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2018
Analysis of the Labour Economy
― Ideal Human Resource Development
that Varies According to Diversified Work Styles ―
[Summary]
September 2018
Ministry of Health, Labour and Welfare
2018
Analysis of the Labour Economy
― Ideal Human Resource Development
that Varies According to Diversified Work Styles ―
[Outline]
[General employment situation]
○ Unemployment rate fell to a 24-year low of 2.7% in FY 2017, and the effective ratio of job offers to seekers
marked a 44-year high of 1.54 in the same fiscal year. This suggests that employment conditions have been
steadily improving in Japan. (Fig. 1-1)
○ Among employed persons aged between 15 and 54, the number of regular workers increased for the third
consecutive year in 2017 to 28.41 million (an increase of 0.36 million from the previous year). (Fig. 1-2)
○ The diffusion index (DI) for employment conditions suggests that more companies have come to feel they are
short on manpower. A survey conducted in March 2018 finds that the corporate perception of labor shortages
was the second highest since the 1980s bubble economy in all industries –both manufacturing and non-
manufacturing sectors. (Fig. 1-3)
[Trends of wages]
○ The nominal wage of full-time workers has increased for five consecutive years since FY2013, and the hourly
wage of part-time workers has also increased for seven consecutive years since FY2011. (Fig. 1-4)
○ As increasing numbers of women and elderly people join the labor market, they are starting to make up a
larger part of the workforce. This has contributed to lowering the average monthly wage of full-time workers,
but wages of female and elderly workers have been on the rise. (Fig. 1-5)
In addition, the total employee income, which is regarded as the income of all people, has been growing
thanks to the increase in the number of female and elderly employees, etc. (Fig. 1-6)
Part I: Transition and Features of the Labour Economy up to FY2017
1
-3
-2
-1
0
1
2
3
2012 13 14 15 16 17
物価要因
雇用者数要因
名目賃金要因
(Year-to-year comparison of the level of contribution, %)
Year-to-year comparison
of total employee income
(real)
Commodity price
Number of employees
Nominal wages
1.59
2.41
1.08
2.52
3
4
5
6
0
1
2
3
1 7 1 7 1 7 1 7 1 7 1 7 1 7 1 7 1 7 1 7 1
2008 09 10 11 12 13 14 15 16 17 18
Unemployment rate
(right axis) Ratio of new job
offers to seekers
Effective ratio of job offers to
seekers for regular employees
Effective ratio of job
offers to seekers
(Times) (%)
Fig. 1-4: Trends of wages of full-time workers (monthly
amount) and hourly wages of part-time workers
11
12
13
14
27
28
29
30
百
(Million persons) (Million persons)
Regular personnel/employees
Non-regular
personnel/employees
(right axis)
Fig. 1-2: Trends of regular/non-regular
personnel/employees
-32
-24
-37-40
0
40
3 12 9 6 3 12 9 6 3 12 9 6 3 12 9 6 3 12 9 6 3
200304 05 06 07 08 09 10 11 12 13 14 15 16 1718
Manufacturing industries
All industries
Non-manufacturing industries
(“Excess” minus “Shortage”, % points)
41.5
1,116
950
1,000
1,050
1,100
1,150
38
39
40
41
42
43
44
2008 09 10 11 12 13 14 15 16 17
(Yen)(10,000 yen)
Hourly wages of part-time
workers (right axis)
Fig. 1-1: Trends of unemployment rate/effective
ratio of job offers to seekers, etc.
Wages of full-time workers
(monthly amount)
Fig. 1-5: Breakdown of the level of contribution
to wages of full-time workers (monthly amount)
Fig. 1-6: Breakdown of the level of
contribution to total employee income (real)
12.99 million
persons
28.41 million
persons
-3
-2
-1
0
1
2
3
2012 13 14 15 16 17
60歳以上比率による要因
60歳未満女性比率による要因
賃金要因(60歳以上)
賃金要因(60歳未満女性)
賃金要因(60歳未満男性)
(Year-to-year comparison of the level of contribution, %)
Year-to-year comparison of wages of full-time workers
Percentage of persons aged 60 or older
Percentage of females younger than 60
Wages (60 or older)
Wages (females younger than 60)
Wages (males younger than 60)
Fig. 1-3: Trends of the diffusion index (DI)
for employment conditions
Exce
ss
Sh
orta
ge
2
[Labour productivity trend]
○ A slowdown in labor productivity growth has been a common issue among G7 countries. It is necessary for
them to promote investment in human resources as well as IT and other types pf capital in order to improve
labour productivity. (Fig. 2-1)
[ Trends in costs of employee vocational ability development]
○ As a percentage of GDP, costs of employee vocational ability development by companies (*) are shrinking in
Japan, and this may cause concern that human capital of workers will not be sufficiently accumulated. (Fig. 2-
2)
○ Meanwhile, analysts believe that businesses, mainly companies facing imminent labor shortages, will focus
more on human resource development. Therefore, it is vital for the government to discuss ways of nurturing
human resources effectively. (Fig. 2-3)
(*) Note that OJT (On-the-Job Training) costs are not included.
[Trends in the diversification of human resources based on sex, age, nationality, employment form, type
of occupation and other elements]
○ More and more companies, especially firms focusing on innovation and global expansion, are embracing
workforce diversity, and workplaces are expected to become increasingly diverse in the future. (Fig. 2-4)
○ In Japan, many companies place importance on nurturing generalists or cultivating internal human resources.
But, specialists are likely to be more valued in some of those firms, ones focusing on innovation or expanding
businesses globally. (Fig. 2-5)
○ At present, both large companies and small and medium-sized companies are providing job opportunities for
mid-career workers. The aim is to recruit skilled personnel with advanced knowledge in specialized fields and
other qualifications. Employment opportunities for mid-career workers are expected to increase. (Fig. 2-6)
Part II: Chapter 1: Status of Labour Productivity and Vocational Ability
Development and Progress in Diversified Work Styles
3
50.3
35.6
16.6
66.5
22.2
29.3
0
10
20
30
40
50
60
70
専門分野の高度な
知識やスキルを
持つ人が欲しいから
高度とか専門とか
ではなくてよいので
仕事経験が豊富
な人が欲しいから
高度なマネジメント
能力、豊富なマネジ
メントの経験がある
人が欲しいから
300人未満
1,000人以上
(%)
Less than 300 persons
1,000 or more persons
Wa
nt to
hire
hu
ma
n
reso
urc
es w
ith a
dva
nce
d
kn
ow
led
ge
/skills
in
sp
ecia
lize
d fie
lds
Wa
nt to
hire
hu
ma
n
reso
urc
es w
ith
ab
un
da
nce
of w
ork
e
xp
erie
nce
reg
ard
less o
f th
eir le
ve
l an
d
sp
ecia
lize
d fie
ld
Wa
nt to
hire
hu
ma
n
reso
urc
es w
ith a
dva
nce
d
ma
na
ge
me
nt s
kills
an
d
ab
un
da
nce
of
ma
na
ge
me
nt e
xp
erie
nce
-0.5
0.5
1.5
2.5
3.5
1996-2000 2001-2005 2006-2010 2011-2016
(%)
U.S.A.
Japan
Germany
Canada
France
Italy
U.K.
Fig. 2-1: Rate of increase/decrease in labour
productivity (real)
2.08
1.78
1.201.09 1.06
0.10
0
0.5
1.0
1.5
2.0
2.5
米国 フランス ドイツ イタリア 英国 日本
1995-1999年
2000-2004年
2005-2009年
2010-2014年
1995-1999
2000-2004
2005-2009
2010-2014
(%)
U.S.A. France Germany Italy U.K
.
Japan
736
545
400
500
600
700
800
2010 12 14 16
(10,000 yen)
Occupational vocational
ability development costs
(Average amount per
company)
42.3
21.7
0
10
20
30
40
50
60
全規模・全産業
48.9
64.163.8
77.8
0
30
60
90
全規模・全産業 グローバルな
経済活動・
イノベーション
活動を重視
する企業
Comparison between 5 years ago and present Prospects for
next 5 years
All scales/all industries
Companies that place importance
on global economic activities/innovation
activities
85.6
77.7
14.4
22.3
0
20
40
60
80
100
規模計 グローバル
な経済活動・
イノベーション
活動を重視
する企業
Importance of generalists will increase in the future
(%)
Importance of specialists will increase in the future
Total of all scales
Companies that place importance
on global economic activities/ innovation activities
8.2
13.1
0
5
10
15
300
人未満
1,000
人以上
Less th
an
300 p
ers
ons
1,0
00 o
r
more
pers
ons
Fig. 2-2: Trends of vocational ability
development costs of companies in GDP
Fig. 2-3: Transition of vocational ability development costs up to recent years (left) and
prospect of future human resource development in the future (right)
Companies with
labour shortage
Companies
with sufficient
labour, etc.
(“Strengthen” minus “No
change, etc.”, % points)
Fig. 2-4: Status of diversification of
human resources within the company
and future prospects
Fig. 2-5: Companies’ attitudes toward human
resource management (left) and future prospects
of “companies placing importance on
generalists/internal human resources” (right)
Fig. 2-6: Purpose of recruiting mid-career
employee (left) and companies’ future
prospects for mid-career employment (right)
(“Will increase” minus
“Will reduce”, % points)
Developing
generalists/
internal
human
resources
Hiring
generalists/
external human
resources
Developing
specialists/internal
human resources
Hiring specialists/
external human
resources
39.8%
33.2%
15.9%
11.0%
(“Diversification progressed (will progress)” minus
“Uniformization progressed (will progress”, % points))
Turned to an increasing trend
4
All scales/all industries
Place importance on specialists
Place importance on generalists
Internal human
resources
External human
resources
[Challenges companies face when providing vocational ability development opportunities]
○ Investing in off-the-job training and support for employees’ personal development has proven to boost labor
productivity, etc. in the following year. In addition, workers in companies promoting vocational ability
development are more likely to feel motivated and engaged.(Fig. 3-1)
○ Companies offering more OJT programs than other firms have realized that OJT is effective in boosting
productivity at the workplace. In addition, efforts such as assigning more challenging tasks according to
workers’ ability, providing consultation and advice on work, and expanding their role in the establishment,
etc., can lead to improved productivity at the workplace, etc. (Fig. 3-2)
○ Companies with a diverse workforce have been expanding efforts for vocational ability development as part of
human resource management. Such efforts include placing instructors and trainers on staff and providing
financial support for off-the-job training. At those companies, all types of employees can fully demonstrate
their abilities. (Fig. 3-3)
[Skills necessary to survive the age of AI]
○ As AI is becoming commonplace, it is important for both workers and employers to have qualities necessary
to survive the age of AI, such as willingness to take on new or difficult tasks, and communication skills. (Fig.
3-4)
Part II Chapter 2: Challenges of Nurturing Human Resources while Coping
with Employees' Work Styles and Changes in Business Environment
5
15.014.1
13.8
7.97.3
0
5
10
15
20
段階的に高度
な仕事を割り
振っている
仕事について
相談に乗ったり、
助言している
仕事の幅を
広げている
仕事のやり方を
実際に見せている
会社の理念や
創業者の考え方
を理解させる
Assig
n a
dvanced
work
in a
ste
pw
ise m
anner
Pro
vid
e
consulta
tion a
nd
advic
e o
n w
ork
Expand ro
le in
the
work
pla
ce
Show
how
to w
ork
in p
ractic
e
Facilita
te
unders
tandin
g o
f
the c
om
pany’s
prin
cip
les a
nd th
e
founder’s
philo
sophy
13.2
21.3
17.3 18.7
0
10
20
30
OFF-JT
に
支出
自己啓発支援に
支出
37.3
20.523.3
43.0
0
10
20
30
40
50
企業が能力開発に
積極的になった
と感じる労働者
企業が能力開発に
消極的になった
と感じる労働者
Work
ers
feelin
g
that c
om
panie
s
becam
e a
ctiv
ein
vocatio
nal a
bility
develo
pm
ent
Work
ers
feelin
g
that c
om
panie
s
becam
e in
activ
e
in v
ocatio
nal
ability
develo
pm
ent
10.210.1
8.9
7.4
6.5
0
2
4
6
8
10
12
指導役や
教育係の配置
(メンター制度等)
本人負担の
社外教育に対する
支援・配慮
企業としての
人材育成方針・
計画の策定
転勤
(事業所間の移動)
他企業との
人材交流
(出向等)
Pla
cem
ent o
f
coaches a
nd
teachers
(mento
r
syste
m, e
tc.)
