formality, Japanese business is often extremely ruthless, scheming and unscruplus. Do not count on a sense of fair play or proportionality, since there is a "the ends justifies the means" mentality in Japan. A recent piece in the Financial Times, "Nissan’s chief Hiroto Saikawa shows ruthless streak", (Nov 24, 2018) offers some good insights.
		- A.Y. (at S.J.): [I apologize to the mod for writing bad words out of spite on my previous comment. I removed them for this new version:]

		Funny because here in the West we can't write honestly about the West (which requires constructive criticism of identity politics) without the fear of being banished from future work here. Specially if you are willing to work with culture, arts, media, the humanities and so on.

		I see you gaijins in Japan complaining so much on this article. How about swaping places? There in Japan I can focus on hard work and never hear any PC stuff anymore, while here you can go back to all the meaningful "criticism" you want so much.

		Also you cited Machiavelli to describe Japanese culture but may not have noted it. That says a lot about the state of Western culture and how westerners treat their own tradition nowadays.
* P.: A fine, fair article!
In response to the question: it certainly depends on the company and how or by whom it is managed, but generally I'd say "最初で最後".
And if you ask why, I must confess that I am unable to explain it in rational terms.
	+ M-LM (at P.): From 1963 through 1969, I worked for a Japanese-German joint venture in Tokyo. The real bad guy was the German Director. My worst boss ever!
		- P. (at M-LM): Yes, there are also bad Germans around. That is why I added "it depends on the company and how or by whom it is managed". If you ask many people you get varied views, which is absolutely normal. My exposure to Japanese companies lasted 23 years, and no German director there to help me :-)

## Source

* https://www.japantimes.co.jp/community/2019/01/30/how-tos/thinking-working-japan-good-know-youre/#.XbOVO7JE2hA