[Dramatic Changes in the Japanese-English Bilingual Labor Market in the US] 8. Career Changes Among Expatriates in the U.S.
In recent years, there seems to be an increasing number of expatriates who wish to change jobs within the United States without returning to Japan.
The reasons for this vary. For some, working at a local subsidiary means they can avoid the intricate interpersonal and hierarchical dynamics often present in Japanese headquarters (though not everyone feels this way). It allows them to focus on their responsibilities within their authority. Others enjoy more human-centered interactions with American colleagues. Additionally, their families often become accustomed to life in the U.S., with children experiencing more autonomy, freedom, and equality in their education, free from the constraints of Japanese societal norms as children, benefiting from new opportunities.
I myself studied at a university in Germany and once had a German expatriate friend in the U.S. ask for my advice: “Should I return to the German headquarter, or should I stay with the U.S. subsidiary if they support my permanent residency? What do you think?” In the German company he worked for, there seemed to be no distinction between employees working at headquarters or subsidiaries. It appeared to be a decision left entirely to the individual’s personal life choices.
In contrast, Japanese companies often seem reluctant to support green card applications, perhaps out of a fear that the employee might leave once their U.S. residency is secured. This attitude reflect a deep-seated mistrust of their own employees. However, those who choose to remain in the U.S. must be prepared for significant changes, such as losing expatriate allowances and having to support their families on a local salary and benefits package as a local employee (although some expatriates may not fully grasp this reality).
By allowing green card applications and re-employment at the local subsidiary, companies can retain talented individuals within the same corporate group. While employees have the freedom to choose their careers and companies, and there’s always a chance they might leave someday, maintaining positive relationships can help retain bilingual talent fluent in both Japanese and English—a scarce resource in the U.S. This could be one effective strategy for securing human resources.
Written by Masato Fujihara, President
Interesse International Group
Came to New York as an expatriate for an HR company in January 1994. Became independent in 1996 and started own business in defiance of return-to-Japan order by the company. Currently, Interesse International Group has 11 locations in the United States and established a Japanese subsidiary in 2022. With 30 years of knowledge and experience in the HR industry, Interesse International Group delivers practical information to clients.