Support/c
onsid
er
atio
n fo
r
paym
ents
of
exte
rnal tra
inin
g
Fo
rmula
tion o
f
hum
an re
sourc
e
develo
pm
ent
polic
y/p
lan a
s th
e
com
pany
Job tra
nsfe
r
(transfe
r betw
een
esta
blis
hm
ents
)
Pers
onnel
exchange w
ith
oth
er c
om
panie
s
(tem
pora
ry
transfe
r, etc
.)
74.6
59.2
0
50
100
OJT
に係る取組の
実施個数が
相対的に多い企業
OJT
に係る取組の
実施個数が
相対的に少ない企業
Fig. 3-1: Relationship between vocational ability development and
companies’ performance/workers’ motivation
Fig. 3-2: OJT efforts that can lead to improved productivity at the
workplace, etc.
Fig. 3-3: Vocational ability development-related efforts actively made by companies
in which abilities of diversified human resources are fully demonstrated
(%) (%)
Motivation toward work increased
Motivation toward work decreased
(%)(“Human resource development is effective in improving productivity, etc.”
minus “Not effective”, % points)
(“Abilities of diversified human resources are fully demonstrated” minus
“Issues exist in demonstrating abilities”, % points)
Effect of
improving labour
productivity in
the following yearEffect of
improving
sales in the
following year
Percentage of companies that
recognize improved productivity, etc.
63.8 61.9
54.7
45.7
21.0
51.7
61.4
48.3
28.5
16.6
0
20
40
60
80
① ② ③ ④ ⑤
Skills that regular employees
considered to be important
Fig. 3-4: Skills considered important in the age in which AI is
commonly utilized
① Human qualities such as willingness to take on new challenges, self-motivation, ability to take action, and insight, etc.
② Human relations skills such as communication skills and coaching, etc.③ Planning/expressive abilities and creativity④ Operational execution capabilities such as abilities to collect information, abilities to solve
problems, and logical thinking⑤ Basic knowledge such as language skills, understanding, and expression
(%)
Skills that companies
considered to be important
(Many c
om
panie
s c
onsid
er th
at h
um
an re
sourc
e
develo
pm
ent is
effe
ctiv
ein
impro
vin
g p
roductiv
ity, etc
.)
(Imp
lem
en
tatio
n ra
te is
hig
hin
com
panie
s in
whic
h a
bilitie
s o
f div
ers
ified h
um
an re
sourc
es a
re fu
lly dem
onstra
ted)
6
Spent O
FF
-JT
costs
Spent s
elf-
develo
pm
ent
support c
osts
Com
panie
s w
ith a
rela
tively la
rge
num
ber o
f OJT
effo
rts
Com
panie
s w
ith a
rela
tively s
mall
num
ber o
f OJT
effo
rts
[Employment management at companies in which various employees with different backgrounds can
fully demonstrate their abilities]
○ Many of the above-mentioned companies have maintained strong corporate earnings including high sales
profits and greater labor productivity. They also have seen an increase in the number of both regular and
non-regular employees. (Fig. 4-1)
○ The above-mentioned companies have taken steps to expand opportunities for vocational ability
development and eliminate unreasonable disparities in working condition between employees (between
males and females, between regular and non-regular employees, etc.). (Fig. 4-2)
[Status of ‘gentei seishain,’ employees working under a limited regular employment contract]
○ About 50% of female workers in regular positions say they may opt for working on a limited regular
employment contract in the future. They cite balancing motherhood with a career as a reason for their
response . (Fig. 4-3)
[Agenda: how to train employees to become managers]
○ There are a considerable number of employees who do not wish to be promoted to managers, partly due to
the following reasons: they may have to work longer hours because of increased work volumes, they are
concerned about their management skills, and wage levels are not commensurate with their work
responsibilities. Companies should therefore take further steps to review work responsibilities of managers,
provide them with opportunities for vocational ability development, and improve their working condition.
(Fig. 4-4)
Part II Chapter 3: Promote Better Employment Management that Varies
According to Diversified Working Styles
7
42.6
36.1 35.4
27.7
34.3
18.4
28.4
23.0
0
10
20
30
40
50
売上高
労働生産性
正社員数
非正社員数
Companies in which abilities of diversified
human resources are fully demonstrated
Companies with issues regarding
demonstration of abilities of
diversified human resources
Sale
s
Labour
pro
ductiv
ity
Num
ber o
f
regula
r
em
plo
yees
Num
ber o
f
non-re
gula
r
em
plo
yees
61.1
38.9
0
20
40
60
80
管理職に昇進したい
と思わない
管理職以上(役員含む)
に昇進したい
(%)
Do n
ot w
ish to
be
pro
mote
d to
managers
Wis
h to
be p
rom
ote
d to
managers
or h
igher
levels
(inclu
din
g
executiv
es)
10.7 10.5 10.4 10.39.6
9.1
0
5
10
15
能力開発機会の充実
従業員間の不合理な
待遇格差の解消
(男女間、正規
・非正規間等)
本人の希望を踏まえた
配属、配置転換
仕事と病気治療との
両立支援
仕事と介護との
両立支援
育児・介護・病気治療
等により離職、休職
された方への復職支援
(“Abilities of diversified human resources are fully demonstrated” minus
“Issues exist in demonstrating abilities”, % points)
Expand o
pportu
nitie
s
for v
ocatio
nal a
bility
develo
pm
ent
Elim
inate
unre
asonable
dis
paritie
s in
work
ing
conditio
n b
etw
een
em
plo
yees (b
etw
een
male
s a
nd fe
male
s,
betw
een re
gula
r and
non-re
gula
r em
plo
yees,
etc
.)
Pla
cem
ent/re
assig
nm
ent a
ccord
ing to
indiv
idual w
ishes
Support fo
r bala
ncin
g
work
and d
isease
treatm
ent
Support fo
r bala
ncin
g
work
and n
urs
ing
care
Support fo
r those w
ho
left th
eir jo
bs o
r took a
leave o
f absence d
ue
to c
hild
care
/nurs
ing
care
/dis
ease tre
atm
ent,
etc
. to re
turn
to w
ork
Fig. 4-4: Desires of employees not in managerial positions, etc. to be promoted
to managers (left) and reasons for not wishing to become managers (right)
71.3
65.8
57.7 57.7
34.1
0
20
40
60
80
責任が重くなる
業務量が増え、
長時間労働になる
現在の職務内容
で働き続けたい
部下を管理・指導
できる自信がない
賃金が上がるが、
職責に見合った
金額が払われない
(%)
Responsib
ilities w
ill
be h
eavie
r
Work
volu
me w
ill
incre
ase a
nd
work
ing h
ours
will b
e
longer
Want to
contin
ue to
work
with
the s
am
e
work
conte
nt
Not c
onfid
ent to
manage/s
uperv
ise
subord
inate
s
Wages w
ill be
rais
ed, b
ut n
ot
enough to
matc
h
work
responsib
ilities
23.0
47.1
0
25
50
今後、限定正社員を
希望する可能性がある
May re
quest to
becom
e a
limite
d
regula
r em
plo
yee
in th
e fu
ture
Fig. 4-1: Relationship between demonstration of abilities of diversified
human resources and sales/labour productivity, etc.
Fig. 4-2: Employment management actively implemented by companies
in which abilities of diversified human resources are fully demonstrated
(“Improved/increased” minus “Worsened/decreased”, % points)
Fig. 4-3: Intentions of so-called regular employees for the work style of
limited regular employee (left) and reasons for their wishes (right)
68.3
35.6 35.031.9
25.8
64.4
40.5
23.2
60.7
18.9
0
40
80
余暇時間を
大切にしたい
仕事と介護の両立
職務を限定して
専門性を高めたい
仕事と育児の両立
職務を限定した方が
今後のキャリア設計
をしやすい
MalesFemales
(%)
Want to
enjo
y
leis
ure
time
Bala
ncin
g w
ork
and n
urs
ing c
are
Want to
impro
ve
expertis
e b
y
limitin
g d
utie
s
Bala
ncin
g w
ork
and c
hild
care
Lim
iting d
utie
s
makes fu
ture
care
er
develo
pm
ent e
asie
r
Males
Females
(%)
(Imp
lem
en
tatio
n ra
te is
hig
hin
com
panie
s in
whic
h a
bilitie
s o
f div
ers
ified h
um
an re
sourc
es a
re fu
lly dem
onstra
ted)
(In m
any c
om
panie
s, la
bour p
roductiv
ity and th
e
num
ber o
f em
plo
yees h
ave im
pro
ved
/incre
ase
d)
8
[Career change and the labor market situation]
○ In an era of 100-year life, life expectancy in Japan has risen, and people are expected to lead longer working
lives. This means they are increasingly likely to change jobs a number of times. Trends in the market of
workers seeking career changes show that an increasing number of people, mainly full-time workers, have
changes their jobs. (Fig. 5-1)
○ Under such circumstances, it is important to offer each of those who have changed jobs opportunities for
vocational ability development in order to improve their working life satisfaction. (Fig. 5-2)
[Employee self-development and support measures]
○ As the country is entering an era in which many people will live to 100 years old, it is vital to make it easier for
everyone to be able to develop their career on their own initiative regardless of age. Though the figure 5-3
shows that people are less likely to spend time to enhance themselves as they get older, more individuals,
mainly those aged 50 or older, currently focus on developing their skills than before. (Fig. 5-3)
○ Beside financial support, successful ways for companies to motivate their employees to develop their skills
include providing information on education/training institutions as well as offering career consultations. (Fig. 5-
4)
Part II Chapter 4: Make It Easier for Everyone
To Pursue Their Career on Their Own Initiative
9
54.0 53.852.7
48.3
40
50
60
職務遂行に
必要な能力・
知識を付与
する教育訓練
(OFF-JT)
入職時の
ガイダンス
(OFF-JT)
計画的な
OJT
実施しな
かった
(“Satisfied” minus “Unsatisfied”, % points)
Education and
training for acquiring
skills/knowledge
necessary for
performing duties
(OFF-JT)
Guidance at the
time of
employment
(OFF-JT)
Scheduled OJT Not
implemented
8.1 7.9 8.1
4.7
0
2
4
6
8
10A
ssis
tance fo
rvolu
nta
ry s
tudy
sessio
ns w
ithin
the
com
pany
Pro
vid
e in
form
atio
non e
ducatio
n/tra
inin
gin
stitu
tions a
nd
corre
spon
dence
cou
rses, e
tc.
Care
er c
onsulta
tion
Mo
neta
ry a
ssis
tance
for tu
ition, e
tc.
(%)
Fig. 5-1: Trends of persons who have changed their careersFig. 5-2: Implementation of education/training after the career change
and career changers’ satisfaction with overall work-life
Fig. 5-3: Implementation status of self-development by
regular employees
47.5
44.0
41.4
48.1
45.6
44.3
38
40
42
44
46
48
50
Younger than 30 Age 30-49 50 or older
FY2013
FY2016
(10,000 persons)
Fig. 5-4: Support for vocational ability development that leads to the
implementation of self-development by regular employees
Effect of promoting the
implementation of self-
development by
regular employees
246
49
38
126
145
0
50
100
150
200
250
300
万
(10,000 persons)
Full-time worker (overall)
⇒ Full-time worker (overall)
Full-time worker (indefinite-term employment)
⇒ Full-time worker (indefinite-term employment)
Part-time worker ⇒ Part-time worker
Full-time worker ⇒ Part-time worker
Part-time worker ⇒ Full-time worker
(Many c
are
er c
hangers
are
satis
fied
with
their w
ork
-life)
10
2018
Analysis of the Labour Economy
― Ideal Human Resource Development
that Varies According to Diversified Work Styles ―
[Overview]
2
3
4
5
6
0
1
2
3
1 5 9 1 5 9 1 5 9 1 5 9 1 5 9 1 5 9 1 5 9 1 5 9 1 5 9 1 5 9 1
2008 09 10 11 12 13 14 15 16 17 18
Unemployment rate (right axis)
Ratio of new job offers to seekers
Effective ratio of job offers to seekers
for regular employees
Effective ratio of job offers to seekers
(Times) (%)
(Year/month)
0
2
4
6
8
10
12
14
2008 09 10 11 12 13 14 15 16 17
カナダ フランス ドイツ イタリア
日本 英国 米国 OECD平均
(%)
Canada
Japan
Germany
U.S.A.
