Common Characteristics of Companies That Fail with the Specified Skilled Worker Program　 An Expert Explains from a Practical Perspective

This article is intended for companies that are considering hiring foreign workers under the Specified Skilled Worker program, or those that are already doing so, and that:

• Have implemented the Specified Skilled Worker program but are unable to operate it as intended

• Are unable to retain foreign workers, resulting in wasted recruitment efforts

• Have concerns about their understanding of the program

• Want to learn from examples of what not to do

This content is aimed at those who fall into these categories.

The common trait among companies that fail under the Specified Skilled Worker program is that they “view hiring as the end goal.”

Companies that correctly understand the program and have established operational systems for after hiring are the ones that achieve stable recruitment.

Hiring foreign workers does not “end with recruitment”; “operational planning” is crucial.

① Insufficient Understanding of the System

Implementing the Specified Skilled Worker Program without fully understanding its objectives and requirements will lead to operational problems.

・Lack of understanding of the requirements for the status of residence

・Lack of understanding of the details of support obligations

・Lack of awareness regarding legal compliance

② Viewing Hiring as the End Goal

・Lack of a structured training system

・Vague job descriptions

・Insufficient support for employee retention

③ Incorrect Selection of Residence Status

・Attempting to have workers perform on-site labor under the “Technical/Human Services” status

・Failure to understand the purpose of the system

④ Delegating Everything to a Registered Support Organization

・Outsourcing without understanding the system

・No in-house staff member is assigned to handle this

・Operations are entirely outsourced

⑤ Implementing in-house support solely to cut costs

In-house support is a system that should be evaluated based on “structure,” not “cost.”

⑥ Inappropriate labor management and treatment

・Wages below industry standards

・Lack of transparency regarding working conditions

・Insufficient consideration for the workplace environment

⑦ Lack of a focus on support for long-term integration

・The counseling system is not adequately established

・Insufficient consideration is given to Japanese language education

・No career paths are presented

① Cases Where the Base Salary for Foreign Workers Was Set Unreasonably High

There have been cases where the base salary for foreign workers scheduled to be hired was set higher than that of current Japanese employees.

This is based on the misconception that doing so will make it easier to obtain approval for the hiring plan or the Certificate of Eligibility (COE).

② Employment Contracts That Inflate Take-Home Pay

There have been cases where employment contracts listed lower deductions to make the take-home pay appear higher.

The discrepancy between this figure and the actual salary can lead to dissatisfaction and employee turnover.

③ Disputes Arising from Insufficient Explanation of Resident Tax

There have been cases where insufficient explanation was provided regarding resident tax deductions at the time of hire. When collections began the following year, take-home pay decreased, leading to dissatisfaction.

[Companies That Fail]

・Insufficient understanding of the system

・Viewing recruitment as the end goal

・Inadequate support systems

・Lack of transparency in labor management

・No operational plan

[Companies That Succeed]

・Proper understanding of the system

・Long-term talent strategy

・Well-established support systems

・Compliance with laws and regulations

・Operational planning begins before recruitment

□ Understands the purpose and requirements of the system

□ Ensures that the status of residence aligns with the job duties

□ Ensures an appropriate level of compensation

□ Has established a support system

□ Has a clear division of roles with the registered support organization

□ Appropriately assesses whether the company can provide support on its own

□ Has established a retention support and training system

□ Has formulated a post-hiring implementation plan

The involvement of experts is essential for the proper implementation of the Specified Skilled Worker Program.

・Support for program design

・Verification of eligibility for residence status

・Determining whether the company is eligible to sponsor workers

・Establishing a compliance framework

At the Nasu Administrative Scrivener Office, we provide program design and operational support tailored to each company’s specific circumstances.

・Companies that fail with the Specified Skilled Worker program share common traits

・Treating recruitment as the end goal is the primary factor

・Setting superficial requirements that prioritize obtaining permits leads to problems

・Understanding the system and designing its implementation are key to success

・Companies should choose between in-house support and outsourcing based on their organizational structure

・Involving experts enhances the stability of program implementation

If you are unsure about a decision, we recommend consulting with an expert in advance.

If you have any specific questions, please feel free to contact us.