Prologue

When managing diverse teams, understanding cultural differences in workplace expectations is crucial. In this article, I compare the expectations and priorities of Japanese and American employees by analyzing the values of new graduates—values that often persist well beyond the initial ‘honeymoon’ period of their careers.

To gain insight into these expectations, I examined the Recruit Management Solutions 2024 New Grads Attitude Survey from Japan and the Handshake survey of American graduates. These surveys reveal fundamental differences in workplace priorities between Japanese and American employees, offering valuable guidance for managers who want to tailor their leadership approaches to build stronger, more cohesive teams.

In Japan, surveys like these are top of mind for hiring managers and Learning & Development professionals. Talent acquisition teams use them to refine company messaging during recruitment, while L&D professionals leverage them to ensure new graduate training programs remain aligned with evolving expectations. 

These insights are valuable not only for TA and L&D teams but also for managers shaping team-building strategies, as they provide a clear understanding of new grads’ mindsets and help strengthen engagement efforts. In this article, I’ll examine key findings from Japanese and American surveys and explore how managers can refine their engagement strategies accordingly.

Different Priorities: Japanese vs. American Employees

The results show that priorities are shaped by cultural norms, economic conditions, and long-standing workplace traditions.

Japanese New Graduates: A Focus on Personal Growth and Workplace Harmony

The 2024 survey of Japanese new graduates revealed that they prioritize:

• Workplace Etiquette and Discipline: The most valued factor was “learning workplace rules and manners” (45.2%). This reflects Japan’s cultural emphasis on hierarchy and professionalism in business settings.
• Certainty in Job Responsibilities: “Completing assigned work properly” (39.4%) was highly ranked, indicating that new employees want to prove their reliability and competence.
• Collaborative Work Environment: The most desirable workplace characteristic was “helping each other” (64.1%), showing a strong preference for teamwork and mutual support.
• Skill Development and Growth: Employees place high importance on “growth” (32.2%) and “contributing to the organization and society” (23.1%), reinforcing the idea that personal development is seen as a key workplace motivator.

Interestingly, only 3.2% of Japanese graduates were concerned about long-term job security. Instead, they were more worried about “keeping up with the work” (65.0%) and “getting along with their boss” (45.9%). This indicates that Japanese employees expect stability in their jobs but may feel pressure to perform well within established systems.

American New Graduates: Financial Security and Work-Life Balance

The 2024 Handshake survey of American graduates, on the other hand, found very different priorities:

• Financial Stability as a Key Driver: Over 70% of graduates prefer jobs with high starting salaries, and many are factoring in student debt when making job decisions. Graduates are expecting to spend years paying off their student loans making job security top of mind.
• Work-Life Balance and Mental Health Awareness: Nearly 80% of graduates reported experiencing burnout at university and seek companies that offer flexibility and mental health support.
• Job Security Concerns: While Japanese graduates appear to take stability for granted, American graduates indicated their worry about job security, with 77% expressing concerns about employment stability in their job search.
• Merit-Based Rewards: American employees expect pay and career progression to be directly tied to performance, in contrast to the more seniority-based system often found in Japan.

Adapting Management Styles to Employee Priorities

Given these differing expectations, managers should consider adapting their leadership styles to create a work environment where employees can thrive. Since these preferences persist beyond entry-level employees, these strategies also apply to long-term team management.

For Managers of Japanese Teams: Foster Growth and Collaboration

To align with Japanese employees’ expectations, managers could:

1. Emphasize Professional Development: Employees value growth, so offering clear career development programs, mentorship, and structured training will keep them engaged.
2. Prioritize Team Harmony: Encourage collaboration through structured teamwork initiatives and foster an environment where employees feel comfortable sharing ideas.
3. Provide Clear Expectations and Guidance: Employees want to succeed in assigned tasks, so setting clear goals and offering feedback through structured coaching will boost their confidence.
4. Build Strong Manager-Employee Relationships: Since many Japanese employees are concerned about their relationship with their boss, demonstrating empathy and offering individualized support will strengthen team morale.

For Managers of American Teams: Link Performance to Financial Incentives

To maximize motivation among American employees, managers could:

1. Offer Competitive Salaries and Benefits: Financial incentives are a top concern, so linking strong performance to raises and bonuses will keep employees engaged.
2. Provide Work-Life Balance Support: Address burnout concerns by implementing flexible work arrangements, wellness programs, and mental health support.
3. Be Transparent About Career Growth: Employees expect performance-based career progression, so providing clear pathways for promotions and salary increases is essential.
4. Ensure Job Security Through Growth Opportunities: Since job security is a major concern, managers should focus on upskilling employees and creating opportunities for career stability.

Conclusion: Maximize Performance by Fine Tuning Your Approach

Effectively managing employees requires recognizing that their motivations and expectations are shaped by cultural and economic factors. While Japanese employees tend to thrive in structured, collaborative environments that emphasize personal growth and workplace harmony, American employees are often driven by financial security, performance-based rewards, and work-life balance.

Although many of these priorities may seem universal, the survey results provide valuable context for understanding the underlying needs of Japanese and American team members. Employees may not always articulate these expectations explicitly in one-on-one meetings, making it even more important for managers to be proactive in addressing them.

By adapting management strategies to align with these expectations, leaders can foster stronger, more engaged teams and create workplaces that empower employees to reach their full potential. Whether managing a team in Tokyo or New York, success lies in understanding what employees truly value and tailoring leadership approaches accordingly.

How about you?

How have you navigated cultural differences in workplace expectations? I’d love to hear your insights in the comments.

If you’re looking for coaching to enhance your leadership effectiveness or training to build your assertive communication skills, contact me here.

Let’s work together to create more effective and culturally aware teams!