Italy
OECD Avg
France
U.K.
Part I: Transition and Features of the Labour Economy
― Employment Trends [1] ―
Source: Prepared based on “System of National Accounts”, Cabinet Office (upper left figure); “Employment Security Statistics”, MHLW (upper right figure); “Labour Force Survey (Basic Tabulation)”
and “Labour Force Survey (Detailed Tabulation)”, Statistics Bureau of MIC (upper right figure and lower left figure); and OECD.stat (lower right figure)
With the Japanese economy recovering gradually, the employment situation has been steadily improving: in FY 2017, the averageunemployment rate was 2.7%, the lowest in 24 years since FY1993, and the effective ratio of job offers to seekers was 1.54, the highestin 44 years since FY1973.
The unemployment rate has been declining in all areas in Japan and remained low compared to other countries.
Transition of unemployment rate/ ratio of job offers
to seekers, etc.
International comparison of unemployment rate
(Year)
-8
-6
-4
-2
0
2
4
6
2008 09 10 11 12 13 14 15 16 17
Real GDP growth rate
Nominal GDP growth rate
Both nominal and real GDP have grown
for 6 consecutive years
(Year)
(Year-to-year
comparison. %) Transition of nominal/real GDP growth rate
2.8
3.3
2.82.9
2.5 2.5 2.4
3.0
2.5
3.1 3.1
3.8
1
2
3
4
5
6
2015年 2016年 2017年
(%) Unemployment rate by area
2015 2016 2017
Natio
nw
ide
Hokkaid
o
To
hoku
South
ern
K
anto
North
ern
K
anto
/ K
oshin
Hokurik
u
To
kai
Kin
ki
Chugoku
Shik
oku
Kyushu
Okin
aw
a
1
-40
-20
0
20
40
3 12 9 6 3 12 9 6 3 12 9 6 3 12 9 6 3 12 9 6 3
200304 05 06 07 08 09 10 11 12 13 14 15 16 1718
Manufacturing industries
All industries
Non-manufacturing
industries
― Employment Trends [2] ―
The number of regular workers among employed persons aged 15-54 increased for the third consecutive year in 2017 to reach 28.41 million. In addition, theemployment rate of new university/senior high school graduates marked the highest level since the survey began.
The diffusion index (DI) for employment conditions suggests that a greater number of companies have come to feel they are short on manpower. A survey conductedin March 2018 finds that the corporate perception of labor shortages was the second highest since the 1980s bubble economy in all industries –both manufacturing andnon-manufacturing sectors.
The diffusion index on corporate perception of worker shortages by types of employment shows that the DI for regular employees is higher than that for part-timeworkers.
(“Excess” minus “Shortage”, % points)
Transition of the diffusion index (DI) for
employment conditions
(Year/month of survey)
2,841
1,299
1,100
1,200
1,300
1,400
2,700
2,800
2,900
3,000(10,000 persons)
(Year)
(10,000 persons)
Regular personnel/employees
Non-regular personnel/employees
(right axis)
99.3
98.0
88
90
92
94
96
98
100(%)
New university graduates
(As of April 1)
New senior high school graduates
(As of the end of March)
Source: Prepared based on “Labour Force Survey (Detailed Tabulation)”, Statistics Bureau of MIC (upper left figure);
“Survey on Informally Promised Employment Situation of Senior/Junior High School Graduates, etc.”, MHLW (lower left figure); “Survey on Employment Situation of University Graduates”, MHLW/MEXT (lower left figure);
“Short-term Economic Survey of Principal Enterprise in Japan”, Bank of Japan (middle figure); and “Survey on Labour Economy Trend”, MHLW (right figure)
(Notes) 1) Shaded areas in the middle figure represent the recession periods.
2) “Regular employee, etc.” refers to those employed without a definite period or those employed by concluding employment contracts for the period of at least one year, excluding “part-time workers”.
3) “Part-time workers” refers to those with the number of prescribed daily working hours or the number of prescribed weekly working days being shorter than that of regular employees at the establishment concerned.
Transition of the number of employees by
employment form (Age 15-54)
10
20
30
40
正社員等 パートタイム
(Difference in DI, % points)
Regular
employees,
etc.
Part-time
workers
Excess
Sh
orta
ge
Changes in the insufficiency of labour
shortage by employment form(February 2013 survey → February 2018 survey)
Lab
ou
rsh
orta
ge is
gro
win
g
(Year)
2
Transition of employment (informal job offer) rate
41.0
39.8
40.2 40.240.1
40.3
40.740.9
41.2
41.5
39
40
41
42
2008 09 10 11 12 13 14 15 16 17(FY)
Increased for 5
consecutive years
― Wage Trends [1] ―
Source: Prepared based on “Monthly Labour Survey”, MHLW
(Notes) 1) The figures indicate nominal values for establishments with 5 or more employees in all industries surveyed.
2) The wages of full-time workers indicate corrected real numbers calculated by multiplying the index of the total cash earnings by the reference number (2015) and then dividing it by 100.
The total cash earnings (monthly amount) increased for the fourth consecutive year in FY2017 thanks to rises in scheduled wages andspecial payments of full-time workers as well as the fact that the proportion of part-time workers had had less negative impacts on thecash earnings.
The nominal wages of full-time workers have increased for five consecutive years since FY2013, and the hourly wages of part-timeworkers have also increased for seven consecutive years since FY2011.
1,013 1,019 1,017 1,021
1,031 1,041
1,055
1,070
1,091
1,116
1,000
1,050
1,100
1,150
2008 09 10 11 12 13 14 15 16 17-2
-1
0
1
2
2010 11 12 13 14 15 16 17
一般労働者の所定内給与による要因
一般労働者の所定外給与による要因
一般労働者の特別給与による要因
パートタイム労働者比率による要因
パートタイム労働者の現金給与総額による要因
(FY)
(Year-to-year comparison of the level of contribution, %)
Transition of the variation factor of the total cash
earnings (monthly amount)Transition of wages of full-time workers (monthly amount)
(10,000 yen)
Transition of hourly wages of part-time workers
(FY)
Increased for 7
consecutive years
(Yen)
Year-on-year growth for 4
consecutive years
3
Scheduled wages of full-time workers
Non-scheduled wages of full-time workers
Special wages of full-time workers
Percentage of part-time workers
Total cash earnings of part-time workers
Year-to-year comparison of
the total cash earnings (nominal)
of all workers
― Wage Trends [2] ―
Source: Prepared based on “Basic Survey on Wage Structure”, MHLW (left figure and middle figure); “Monthly Labour Survey”, MHLW (right figure); “System of National Accounts”, Cabinet Office
(right figure); and “Labour Force Survey (Basic Tabulation)”, Statistics Bureau of MIC (right figure)
An increase in the proportion of female and elderly workers has had a negative impact on wage levels of full-time workers.
But gaps in wage levels between female/elderly workers and the entire labor force have been narrowing.
The growing labor participation of women and elderly people has had positive effects on the number of workers as well as
trends in the total employee income.
Breakdown of the level of contribution to
the total employee income (real)
-3
-2
-1
0
1
2
3
2012 13 14 15 16 17
物価要因
雇用者数要因
名目賃金要因
Commodity price
Number of employees
Nominal wages
(Year-to-year comparison of the level of contribution, %)
(FY)
Year-to-year comparison of
the total employee income
(real)
-3
-2
-1
0
1
2
3
2012 13 14 15 16 17
60歳以上比率による要因
60歳未満女性比率による要因
賃金要因(60歳以上)
賃金要因(60歳未満女性)
賃金要因(60歳未満男性)
Percentage of persons aged 60 or older
Percentage of females younger than 60
Wages (60 or older)
Wages (females younger than 60)
Wages (males younger than 60)
(Year-to-year comparison of the level of contribution, %)
Year-to-year comparison of
wages of full-time workers
Breakdown of the level of contribution
to the total cash earnings of
full-time workers (monthly amount)
Changes in relative wages of female/
elderly workers (aged 60 or older)
(Year)
76.7
83.3
79.0
84.2
Females Elderly (aged 60 or older)
2012 2017
(Total of males and females/total of all ages
in the respective years = 100)
4
• Analyze how to manage human resources according to circumstances each worker faces as the workforce within the company becomes more diverse and how to create an environment in which everyone willing to work can continue working
• Analyze human resource management to help workplace reforms including promoting flexible working hours since management of human resources is the key to developing employee vocational abilities and encouraging workers to take self-development opportunities
• Analyze human resource management and work arrangements that enable all types of employees to fully demonstrate their abilities and play an active role at work
• Analyze how to train employees to become managers who can play the key role in implementing the above-mentioned human resource management system
Part II: Ideal Human Resource Development that Varies According to Diversified Work Styles
• As Japan’s labor supply is limited due to the declining birthrate and aging population, it is vital for the country to maintain
sustainable economic growth and ensure that every citizen can have a vision for the better future.
• As the country is entering an era in which many people will live to 100 years old, it is necessary for Japan to create a society in
which everyone can develop their careers on their own initiative
Challenges facing Japan
Measures to take on challenges facing Japan
Improving labour productivity of every
worker through vocational ability
development, etc.
Promoting human resource management/work styles that allow
everyone to play an active role in society
Making it easier for people to acquire necessary skills and abilities throughout
their lives so that they can pursue multiple careers
• Analyze how to develop workers’ vocational
abilities effectively and study corporate efforts
on vocational ability development in other
countries, in order to boost labor productivity
• Analyze how to maintain a pool of highly skilled
professionals, including foreign nationals, who
can play the key role in dealing with global
economic activities while responding to demand
from the growing overseas market as well as
how to foster such workers
• Study changes the increased use of ICT at
work has brought about and analyze what skills
and abilities people need to acquire as
innovative technologies such as AI becomes
more widely adopted. This is because it’s
important for companies to embrace innovation
of the fourth industrial revolution in order to
sustain their competitive edge.
This year’s White Paper on the Labour Economy examines “Ideal Human Resource Development that Varies According to Diversified Work Styles”.
Viewpoint Viewpoint
• Analyze career change and job satisfaction–how
to make work more rewarding after job switch-in
order to create an environment that allows
everyone to choose the work style that suits
them best though career change, regardless of
their age, in an era of 100-year life
• Analyze ways to encourage employees to take
more opportunities for self-development
voluntarily since personal development is the
key to enabling people with diverse
backgrounds, including those opting for working
styles not bound by traditional employment
relationships, to develop their career on their
own initiative
• Challenges: providing employees with
opportunities for recurrent education, or lifelong
learning, to acquire skills and knowledge needed
for their jobs and promoting the use of such
opportunities
Viewpoint
5
6968
55
5250
45
20
40
60
80
フランスイタリア ドイツ 英国 米国 日本
(Labour productivity of companies with 250 or more employees = 100)
OECD average
Labor productivity gap between large and
small companies (International comparison)
U.K.Italy JapanFrance Germany U.S.A.
Part II: Chapter 1: Labor Productivity, Vocational Ability Development and Progress Toward
Diversified Work Styles ― Trends in Labour Productivity in Japan ―
Japan, just like other G7 countries, has experienced slow labor productivity growth (real) in recent years.
Compared with other countries, there is a large gap in labour productivity (real) between companies in different sizes in Japan. By industry,while labour productivity is higher at large companies in the manufacturing industry, it is greater at small and medium-sized companies in thehotel and restaurant industries.
Source: Prepared based on OECD.stat (left figure); “Economic Survey Japan 2017”, OECD (middle figure); and “Ministry of Economy, Trade and Industry Basic Survey of Japanese Business Structure and Activities”, METI (right figure)
(Notes) 1) For the labour input, which is the denominator of labour productivity (real), the number of man-hours (calculated by multiplying working hours by the number of workers) based on the number of workers calculated by converting to regular employees is used for the left figure, the number of workers for the middle figure, and the number of workers calculated by converting to regular employees for the right figure.
