🇺🇸 Turning Point in Hiring for Japanese Companies in the U.S. (Part 2)
― From “Headquarters-Driven” to Locally Led Hiring ―
In Part 1, we discussed how the decline and aging of the Japanese population in the United States—accelerated by the Lehman Shock, the COVID-19 pandemic, and shifts in U.S. visa policies—has made Japanese–English bilingual talent increasingly scarce.
In this second part, drawing from the July 2025 JETRO New York seminar by our CEO, Masato Fujihara, we explore how Japanese companies must transform their hiring strategies moving forward.
🏢 A New Era Where Hiring Speed Determines Everything
Fujihara emphasized one fundamental challenge facing many Japanese companies in the U.S.: slow hiring decisions.
In major cities like New York and Los Angeles, candidates are often lost because companies wait for approval from headquarters in Japan. In addition, the tendency for Japanese firms to “match each other’s pay scales” puts them at a disadvantage in local hiring markets.
“Decisions must be made based on local market standards, not headquarters’ standards. In hiring, speed and flexibility are everything.”
This mindset is the first step to staying competitive in the U.S. labor market.
🌎 Hiring “Success Patterns” Differ by Region
In the Midwest, Southeast, and Texas, we see many Japanese companies adopting a faster, more locally driven hiring approach. Trends in these regions include:
- Hiring proactively without fear of terminations
- Using automation in manufacturing to offset labor shortages
- Prioritizing potential over perfect bilingual ability
This “localized management style” has become the norm.
In contrast, many companies in New York and Los Angeles still operate with Japan-style decision-making, leading to situations where candidates accept other offers while companies are still “under review.”
What’s needed now is the flexibility to adapt hiring strategies to local culture and regional differences.
💬 From Finding the “Perfect Hire” to “Hiring and Developing Talent”
Fujihara strongly emphasized shifting away from a perfection-based hiring mindset.
“If you have five requirements, hire when the candidate meets the top three — and focus on how you will help them succeed in the role.”
JET Program alumni, non-Japanese bilinguals, and Japanese learners may not have perfect Japanese ability, but many grow rapidly with the right training, motivation, and team support.
Building a talent strategy that assumes post-hire development is becoming essential in the U.S. market.
⚖️ Toward a Culture That “Does Not Fear Termination”
The U.S. operates under at-will employment, where termination—when done properly—is not viewed as inherently negative.
“Establish clear termination policies, conduct regular performance evaluations, and ensure you have access to labor law experts.”
In other words, companies that are not afraid to terminate are able to hire faster. To increase hiring speed, companies must first create a system where they can hire with confidence.
💡 Rethinking the Talent Pool
Moving forward, companies must consider more flexible hiring, including the use of E-visas. With the Japanese population shrinking in the U.S., it’s essential to expand the talent pool to include:
- Green card holders
- U.S.-educated returnees
- Mixed-heritage professionals
- Japanese-language learners
- Candidates outside traditional Japanese communities
At iiicareer, we redefine “bilingual talent” not as “someone who speaks Japanese,” but as:
“Someone who understands Japanese corporate culture and can bridge global environments.”
🚀 The Future of Hiring Starts With the Local Team
Through our nationwide hiring support, we have consistently seen that companies that empower their local teams make stronger hires. Characteristics of successful companies include:
- Final hiring decisions made locally
- Salary offers based on real-time market data
- Improved candidate experience (CX)
These companies consistently win the talent competition.
✳️ Hiring Transformation Begins Now
What Japanese companies in the U.S. are facing is not simply a labor shortage. It is a deeper question: How will we evolve our hiring practices for a changing era?
The Lehman Shock, the pandemic, visa restrictions, demographic shifts — none of these are “events of the past.” They are signals urging us to redesign the future of hiring.
We must shift from:
- Passive hiring → proactive hiring
- Defensive hiring → developmental hiring
Hiring reflects a company’s identity.
Speed of decision-making, cultural competence, and the willingness to believe in people—companies that embody these three qualities will be the ones to build the next generation of bilingual talent in America.
At iiicareer, we will continue to support every individual working in the U.S. and every company engaged in hiring—creating workplaces where connection and growth can thrive.
For hiring or career inquiries, please reach out to your nearest iiicareer office.
Written by: iiicareer Editorial Team
Source: JETRO New York Seminar “Future Hiring Trends” (July 2025), presented by Masato Fujihara, CEO
