Recently, while researching Japanese “readiness,” I came across PERSOL Research Institute’s Global Employment Status and Growth Awareness Survey (2022). One theme in particular stood out: overseas assignments no longer seem to automatically appeal to younger Japanese employees the way they once did.
Japan needs globally ready talent more than ever.
As Japanese companies continue expanding internationally and foreign workers become a larger part of the workforce, the demand for globally capable managers continues to grow. Yet the survey results are telling us something different:
Younger employees are not automatically raising their hands for overseas assignments the way they once did.
Years ago, during my college days, many young Japanese participated in our summer programs at my university. Back then, studying abroad felt more financially accessible. The stronger yen made international experience feel within reach.
That was a while ago, and boy, things have changed.
The weaker yen has made overseas experience less accessible, and many younger employees appear far less certain about what they gain from stepping outside Japan.
Perhaps the question companies need to ask now is this:
How do we rekindle that drive?
How do we support younger employees in overcoming the self-doubt and communication anxiety that often come with the idea of working abroad? And how do we help them clearly see how global experience can contribute meaningfully to their long-term career growth?
The Japanese who thrived at my university had characteristics that went beyond simply wanting to learn the language. They were developing the ability to overcome the upfront discomforts of living abroad. They were willing to show up as themselves, remain vulnerable, build relationships outside familiar circles, and continue pushing themselves to adapt as authentically as they could.
Later on, after joining the workforce here in Japan, when I was managing an overseas MBA support program, I also noticed another challenge. Employees who returned with new perspectives and capabilities sometimes came back to managers who were unsure how to fully utilize them.
That experience has stayed with me.
Global assignments no longer sell themselves automatically in Japan. If companies want younger employees to embrace global opportunities, they may need to rethink how those opportunities are framed and supported.
Global readiness requires communication skills, which is a completely different muscle than language skills. This means helping employees develop the confidence, adaptability, communication habits, and psychological readiness needed to contribute outside familiar environments.
The companies that succeed here may be the ones best positioned to develop the globally ready talent they will increasingly need moving forward.