2) In the left figure, the rate of increase/decrease in labour productivity (real) calculated by converting to purchasing power parity indicates the average value of the values in single years for the respective periods in each country.
3) In the middle figure, labour productivity of companies with 20-49 employees indicates the value calculated by setting that of companies with 250 or more employees to 100. The figures indicate the values of 2013.4) In the right figure, labour productivity is calculated by dividing the “amount of value added” by the “number of employees calculated by converting to regular employees”, and the amount of value added is the total
of “operating profit”, “depreciation cost”, “total amount of salaries”, “welfare cost”, “rent on movables and real estate”, and “taxes and dues”. In addition, the figures indicate the values of 2016.
-0.5
0
0.5
1.0
1.5
2.0
2.5
3.0
1996-2000 2001-2005 2006-2010 2011-2016
(Rate of increase/decrease, %)
U.S.A.
Japan
Germany
Canada
France
Italy U.K.
Rate of increase/decrease in labour
productivity (real)
6
1,412
1,019
1,582
965
461
568
0
600
1,200
1,800
1000人
以上
300人未満
1000人
以上
300人未満
1000人
以上
300人未満
全企業 製造業 宿泊,飲食サービ
ス業
(10,000 yen)
Labor productivity gap between large
and small companies (By industry)Less th
an
300 p
ers
ons
1000 o
r
more
pers
ons
Less th
an
300 p
ers
ons
1000 o
r
more
pers
ons
Less th
an
300 p
ers
ons
1000 o
r
more
pers
ons
All companies Manufacturing
industries
Hotel and
restaurant
industries
Labour productivity of
companies with 20-49
employees
2.08
1.78
1.20
1.09 1.06
0.10
0
0.5
1.0
1.5
2.0
2.5
U.S.A. France Germany Italy U.K. Japan
1995-1999 2000-2004
2005-2009 2010-2014
(%)
― International Comparison : the Ratio of Costs of Vocational Ability Development
Provided by Companies to GDP ―
As a percentage of GDP, costs of employee vocational ability development provided by companies are
shrinking in Japan.
Source: Prepared based on “System of National Accounts”, Cabinet Office; “JIP Database”, Research Institutes of Economy, Trade and Industry; and INTAN-Invest database
(Note) The figure shows 5-year average transition of the percentage of vocational ability development costs in real GDP. Vocational ability development costs here refer to the estimated values of the
amounts of OFF-JT indicating internal and external training costs, etc., and do not include costs required for OJT.
International comparison: the ratio of costs of vocational ability development to GDP
7
42.3
51.1
39.4
45.6
38.9
21.723.0
21.2
30.8
17.2
0
10
20
30
40
50
60
All scales/allindustries
Manufacturingindustries
Non-manufacturingindustries
300 or more persons Less than 300persons
Companies with labourshortage
Companies with sufficientlabour or labour excess
(“Strengthen” minus “No change/reduce”, % points)
Outlook for human resource development in 5 years at companies
facing labor shortages and firms having sufficient manpower
― Costs of Vocational Ability Development and Outlook
for Human Resource Development ―
Corporate investment in vocational ability development kept falling between 2010 and 2014, but started rising in 2015.
Many companies, especially those facing serious labor shortages, are likely to start stepping up efforts on human resourcedevelopment.
736
545
400
500
600
700
800
2010 11 12 13 14 15 16 17
(10,000 yen)
Corporate investment in vocational ability
development (3-year backward moving average)
Human resources development
costs
(Average amount per company)
(Year)
Source: Prepared based on “Basic Survey of Human Resources Development”, MHLW (left figure); and “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training (right figure)
(Notes) 1) The left figure shows, as vocational ability development costs borne by each company, the 3-year backward moving average of transitions of the total amount of OFF-JT costs and costs for supporting self-development.
2) The right figure shows the percentage of companies intending to strengthen human resource development in the next 5 years and the percentage of companies intending to make no change or reduce, covering companies with an insufficiency of labour shortage for both regular employees and non-regular employees at present and companies with sufficient labour or labour excess for both regular employees and non-regular employees.
Turned to an
increasing trend
8
72.1 73.5
64.7
75.8 74.472.0
32.8
49.5
21.5
0
10
20
30
40
50
60
70
80
90
全規模
・全産業
グローバルな
経済活動・
イノベーション
活動を重視
する企業
グローバルな
経済活動・
イノベーション
活動を重視
しない企業等
Elderly
employees
(“Motivation for future recruitment increased” minus
“Motivation for future recruitment decreased”, % points)
Female employeesHighly professional foreign
national employees
All scales/
all industries
Companies that place
importance on global
economic activities/
innovation activities
Companies that do not
place importance on
global economic activities/
innovation activities, etc.
48.9
64.1
34.6
63.8
77.8
45.0
0
10
20
30
40
50
60
70
80
90
全規模
・全産業
グローバルな
経済活動・
イノベーション
活動を重視
する企業
グローバルな
経済活動・
イノベーション
活動を重視
しない企業等
(“Diversification progressed (will progress)” minus
“Uniformization progressed (will progress”, % points)
Comparison between 5
years ago and presentProspects for next 5
years
All scales/
all industries
Companies that place
importance on global
economic activities/
innovation activities
Companies that do not
place importance on
global economic activities/
innovation activities, etc.
― Diversity in Workforce Within the Company and Future Prospects ―
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training
(Notes) 1) The bar chart in the left figure shows the difference in percentages between companies considering that diversification, including sex, age, nationality, employment form, and type of
occupation, etc., of internal human resources progressed (will progress) and companies considering that uniformization progressed (will progress).
2) The bar chart in the right figure shows, of companies with progressed diversification of internal human resources, the difference in percentages between companies with increased
motivation to hire diversified human resources in the next 5 years and companies with decreased motivation.
Diversity in workforce within the company
and future prospects
Prospects for manpower in 5 years at companies
having an increasingly diverse workforce
9
The workforce is more diverse today than five years ago, or in 2013, at companies placing importance on global economicactivities and innovation. And the workplace is expected to become even more diverse as companies hire more women andhighly-skilled foreign professionals.
― Companies’ Views on Human Resource Management and
Vocational Ability Development of Employees ―
The majority of companies place importance on developing generalists/internal human resources, but their views on human resourcemanagement vary from company to company
Companies that place importance on developing generalists/internal human resources believe that they need to step up efforts to help theiremployees develop vocational abilities.
Among such companies, those emphasizing global economic activities and innovation think that having specialists on staff will becomeincreasingly important in the future.
39.8%
33.2%
15.9%
11.0%
Place importance on developing generalists/ internal human resources
Place importance on developing specialists/external human resources
Place importance on hiring specialists/ external human resources
Place importance on hiring generalists/ external human resources
74.575.9
60.7 59.8
0
20
40
60
80
100
300人未満 300人以上
教育訓練の受講について、
企業が積極的に支援を実施すべき
(%)
Place importance on
developing
generalists/internal
human resources
Companies’ views on vocational ability development of employees
Place importance on
hiring specialists/external
human resources
Companies should actively provide support for
participating in education and training courses
Less than 300 persons 300 or more persons
85.6
77.7
88.9
14.4
22.3
11.1
0
20
40
60
80
100
規模計 グローバル
な経済活動・
イノベーション
活動を重視
する企業
グローバル
な経済活動・
イノベーション
活動を重視
しない企業等
In 5 years, the role of generalists who
can handle various tasks will become
more important in the company.
In 5 years, the role of
specialists in the company
will become more important.
(%)
Companies placing importance on developing generalists/internal human resources in 5 years
Companies’ views on human resource
management
Place importance on generalists
Place importance on specialists
Place importance
on internal
human resources
Place importance
on external
human resources
10
All scales/
all industries
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training
(Notes) 1) The middle figure summarizes companies’ attitudes toward education/training by current human resource management policy.
2) The right figure shows, of companies that place importance on developing generalists/internal human resources, the percentage of those considering that the importance of
generalists/specialists will increase in the next 5 years.
Companies that place
importance on global
economic activities/
innovation activities
Companies that do
not place importance
on global economic
activities/innovation
activities, etc.
50.3
35.6
16.6
61.7
29.9
20.6
66.5
22.2
29.3
0
10
20
30
40
50
60
70
専門分野の高度な
知識やスキルを
持つ人が欲しいから
高度とか専門とか
ではなくてよいので
仕事経験が豊富
な人が欲しいから
高度なマネジメント
能力、豊富なマネジ
メントの経験がある
人が欲しいから
300人未満
300~999人
1,000人以上
(%)
Want to
hire
hum
an re
sourc
es
with
advanced
know
ledge/s
kills
in
specia
lized fie
lds
Want to
hire
hum
an re
sourc
es
with
abundance o
f w
ork
experie
nce
that is
not
necessarily
in
advanced o
r specia
lized fie
lds
Want to
hire
hum
an
resourc
es w
ith
advanced
managem
ent s
kills
and a
bundance o
f m
anagem
ent
experie
nce
Less than 300 persons
300-999 persons
1,000 or more persons
― Mid-career Recruiting and Future Prospects ―
More business establishments, especially large companies, hire mid-career workers than five years ago.
Large companies are seeking to hire mid-career workers with great management and other skills on full-time contracts, while small andmedium-sized companies are hiring full-time permanent mid-career staff who have considerable work experience. Both large andsmaller companies are expected to recruit more workers in mid-career.
Source: Prepared based on “Survey on Labour Economy Trend”, MHLW (left figure); and “Survey on Diversified Recruitment by Companies” (2017), The Japan Institute for Labour Policy and Training (middle figure and right figure)
(Note) “Regular employee, etc.” in the left figure refers to those employed without a definite period or those employed by concluding employment contracts for the period of at least one year, excluding part-time workers.
8.68.2
6.2
13.1
0
5
10
15
従業員規模計
300
人未満
300
~999
人
1,000
人以上
(“Will increase” minus “Will reduce”, % points)
Companies’ purpose of recruiting
mid-career employees
Future plan: share of midcareer full-time
workers in the total full-time permanent workers
at the company
28 28
26
42
3638
0
5
10
15
20
25
30
35
40
45
全規模計 30~ 99人 1,000人以上
2018
(First quarter)2013
(First quarter)
Percentage of establishments that have
hired mid-career full-time permanent
workers, etc.(%)
11
30-99
workers
Companies
of all scales
Co
mp
an
ies
of a
ll sca
les
1,000 or more
persons
Le
ss th
an
30
0 p
ers
on
s
30
0-9
99
pe
rso
ns
1,0
00
or
mo
re p
ers
ons
Source: Prepared based on “Basic Survey of Human Resources Development”, MHLW (left figure); “Ministry of Economy, Trade and Industry Basic Survey of Japanese Business Structure and Activities”, METI (left figure); and
“Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training (middle figure and right figure)
(Note) “Marginal effect” in the left figure indicates the degree of effect of the given explanatory variable on the explained variable. For example, it is shown that companies that “spent OFF-JT costs” have the effect of improving,
when compared to other companies, labour productivity by 0.13 (=13%) and sales by 0.17 (=17%) in the following year. In addition, the effects of implementing vocational ability development on labour productivity and
sales amount in the following year were estimated using panel data created by linking individual data of the “Basic Survey of Human Resources Development” and the “Ministry of Economy, Trade and Industry Basic
Survey of Japanese Business Structure and Activities”.
Part II Chapter 2: Challenges: Human Resource Development that Varies According to
Diversified Work Styles and the Changing Business Environment ― Relationship between Vocational Ability Development and Companies’ Performance/Workers’ Motivation ―
Labor productivity tends to rise in the following year at companies that have invested in off-the-job training and employees self-development.
Many companies cite maintaining/improving labour productivity and employee motivation, etc. as the purpose of human resource development.
In companies actively working on human resource development, workers tend to get much motivated than those in other firms.
13.9
-22.5
-30
-20
-10
0
10
20
Workers feeling thatcompanies became
active in skillsdevelopment
Workers feeling thatcompanies became
inactive in skillsdevelopment
(“Increased” minus “Decreased”, % points)
Diffusion index (DI) of employee motivation to
work by companies’ view on vocational ability
0.13
0.21
0.170.19
0
0.1
0.2
0.3
Spent OFF-JT costs Spent self-developmentsupport costs
Labour productivity in the following year
Sales in the following year
(Marginal effect)
① Improve existing employees’ skills to a higher level to improve labour productivity② Maintain/improve employees’ motivation③ Develop human resources that will be required in the future in consideration of
business development in the next several years④ Train existing employees to acquire skills necessary for carrying out present work⑤ Develop human resources that will be required in the future in anticipation of
technological innovations in the next several years
Effects of corporate investment in vocational ability
development on business performance in the
following year
81.9
63.060.9
38.5
26.3
① ② ③ ④ ⑤
15
25
35
45
55
65
75
85
95
Companies’ purpose of human resource
development
(%)
12
― Efforts for OJT to Lead to Higher Workplace Productivity, etc. ―
Many companies making greater efforts for OJT recognize that OJT is effective and efficient, contributing to improvement inworkplace productivity .
Efforts for OJT such as assigning employees more challenging tasks according to their ability may lead to higher workplaceproductivity, etc.
Source: Prepared based on “Survey on Current Status and Issues of Human Resource Development and Vocational Ability Development” (2017), The Japan Institute for Labour Policy and Training
(Notes) 1) “Companies with a relatively large number” in the left figure refers to companies that implement at least six of 16 OJT related efforts, such as “Assign advanced work in a stepwise manner”
and “Provide consultation and advice on work”, etc., and “Companies with a relatively small number” refers to companies that implement less than six efforts.
2) The right figure shows the top five OJT related efforts with the largest gap in the implementation rate between companies recognizing that human resource development is effective in
improving productivity at the workplace and OJT is going well and companies recognizing that human resource development is not effective in improving productivity at the workplace and
OJT is not going well.
15.014.1 13.8
7.97.3
0
5
10
15
20
段階的に高度
な仕事を割り
振っている
仕事について
相談に乗ったり、
助言している
仕事の幅を
広げている
仕事のやり方を
実際に見せている
会社の理念や
創業者の考え方
を理解させる
Assig
n a
dva
nce
d
wo
rk in
a
ste
pw
ise
ma
nn
er
Pro
vid
e
co
nsu
ltatio
n a
nd
ad
vic
e o
n w
ork
Exp
an
d ro
le in
the
wo
rkp
lace
Sh
ow
ho
w to
wo
rk in
pra
ctic
e
Fa
cilita
te
un
de
rsta
nd
ing
of
the
co
mp
an
y’s
prin
cip
le a
nd
the
fou
nd
er’s
ph
iloso
ph
y
Efforts for OJT and corporate perception of effectiveness of OJT
in improvement in workplace productivity, etc.
74.6
59.2
0
20
40
60
80
100
OJTに係る取組の
実施個数が
相対的に多い企業
OJTに係る取組の
実施個数が
相対的に少ない企業
Companies making
greater efforts for OJT
Percentage of companies recognizing that human
resource development leads to improvement in
workplace productivity, etc.(%)
Companies making
insufficient efforts for
OJT
(“Effective” minus “Not effective”, % points)
13
10.210.1
8.9
7.46.5 6.4
5.75.3
3.9
2.3
1.2
14.1
12.1
13.312.6
9.1 9.3
12.1
9.99.4
10.3
7.0
13.3
11.4
13.0 12.7
9.08.8
11.9
8.88.9
9.8
6.7
0
2
4
6
8
10
12
14
16
指導役や教育係の配置
(メンター制度等)
本人負担の社外教育に対する
支援・配慮
企業としての
人材育成方針・計画の策定
転勤
(事業所間の移動)
他企業との人材交流
(出向等)
社内資格・技能評価制度の
創設による動機づけ
配置転換
(
事業所内の移動)
定期的な面談
(個別評価・考課)
表彰による動機づけ
企業が費用を負担する社外教育
目標管理制度による動機づけ
Gap in the
implementation rate
of efforts made for
female employees
― Human Resource Management to Allow All Types of Employees
to Demonstrate Their Abilities ―
There are gaps in vocational ability development opportunities for female and elderly workers. Those gaps are found in between companies in which all
types of employees can fully demonstrate their abilities and those facing challenges to overcome. The disparities are larger in each development
opportunity for female and elderly employees than one for the entire workforce.
Japanese companies are lagging behind on efforts to invest in educational programs provided outside the company and enhance employees motivation
through goal settings for female and elderly workers. Thus, those companies need to step up such efforts.
Gap in the implementation rate of human resource management related to vocational ability
development by status of demonstration of abilities of diversified human resources(“Abilities of diversified human resources are fully demonstrated” minus “Issues exist in demonstrating abilities”, % points)
Gap in the
implementation rate
of efforts made for
elderly employeesOverall
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training 14
Pla
cem
ent o
f coaches a
nd
teachers
(mento
r syste
m, e
tc.)
Support/c
onsid
era
tion fo
r
indiv
idual p
aym
ents
for
exte
rnal tra
inin
g
Form
ula
tion o
f hum
an re
sourc
e
develo
pm
ent p
olic
y/p
lan o
f the
com
pany
Job tra
nsfe
r (transfe
r betw
een
esta
blis
hm
ents
)
Pers
onnel e
xchange w
ith o
ther
com
panie
s (te
mpora
ry tra
nsfe
r,
etc
.)
Incre
asin
g m
otiv
atio
n b
y
cre
atin
g in
tern
al
qualific
atio
ns/s
kills
evalu
atio
n
syste
ms
Reassig
nm
ent (tra
nsfe
r with
in
the e
sta
blis
hm
ent)
Schedule
d in
terv
iew
(indiv
idual
evalu
atio
n/p
erfo
rmance
evalu
atio
n)
Incre
asin
g m
otiv
atio
n th
rough
aw
ard
pro
gra
ms
Exte
rnal e
ducatio
n fo
r whic
h
com
panie
s b
ear e
xpenses
Incre
asin
g m
otiv
atio
n th
rough
the M
anagem
ent b
y Obje
ctiv
es
syste
m
89.2
73.071.0 70.2
66.5
60
70
80
90
100
① ② ③ ④ ⑤
(%)
53.651.1
44.042.9 42.8
30
40
50
60
70
① ② ③ ④ ⑤
(%)
62.0
58.5
50.748.8
40.7
30
40
50
60
70
① ② ③ ④ ⑤
― Human Resource Development to Meet Diversified Work Styles,
and Future Efforts to Achieve the Goal ―
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training
(Notes) 1) The left figure shows issues that companies with issues in demonstration of abilities of diversified human resources have in human resource development concerning so-called regular employees. Multiple answers
allowed.
2) The middle figure shows efforts planned for implementation by companies with issues in demonstration of abilities of diversified human resources planning to strengthen human resource development. Multiple
answers allowed.
3) The right figure shows companies’ support that regular employees working for companies with issues in demonstration of abilities of diversified human resources consider important for actively promoting vocational
ability development. Answered by selecting top 5 out of 13 items.
Some companies struggle with creating a workplace where different types of employees can demonstrate their abilities. But they recognize that they need to spendmore time to cultivate human resources and that they have to deal with employees in leadership positions who lack the ability to nurture human resources.
In such companies, both labour and management focus on helping those in leadership positions improve their ability to nurture human resources and results of theirefforts to develop employees’ vocational abilities. The aim is to promote better human resource development practice.
① Employees are busy in their operations and cannot allocate time for
human resource development
② Ability to develop human resources and awareness for guidance is
lacking in superiors, etc.
③ Employees’ motivation to receive human resource development is low
④ A system that enables, when employees are absent to engage in
vocational ability development, others to take on their operations
during their absence has not been established
⑤ Atmosphere to actively implement human resource development is
lacking within the company
① Improve abilities of superiors, etc. to develop human resources
and awareness for guidance
② Highly rate superiors who are active in developing their
subordinates in the performance evaluation (including wage raise,
promotion, etc.)
③ Increase employees’ motivation toward vocational ability
development by encouragement from top management, etc.
④ Highly rate the status of employees’ vocational ability development
efforts in the performance evaluation (including wage raise,
promotion, etc.)
⑤ Expand budget for human resource development
① Highly rate the status of employees’ vocational ability development
efforts in the performance evaluation (including wage raise,
promotion, etc.)
② Improve ability of superiors, etc. to develop human resources and
awareness for guidance
③ Increase employees’ motivation toward vocational ability
development by encouragement from top management, etc.
④ Establish a system that enables, when persons in charge are
absent, to engage in vocational ability development, others to take
on their operations during their absence
⑤ Give consideration to working hours
Issues concerning human resource development and efforts planned for implementation in the future, etc. of
companies with issues in demonstration of abilities of diversified human resources
Issues that companies have in human
resource development concerning so-called
regular employees(%)
Matters planned for implementation in the
future by companies planning to strengthen
human resource development
Items that regular employees consider
important for Companies to support
15
23.1
37.0
30.134.0
53.9
42.5
0
20
40
60
Labour productivity Sales Number of regular employees
(“Improved/increased” minus “Worsened/decreased”, % points)
Companies expanding their
business overseasCompanies not expanding
their business overseas
― Status of Global Expansion of Japanese Companies and Its Relationship with
Labour Productivity Growth and Vocational Abilities, etc. ―
Source: Prepared based on “Basic Survey of Overseas Business Activities”, METI (upper left figure); “Survey on the Japanese Nationals Overseas”, MFA (upper left figure); “Survey on Progress in
Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training (upper right figure); and “Survey on Actual Situation of Job
Transfers in Companies” (2017), same (lower left figure and lower right figure)
(Note) The upper right figure shows the diffusion index (DI) of change in labour productivity, etc. from 5 years ago to present.
Overseas expansion of Japanese companies is steadily increasing, and companies expanding their business overseas are therebyimproving labour productivity, etc. while increasing the number of regular employees in Japan.
From the point of view of improved vocational abilities and satisfaction with job transfer experience, overseas job transfer is more highlyvalued than domestic job transfer.
13.2
25.0
306
489
0
200
400
600
0
10
20
30
40
1997 99 2001 03 05 07 09 11 13 15 16
(1,000 companies) (1,000 persons)
Number of Japanese workers
overseas (right axis)
Number of overseas
subsidiary companies
(FY)
Number of overseas subsidiary companies and
number of Japanese workers overseas
89.7
73.3
50
60
70
80
90
100
海外転勤 国内転勤
(“Improved” minus “Reduced”, % points)
Overseas job transfer Domestic job transfer
79.1
60.0
50
60
70
80
90
100
海外転勤 国内転勤
(“Satisfied” minus “Unsatisfied”, % points)
Overseas job transfer Domestic job transfer
Diffusion index (DI) of change in vocational abilities after job transfer
Relationship between overseas business
expansion and labour productivity, etc.
Diffusion index (DI) of satisfaction with job transfer experience
16
― Impacts, etc. of Advancement in ICT on Work Styles ―
Source: Prepared based on “Science, Technology and Industry Scoreboard 2017”, OECD (upper left figure and upper right figure); “Survey on Status of Responding to Innovations” (2017), The Japan Institute for Labour Policy and Training (lower left figure); and “Survey on How to Work for Responding to Innovations” (2017), same (lower right figure)
(Notes) 1) “Intensity of ICT operations” indicates the value calculated by OECD based on the index of the use of the Internet, etc. using PIAAC, and “percentage of workers engaged in non-routine operations” indicates the value calculated by OECD that is the percentage of workers engaged in occupations for which the intensity of routine operations is lower than the median obtained by listing occupations in order according to the intensity of routine operations.
Both in the manufacturing and services industries, the more companies are ICT intensive, the higher the share of workers engaged innon-routine tasks.
As the use of AI becomes common, both labour and management value qualities such as willingness to take on new challenges, etc.and communication skills.
15
25
35
45
55
65
75
30 35 40 45 50 55 60 65 70
Manufacturing industries
y=1.32x - 25.23
(4.71)
R² = 0.4218
(Intensity of ICT operations)
(Perc
enta
ge o
f work
ers
engaged
in n
on-ro
utin
e o
pera
tions)
(%)
Japan
ItalyGermany
Canada
U.S.A.
U.K.France
15
25
35
45
55
65
75
30 35 40 45 50 55 60 65 70
(Intensity of ICT operations)
(Perc
enta
ge o
f work
ers
engaged
in n
on-ro
utin
e o
pera
tions)
Services industry
y=0.97x - 7.34
(2.08)
R² = 0.1032
(%)
Japan
France
Italy
U.S.A.
Canada
U.K.
Germany
63.8 61.954.7
45.7
21.0
0
10
20
30
40
50
60
70
80
① ② ③ ④ ⑤
(%)
51.761.4
48.3
28.5
16.6
0
10
20
30
40
50
60
70
80
① ② ③ ④ ⑤
(%)
① Human qualities such as willingness to take on new challenges, self-motivation, ability to take action, and insight, etc.② Human relations skills such as communication skills and coaching, etc. ③ Planning/expressive abilities and creativity④ Operational execution capabilities such as ability to collect information, ability to solve problems, and logical thinking⑤ Basic knowledge such as language skills, understanding, and expression
Skills that companies consider important Skills that regular employees consider important
Relationship between the intensity of ICT use and the share of workers engaged in non-routine tasks
Skills considered important in the age in which AI is commonly utilized
17
10.7 10.5 10.4 10.39.6
9.1
15.5
12.3
13.312.9
13.4
12.1
14.6
12.3
13.1 12.6 12.6
11.8
5
10
15
20
Expand o
pportu
nitie
s fo
r skills
develo
pm
ent
Elim
ina
te u
nre
aso
na
ble
dis
paritie
s in
treatm
ent
betw
een e
mplo
yees
(betw
een m
ale
s a
nd fe
male
s,
betw
een re
gula
r and n
on-
reg
ula
r em
plo
ye
es, e
tc.)
Pla
ce
me
nt/re
assig
nm
en
t accord
ing to
indiv
idual
wis
hes
Support fo
r bala
ncin
g w
ork
and d
isease tre
atm
ent
Support fo
r bala
ncin
g w
ork
and n
urs
ing c
are
Support fo
r those w
ho le
ft th
eir jo
bs o
r took a
leave o
f absence d
ue to
child
care
/ nurs
ing c
are
/ dis
ease
treatm
ent, e
tc. to
retu
rn to
w
ork
Gap in the
implementation rate of
employment
management of female
employees
Part II Chapter 3: Promote Better Employment Management that Varies According to
Diversified Working Styles ― How Job Performance of Various Employees with Different Backgrounds
Affects Labor Productivity and Human Resource Management, etc. ―
Businesses need to provide more opportunities for vocational ability development to employees and work on eliminating unreasonabledisparities in working condition between employees (between men and women, between regular and non-regular workers, etc.), etc. in orderto create a workplace where employees from diverse backgrounds can demonstrate their abilities and improve labor productivity.
Companies should improve vocational ability development programs and help workers balance work and caregiving. They also need to takesteps to help employees return to work, or assign and reassign them, especially female and elderly workers, to meet their wishes.
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training
(Note) The left figure shows the diffusion index (DI) of changes in sales, labour productivity, number of regular employees, and number of non-regular employees from 5 years ago to present.
42.6
36.1 35.4
27.7
34.3
18.4
28.4
23.0
0
10
20
30
40
50
売上高
労働生産性
正社員数
非正社員数
Companies in which abilities of diversified human resources are fully demonstrated
Companies with issues regarding demonstration of abilities of
diversified human resources
Sale
s
Labour
pro
ductiv
ity
Num
ber o
f
regula
r
em
plo
yees
Num
ber o
f
non-re
gula
r
em
plo
yees
(“Improved/increased” minus “Worsened/decreased”, % points)
How job performance of various
employees with different backgrounds
affects sales and labor productivity, etc.
Gap in employment management of regular employees between “companies in which
abilities of diversified human resources are fully demonstrated” and “companies with issues
in demonstration of abilities”
(“Abilities of diversified human resources are fully demonstrated” minus “Issues exist in demonstrating abilities”, % points)
Gap in the
implementation rate of
employment
management of elderly
employees
18
0
10
20
30
40
50
60
70
80
余暇時間を
大切にしたい
仕事と介護の両立
職務を限定して
専門性を高めたい
仕事と育児の両立
職務を限定した方が今後の
キャリア設計をしやすい
Males
Females
(%)
Want to
enjo
y leis
ure
time
Bala
ncin
g w
ork
and n
urs
ing
care
Want to
impro
ve e
xpertis
e
by lim
iting d
utie
s
Bala
ncin
g w
ork
and c
hild
care
Lim
iting d
utie
s m
akes fu
ture
care
er d
evelo
pm
ent e
asie
r
54.6
43.0
28.9
23.5
13.6
10.3 7.9
6.6
1.3
0
10
20
30
40
50
60
仕事と育児・介護・病気治療
の両立を支援するため
人材の特性に合わせた
多様な雇用管理を行うため
優秀な人材を採用するため
職務を限定することで、
専門性や生産性の向上
をより促すため
非正社員から正社員への
転換を円滑化させるため
人件費の節約のため
従業員や労働組合等から
の要望があった
仕事の繁閑など業務量
の変化に対応するため
同業他社が導入しているため
(%)
To
su
pp
ort b
ala
ncin
g w
ork
an
d
ch
ild c
are
/nu
rsin
g c
are
/dis
ea
se
trea
tme
nt
To
hire
hu
ma
n re
so
urc
es w
ith
exce
llen
t qu
alific
atio
ns
To
pro
mo
te im
pro
ve
me
nt o
f e
xp
ertis
e a
nd
pro
du
ctiv
ity b
y
limitin
g d
utie
s
To
sa
ve
lab
ou
r co
sts
Be
ca
use
it is re
qu
este
d b
y
em
plo
ye
es a
nd
/or la
bo
ur u
nio
ns,
etc
.
Be
ca
use
it is in
trod
uce
d in
oth
er
co
mp
an
ies in
the
sa
me
bu
sin
ess
To
resp
on
d to
ch
an
ge
s in
wo
rk
vo
lum
es, in
clu
din
g b
usin
ess
fluctu
atio
n, e
tc.
To
en
ab
le s
mo
oth
er c
on
ve
rsio
n
from
no
n-re
gu
lar e
mp
loye
e to
reg
ula
r em
plo
ye
e
To
imp
lem
en
t va
riou
s e
mp
loym
en
t m
an
ag
em
en
t sch
em
es a
cco
rdin
g to
ind
ivid
ua
l ch
ara
cte
ristic
s o
f hu
ma
n
reso
urc
es
― Status of Companies Embracing a Limited Regular Employee System
and Intentions of Companies/Workers ―
Nearly 50% of major companies have introduced the limited regular employee system, or a gentei shain labor contract.
Companies making use of the limited regular employee contracts say they have embraced such an employment style in order to helpemployees balance work and child-rearing/caregiving/disease treatment and promote a diverse human resource management. In fact,approximately 50% of female workers say they want to work as a limited regular employee.
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training(Notes) 1) The right figure shows the answers to the question asking so-called regular employees who may wish to work as limited regular employees about the reason for wishing to do so.
2) “Limited regular employee” refers to many types of regular employee who have concluded indefinite-term labour contracts, just like regular personnel/employees, but whose work location, duties, working hours, etc. are limited.
15.5
24.2
46.8
0
10
20
30
40
50
60
300人未満 300~
999人
1,000人
以上
(%)
Less than
300 persons
300-999
persons
1,000 or more
persons
Reasons that companies introduced the
work style of limited regular employee
Percentage of companies
with limited regular employees
Reasons for wishing to
work as a limited regular
employee
Intention for the work
style of limited regular
employee
23.0
47.1
0
25
50
5年先を見据えた際、
限定正社員を希望する
可能性がある
(%)
Males
Females
19
May request to
become a limited
regular employee
in the next 5 years
0.9
11.9
2.9
0
5
10
15
人材の採用が
しやすくなった
社員の定着率
が高まった
社員のワーク
・ライフ・バラ
ンスが高まった
(“Consider effective” minus “Consider not effective”, % points)
Hiring human
resources
became easier
The retention
rate of
employees rose
Employees’
work-life balance
improved
80.3
19.7
66.3
33.7
0
20
40
60
80
100
不満なし 不満あり 不満なし 不満あり
いわゆる正社員 限定正社員
(%)
Not dissatisfied Dissatisfied Not dissatisfied Dissatisfied
So-called regular employees Limited regular employees
56.6
32.1 30.823.7
19.8
0
20
40
60
80
合理的な賃金
差が設けられ
ていない
労働時間と
比較して、
業務量が
過大になった
合理的な昇進
スピードの差
が設けられて
いない
限定正社員への
仕事の割振り・
調整が難しく
なった
計画的な休暇
が取得しづらく
なった
(%)
57.2
37.233.8
27.1
15.6
0
20
40
60
80
不合理な賃金差
がある
共有がしっかり
となされない
情報が多い
不合理な昇進
スピードの差
がある
労働時間と比較
して、業務量が
過大になった
短時間労働しか
できない中、
締切までに十分
な余裕のない
仕事発注が多い
(%)
― Effects of Introducing the Limited Regular Employee System and Employee Dissatisfaction about the
Difference between Limited Regular Workers and so-called Regular Employees―
Introduction of the limited regular employee system can boost the retention rate of the employees. But both regular and limited regular employees aredissatisfied with work styles of others : many of them complain about a wage system.
For this reason, when introducing the limited regular employee system, labour and management should review the way employees perform their jobduties and discuss differences in working condition, including wages, etc. so that employees on both types of employment contracts can accept thedifferences.
Impacts of the introduction of the limited regular employee system on the company
State of dissatisfaction about the difference between limited regular workers and regular employees
Matters that so-called regular employees are dissatisfied with in light of the working conditions of limited regular
employees at the workplaces, etc.
20
Matters that limited regular employees are dissatisfied with in light of the working conditions of so-called regular employees
at the workplaces, etc.
Th
ere
is n
o
esta
blis
hed
reasonable
diffe
rence in
wages
Work
volu
me
incre
ased
com
pare
d to
work
ing h
ours
Th
ere
is n
o
esta
blis
hed
reasonable
diffe
rence in
pro
motio
n s
peed
Assig
nin
g/
adju
stin
g w
ork
to
limite
d re
gula
r
em
plo
yees is
diffic
ult
Ta
kin
g p
lanned
leaves is
diffic
ult
Th
ere
is a
n
un
rea
so
na
ble
diffe
ren
ce
in
wa
ge
s
Much in
form
atio
n
is n
ot p
roperly
share
d
Th
ere
is a
n
unre
asonable
diffe
rence in
pro
motio
n s
peed
Work
volu
me
incre
ased w
hen
com
pare
d to
work
ing h
ours
Th
ere
are
many
ord
ers
with
insuffic
ient m
arg
in
for d
eadlin
es w
hile
work
ing h
ours
are
limite
d
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training
(Note) The lower left figure and the lower right figure show the matters that those who answered “dissatisfied” when so-called regular employees and limited regular employees compared work
styles of each other are dissatisfied with. Multiple answers allowed.
12.0
19.2
0
5
10
15
20
25
5年前と現在 現在と5年先
(“Increased” minus “Decreased”, % points)
From 5 years ago
to presentFrom present
to 5 years from now
0
10
20
30
40
50
60
70
売上高 労働生産性
(“Improved/increased” minus “Worsened/decreased”, % points)
Have not hired/no plan to hire highly skilled
professionals
Highly professional human resources increased from 5 years ago
No change in the number of highly professional human resources from 5 years ago
Sales Labour productivity
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training
(Notes) 1) “Highly professional human resources” refers to human resources who have completed master's/doctoral degree programs, etc. and have advanced and specialized technologies, skills,
knowledge, practical experience, and teaching experience, etc. in certain specific fields.
2) In the right figure, “special employment management that takes into consideration characteristics of highly professional human resources” refers to employment management schemes
such as “limiting the content of duties to specific fields”, “proposing wage levels appropriate for capacities/achievements”, and “clarifying the content of duties in writing at the time of
recruitment”, etc.
― The Impact of Highly Skilled Professionals on Labor Productivity ―
It is crucial for companies to take in highly skilled professionals in order to improve corporate performance, including labourproductivity, etc.. To achieve that aim, it is also effective for them to take an special approach to employment managementbased on characteristics of highly skills professionals.
DI of change in employment of highly skilled professionals up to the present and
prospects in the next 5 years
Relationship between change in employment of highly skilled professionals
and sales/labour productivity
36.0
24.9
0
5
10
15
20
25
30
35
40
Separa
tely
imple
ment s
pecia
l em
plo
ym
ent m
anagem
ent
sch
em
e th
at ta
ke
s in
to
consid
era
tion c
hara
cte
ristic
s
of h
ighly
pro
fessio
nal h
um
an
resourc
es
Do n
ot s
epara
tely
take a
ny
specia
l measure
s
(“Increased” minus “Decreased”, % points)
DI of change in the number of highly skilled professionals by employment
management policy
21
1.91.8
1.2
1.8
1.10.9
0.6
4.03.7
3.4
2.82.6
2.5
1.6
0
1
2
3
4
5
Info
rmatio
n a
nd
tele
com
mu
nic
atio
ns
Manufa
ctu
ring
Whole
sale
/ reta
il tra
de
Educatio
n/ le
arn
ing
su
pp
ort
Scie
ntific
researc
h/
pro
fessio
nal a
nd
technic
al s
erv
ices
Serv
ices (n
ot
els
ew
here
cla
ssifie
d)
Accom
modatio
ns/
eatin
g a
nd d
rinkin
g
serv
ices
Number of foreign workers in specialized/technical fields
(10,000 persons)
2017
2010
Many h
um
an re
sourc
es
repre
senta
tives
thin
k th
at it is
a
challe
nge th
eir c
om
panie
s fa
ce.
Many h
ighly
skille
d fo
reig
n
pro
fessio
nals
thin
k th
at im
pro
vem
ents
should
be m
ade.
(Descriptions of
difference)
① Environments that enable career development
② Placement/transfer to departments where one’s expertise can be utilized
③ Clarification of work content (Improvement of job descriptions)
④ Various consultation systems, including a mentor system, etc.
⑤ Development of work environments in which people can work in English
⑥ Clarification of criteria for salary raise ⑦ Ease of achieving a work-life balance
⑧ Flexible work styles such as telework, etc.⑨ More efficient operations such as ICT utilization, etc.
Source: Prepared based on “Situation of Notified Foreign National Employment Status”, MHLW (left figure); and “Questionnaire Survey on Matters that Highly Professional Foreign Human Resources
Wish to be Improved” (FY2017 MHLW-commissioned program), Chuugai (right figure)
(Note) The bar chart in the right figure shows, in companies employing highly professional foreign human resources, the difference calculated by subtracting the percentage of personnel managers of
companies who answered that it is an issue from the percentage of highly professional foreign human resources who answered that it should be improved in utilizing/retaining highly
professional foreign human resources.
― Trends in the Number of Highly Skilled Foreign Professionals
and Challenges Employing Such Workers ―
The number of foreign workers in specialized/technical fields is increasing mainly in the following sectors: the information and
communications, manufacturing, and wholesale/retail trade industries.
Highly skilled foreign professionals think that their employers should offer them flexible work arrangements such as teleworking, but
human resources representatives have yet to realize that they need to allow for flexible work styles.
59.7
51.5
42.5
28.5 26.6
16.2 14.2
3.6 1.7
-30
-20
-10
0
10
20
30
40
50
60
70
① ② ③ ④ ⑤ ⑥ ⑦ ⑧ ⑨
Challenges employing or trying to retain
highly skilled foreign professionals
(%) (“Highly skilled foreign professionals” minus “Companies”, % points)
Difference
(“Percentage of highly professional foreign human resources who
answered that it should be improved” minus “Percentage of human
resources representatives who answered that it is an issue”)
Percentage of persons in charge
of personnel affairs who
answered that it is an issue
22
64.0
51.947.5
40.436.5
28.6
6.4
-30
-20
-10
0
10
20
30
40
50
60
70
① ② ③ ④ ⑤ ⑥ ⑦
Methods of developing managers that
those wishing to be promoted to
Difference(“Percentage of those wishing to be promoted to be managers who consider the method important” minus “Percentage of companies implementing the method”)
(%) (“Those wishing to be promoted to managers” minus “Companies”, % points)
58.9
37.5 36.5
29.3
0
10
20
30
40
50
60
70
Work
vo
lum
e is
incre
asin
g
Pre
ssu
re to
ach
ive
resu
lts is
in
cre
asin
g
Re
stric
tion
s a
re b
eco
min
g
mo
re s
eve
re fo
r co
mp
lian
ce
Th
e n
um
be
r of p
ers
on
s a
t the
w
ork
pla
ce
is d
ecre
asin
g
Em
plo
ye
es w
ithin
limite
d
wo
rkin
g h
ou
rs/lo
ca
tion
s a
re
incre
asin
g
Em
plo
ye
es w
ith b
ad
me
nta
l co
nd
ition
s a
re in
cre
asin
g
Fo
reig
n e
mp
loye
es a
re
incre
asin
g
(%)Items that many managers listed
+8.0%
points +5.8%
points
+5.2%
points
2017
2015
2012
Items that are increasingly being listed
2017
61.1
38.9
0
20
40
60
80
管理職に昇進し
たいと思わない
管理職以上
(役員含む)
に昇進したい
(%)
Do n
ot w
ish
to b
e
pro
mo
ted
to m
an
ag
ers
Wis
h to
be
pro
mo
ted
to m
an
ag
ers
or h
igh
er
leve
ls (in
clu
din
g
exe
cu
tive
s)
Source: Prepared based on “Survey on Actual Conditions of Section Managers, etc. of Listed Companies” (2017), SANNO University (left figure); “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training (middle figure and right figure)
(Notes) 1) The values on arrows in “Items that are increasingly being listed” of the left figure indicate the difference in the percentage of managers who listed the item concerned as a change in workplace environments between 2017 and 2012.
2) The bar chart in the right figure shows the difference calculated by subtracting the percentage of those wishing to be promoted to managers who consider the method important from the percentage of companies implementing the method.
― Changes in Workplace Environments that Managers Realize and
Challenges Concerning Promotion of Employees and Management Skills Development ―
Many managers have realized that their work volume has increased and have been feeling an increasing pressure to achieve results sincethey were promoted to the position. And a growing number of those managers also find that more and more employees work within limitedworking hours at fixed locations. Therefore, there are a considerable number of employees who do not want to be promoted to managers.
Those who want to be promoted to managers think that companies should place priority on subsidizing employee self-development when theytry to nurture managers. But few companies recognize the importance of financial assistance.
Wish to be promoted
to managers
① Allow candidates to gain experience in important work such as placing them in
special projects and central departments
② Prioritized reassignment for gaining various experiences
③ Allow candidates to actively acquire knowledge in management practice
④ Actively provide opportunities for personnel exchange with other companies
⑤ Subsidize expenses of self-development with priority
⑥ Allow candidates to participate in selective training with priority
⑦ Allow candidates to gain experience in working abroad with priority
(Regula
r em
plo
yees p
lace
more
importa
nce)
(Com
panie
s p
lace
more
importa
nce)
Recognition gap between those wishing to be promoted to
managers and companies: which method they think important
Changes in workplace environments
that managers feel
23
Source: Prepared based on “Survey on Employment Trends”, MHLW (left figure); and “2015 Survey on Workers Who Changed Jobs”, MHLW (right figure)
(Notes) 1) Shadowed areas in the left figure represent the recession periods.
2) The data of “Full-time worker (indefinite-term employment)” in the left figure is only for 2013 and later years because “Survey on Employment Trends” by MHLW was commenced in 2013.
3) The number of previous career changes includes the career change to the current company.
Part II Chapter 4: Make It Easier for Everyone to Pursue Their Career on
Their Own Initiative ― Career Change and the Labor Market Situation in Japan ―
More and more people in Japan change careers. And as those who have changed jobs get older, the number of times they
had switched careers is rising. Given the fact, people are increasingly likely to consider changing jobs a number of times as
the country is entering an era in which many people will live to 100 years old.
217
246
41 49
38 38
102
126
145
0
50
100
150
200
250
300
350
万
Full-time worker (overall) ⇒ Full-time worker (overall)
Full-time worker (indefinite-term employment)
⇒ Full-time worker (indefinite-term employment)
Part-time worker ⇒ Part-time worker
Full-time worker (overall) ⇒ Part-time worker
Part-time worker ⇒ Full-time worker (overall)
(10,000 persons)
1.5
2.1
3.0
3.4
2.9
1
2
3
4
15~24歳 25~34歳 35~44歳 45~54歳 55歳以上
(Number of previous career changes (total of all employment forms))
Age 15-24 Age 25-34 Age 35-44 Age 45-54 55 or older
Transition of the number of persons who have changed their
careers by employment form after the career change
Number of times career changers
switched jobs in the past
24
― Overall Career Satisfaction among People Who Have Changed Jobs―
Overall career satisfaction is high among people who have changed jobs, mainly those in younger generations.
People exploring new career options tend to look for a new job based on: skills and vocational abilities they gained in thepast, job description, occupational satisfaction and better working conditions. If their new employers provide them witheducation and training programs, that may lead to greater career satisfaction among employees.
Source: Prepared based on “2015 Survey on Workers Who Changed Jobs”, MHLW
(Note) The middle figure summarized the results of up to 3 answers given as reasons for selecting the current company.
40.4
46.3
26.1
17.4 16.5
14.0
53.1
46.2
28.2
19.7
16.5 14.7
0
10
20
30
40
50
60
自分の技能・能力
が活かせるから
仕事の内容・職種
に満足がいくから
労働条件(賃金以外)
がよいから
転勤が少ない、
通勤が便利だから
地元だから
(Uターンを含む)
賃金が高いから
正規→正規
非正規→正規
(%)
Ow
n s
kills
/abilitie
s c
an
be u
tilized
Satis
fied w
ith w
ork
conte
nt//ty
pe o
f
occupatio
n
Bette
r work
ing c
onditio
ns
(oth
er th
an w
ages)
Less jo
b tra
nsfe
r, more
convenie
nt c
om
mutin
g
Locate
d a
t my h
om
e
tow
n (in
clu
din
g re
turn
ing
to o
ne’s
hom
e to
wn)
Hig
her w
ages
Regular → Regular
Non-regular → Regular60.7
66.0
58.7
55.2
58.7
48.6
34.0
26.4
31.0 32.631.1
45.9
5.3
7.610.3
12.2
10.1
5.4
0
10
20
30
40
50
60
70
80
15~24歳 25~34歳 35~44歳 45~54歳 55~64歳 65歳~
満足 どちらとも言えない 不満
(%)
Age
15-24
Age
25-34
Age
35-44
Age
45-54
Age
55-64
65 or
older
Satisfied No opinion Dissatisfied
Career changers’ overall career satisfaction
(regular employees)
Reasons to choose the company to work for
by changes in the employment status
54.0 53.8
52.7
48.3
40
50
60
職務遂行に必要な
能力・知識を付与
する教育訓練
(OFF-JT
)
入職時の
ガイダンス
(OFF-JT
)
計画的なO
JT
実施しなかった
(“Satisfied” minus “Unsatisfied”, % points)E
ducatio
n a
nd
train
ing fo
r acquirin
g
skills
/know
ledge
necessary
for
perfo
rmin
g d
utie
s
(OF
F-J
T)
Guid
ance a
t the tim
e
of e
mplo
ym
ent
(OF
F-J
T)
Schedule
d O
JT
Not im
ple
me
nte
d
Impact of education and training programs for career changers on their overall
satisfaction with career
25
51.0
46.2
44.4
42.1
38.3
32.1
51.9
47.6
45.9
43.4
40.740.0
20
30
40
50
60
30
歳未満
30
~49
歳
50
歳以上
30
歳未満
30
~49
歳
50
歳以上
男性 女性
FY2016
FY2013
(%)
Implementation status of self-development (regular employees)
Yo
un
ge
r
tha
n 3
0
50
or
old
er
Yo
un
ge
r
tha
n 3
0
Ag
e
30
-49
50
or
old
er
Ag
e
30
-49
Males Females
26.8
17.4
20.4
3.1
0
10
20
30
40
Change in annual income Satisfaction with work
Implemented self-development Not implemented self-development
(Diffusion index (DI), % points)
“Increased by 10% or more”
minus “Decreased by 10% or more”“Satisfied” minus “Dissatisfied”
Effects of self-development on employees after 2 years (regular employees)
― Self-development at Work and Its Effect ―
Source: Prepared based on “Basic Survey of Human Resources Development”, MHLW (left figure); and “National Employment Situation Panel Survey 2018”, Recruit Works Institute,
Recruit Holdings (right figure)
(Note) The right figure shows various effects in 2017 by the implementation status of self-development in 2015.
Employees, both men and women, are less likely to engage in personal development as they become older.
If employees put their efforts into self-development, that could boost their job satisfaction and have other positive impacts on
them after a certain period of time.
26
― Self-development: Challenges Faced by Employees
and Efforts to Be Made by Companies ―
Employees face challenges when they try self-development such as : scheduling, high costs and balancing with household chores andchildrearing (among female workers).
It is suggested that providing information on education/training institutions, etc. and career consultation services can be an effective wayto promote employees’ self-development.
46.2
23.7
10.6
20.2
15.4 15.3
32.1
22.8
32.4
22.4 22.1
15.2
0
10
20
30
40
50
仕事が忙しく
て自己啓発の
余裕がない
費用が
かかりすぎる
家事・育児
が忙しくて
自己啓発の
余裕がない
どのような
コースが自分
の目指す
キャリアに
適切なのか
わからない
自分の目指す
べきキャリア
がわからない
適当な教育
訓練機関が
見つからない
男性 女性
(%)
Males Females0.081
0.079 0.081
0.047
0
0.02
0.04
0.06
0.08
0.10
社内での自主
的な勉強会等
に対する援助
教育訓練機関、
通信教育等に
関する情報提供
キャリア
コンサルティング
受講料などの
金銭的援助
(Threshold effect)
Problems faced by employees failing to put their
efforts into self-development
Support for vocational ability development that can promote
employees’ self-development (regular employees)
27
Too busy with
work to afford
time for self-
development
Costs are
too high
Too busy with
housework/child
care to afford
time for self-
development
Not sure
which courses
are appropriate
for the desired
career
Not sure
which career
to pursue
Cannot find
appropriate
education/
training
institutions
Source: Prepared based on “FY2016 Basic Survey of Human Resources Development”, MHLW
(Note) The right figure shows the threshold effect of a Probit model estimation using the implementation status of self-development by workers as the explained variable. It is statistically significant
at the 5% level for all items. The threshold effect here indicates the degree of effect of the given explanatory variable on the explained variable. For example, establishments implementing
“career consultation” have the effect of improving, when compared to companies not implementing, the implementation status of self-development by 0.081 (=8.1%).
Career
consultation
Provide information
on education/training
institutions and
correspondence
courses, etc.
Assistance for
voluntary study
sessions within the
company
Monetary
assistance for
tuition, etc.
38
42
11 12
412
396
0
20
40
60
80
200
250
300
350
400
450
2010 15
(10,000 persons) (10,000 persons)
(Year)
Self-employed persons
(with no employees)
Self-employed persons working
by utilizing information and
communication equipment
(right axis)
Professionals
(included)
(right axis)
― Career Development Challenges for People Opting for Working Styles
Not Bound by Traditional Employment Relationships [1] ―
The number of self-employed individuals who use telecommunication technologies is rising while the total number of self-
employed persons (with no employees) is declining. Incomes of the both self-employed workers vary.
Source: Prepared based on “Population Census”, MIC (left figure and middle figure); and “2016 Survey on Time Use and Leisure Activities”, MIC (right figure)
(Notes) 1) For “professionals working by utilizing information and communication equipment”, self-employed persons (no employers) deemed to be engaged in occupations of creating deliverables or
providing services by utilizing information and communication equipment were selected using the work content that workers engage in described in the MHLW’s “3rd Discussion Meeting on
Flexible Work Styles document” (“Survey on Ways of Working without being Employed (Web-based Survey)”, JILPT) as a reference, and of which professionals engaged in creating software
and providing consultations, etc. by utilizing information and communication equipment were selected as “professionals working by utilizing information and communication equipment”.
5,240
2,620
0
1,000
2,000
3,000
4,000
5,000
6,000
システムコン
サルタント・
設計者
ソフトウェア
作成者
(Increase from 2010 to 2015, persons)
System
consultant/
designer
Software
creator
The number of self-employed persons by
business operation
Increased major occupations of professionals working by utilizing
information and communication equipment
34.0
38.3
18.1
5.51.9
2.3
16.9
37.5
20.2
14.1
5.06.3
0
10
20
30
40
50
Less th
an
1 m
illion y
en
1 to
2.9
9
millio
n y
en
3 to
4.9
9
millio
n y
en
5 to
6.9
9
millio
n y
en
7 to
8.9
9
millio
n y
en
9 m
illion y
en
or m
ore
(%)
Self-employed persons (with no employees)
Self-employed professionals
working by utilizing information
and communication equipment
Comparison between self-employed persons
(without employees) and self-employed
professionals based on annual income category
28
45.5
40.3
27.7
18.9 18.716.3
10.4 9.97.8 7.6 7.6 7.0
0
10
20
30
40
50
60
収入が不安定、低い
仕事を失った時の失業保険
のようなものがない
仕事が原因で怪我や病気を
した時の労災保険の
ようなものがない
立場が弱い
医療保険や年金などの
社会保障が不十分である
仕事が見つかりにくい
キャリア形成が難しい
税金、社会保障などの
手続きがわからない、
煩雑である
働く時間が長い、忙しい
頼りになる同業者や
仲間がいない
仕事や事業について
相談できるところがない
能力を開発する機会が
乏しい
(%)
Unsta
ble
/low
incom
e
Th
ere
is n
o s
yste
m e
quiv
ale
nt to
unem
plo
ym
ent in
sura
nce a
vaila
ble
when b
ecom
ing u
nem
plo
yed
Th
ere
is n
o s
yste
m e
qu
iva
len
t to
wo
rke
rs' a
ccid
en
t co
mp
en
sa
tion
insu
ran
ce
ava
ilab
le w
he
n in
jure
d o
r
be
co
min
g s
ick d
ue
to w
ork
Bein
g in
a v
uln
era
ble
positio
n
Insuffic
ient s
ocia
l security
such a
s
health
insura
nce a
nd p
ensio
n, e
tc.
Diffic
ult to
find
wo
rk
Diffic
ult to
develo
p c
are
ers
Pro
cedure
s fo
r taxes a
nd s
ocia
l
security
, etc
. are
com
plic
ate
d a
nd
diffic
ult to
unders
tand
Long w
ork
ing h
ours
and b
ein
g v
ery
busy
Have n
o p
ers
ons o
n w
hom
one c
an
depend w
ho a
re in
the s
am
e
busin
ess o
r who a
re c
olle
agues
Th
ere
is n
o p
lace a
vaila
ble
to
consult a
bout w
ork
or b
usin
ess
Not m
any o
pportu
nitie
s fo
r
vocatio
nal a
bility
develo
pm
ent
― Career Development Challenges for People Opting for Working Styles
Not Bound by Traditional Employment Relationships [2] ―
Compared with self-employed individuals (with no employees) as a whole, self-employed professionals whose work involves using
telecommunications equipment tend to put more efforts on personal development.
While many independent self-employed persons are feeling insecure about their income prospects, a certain number of them say theyface challenges in career development. The government should discuss measures to assist independent self-employed individuals to
hone their skills if the number of such self-employed persons increases.
Source: Prepared based on “2016 Survey on Time Use and Leisure Activities”, MIC (left figure); and “Survey on Employment Situation and Attitudes of Independent Self-Employed Persons
(Web-based Survey)” (2018), The Japan Institute for Labour Policy and Training (right figure)
(Notes) 1) “Independent self-employed persons” refers to self-employed persons working without an employer excluding owners of private shops and those engaged in agriculture, forestry, and
fisheries (generic term for self-employed, freelancers, sole proprietors, and cloud workers).
2) The right figure shows the answers to the question asking independent self-employed person about the issues in continuing work. Multiple answers allowed.
Methods that independent self-employed persons consider necessary for
vocational ability development and issues that they have
33.8
60.7
53.3
60.9
0
20
40
60
80
Se
lf-em
plo
yed p
ers
ons
(no e
mp
loyers
)
Se
lf-em
plo
yed p
rofe
ssio
nals
work
ing b
y u
tilizin
g in
form
atio
nand c
om
munic
atio
n e
quip
men
t
Se
lf-em
plo
yed p
ers
ons
(no e
mp
loyers
)
Se
lf-em
plo
yed p
rofe
ssio
nals
work
ing b
y u
tilizin
g in
form
atio
nand c
om
munic
atio
n e
quip
men
t
Males Females
Implementation rate of self-development by self-employed persons
(with no employees)(%)
29
57.8
41.2
19.317.8
15.6
11.8
4.8
0
10
20
30
40
50
60
70
Costs
are
too h
igh
Work
ing h
ours
are
too lo
ng
to a
fford
suffic
ient tim
e
Locatio
ns o
f lectu
res a
re
too fa
r (cannot c
om
mute
)
There
is n
o e
ducatio
nal c
ours
e
availa
ble
that m
atc
hes o
wn
require
ments
There
is n
o s
hort-te
rm
(less th
an o
ne ye
ar)
educatio
n p
rogra
m a
vaila
ble
Cannot o
bta
in th
e
unders
tandin
g o
f the w
ork
pla
ce
Not v
alu
ed in
term
s o
f tre
atm
ent
(%)
― Status of Adult Learners Returning to School
for Education and Difficulties They Encounter ―
Returning to universities, etc. for education can help workers develop skills needed for their jobs and increase their motivation at work.
Adult learners encounter difficulties, such as long working hours, when they try to return to school for education. To address suchproblems, educational institutions need to be more flexible and consider providing courses in the evening hours or on holidays.
Source: Prepared based on “Survey on Progress in Diversified Work Styles and Ideal Human Resource Management” (2018), The Japan Institute for Labour Policy and Training (left figure); “Survey
Study on Identifying Actual Situation of Re-education for Working Adults at Universities, etc.” (FY2015), Innovation Design & Technologies (middle figure); and “education and training
benefits system / search system for education and training designated by the Minister of Health, Labour and Welfare” and “employment insurance business data”, MHLW (right figure)
(Notes) 1) The left figure shows the effects of self-development compared to 5 years ago by the status of participating in lecture courses at universities/graduate schools.
2) The right figure shows the figures of 2017, and “specialized practical education and training” refers to education and training designated by the Minister of Health, Labour and Welfare as
specialized practical education and training that contribute to medium- to long-term career development.
2,066
170 85 96
6,484
2,178
2,381
4,711
0
2,000
4,000
6,000
8,000
10,000
0
500
1,000
1,500
2,000
2,500
昼間
課程
夜間
課程
土日
課程
通信
課程
(Number of lecture courses) (Persons)
Number of recipients of
education and training
benefits (right axis)
Designated number of
lecture courses
Daytime
courses
Weekend
courses
Correspondence
coursesNighttime
courses
66.7
36.1
80.6
68.8
53.3
35.6
66.7
57.1
0
20
40
60
80
100
大学等
の講座
を受講
大学等以外
で自己啓発
実施
大学等
の講座
を受講
大学等以外
で自己啓発
実施
就労に対する
モチベーションが
向上した
仕事に要する
専門的な知識・技術が
向上した
男性 女性
(“Improved” minus “Did not improve”, % points)
30
Number of practical and professional
education/training courses and the number of
recipients of education and training benefits
Obstacles that prevent people who have never
taken continuing education courses from
starting to learn again at universities, etc.
Benefits of participation in continuing education
courses at universities, etc.(regular employees)
Motivation toward work increased
Participate in
lecture
courses at
universities,
etc.
Implement self-
development
other than at
universities,
etc.
Specialized knowledge/ skills necessary for work
improved
Participate in
lecture
courses at
universities,
etc.
Implement self-
development
other than at
universities,
etc.
Males Females