How will the "Training and Employment System" change the future of your company and community? 〜The "Competition for Human Resources" and the Freedom of Transfer with the Abolition of Technical Intern Training

October 9, 2025October 13, 2025

解説

It lasted for many years.technical internship systemwill be abolished, and the transition to a new status of residence, the "Training and Employment System," is scheduled to take place by 2027.

This is not just a change in the name of the institution. "international contributionfrom ".Developing and Securing Human ResourcesThis means a fundamental shift in the purpose of the system to a "foreigner-employed" system. For companies, in particular, it means a fundamental shift in the purpose of the system, which is to bring talented foreign human resources into the "How to establishbecomes a matter of life and death.Big Changesis waiting for you.

1. shift in objectives: strengthening rights as "workers" is a top priority

The old system (technical training) was used to transfer technology to developing countries.tea ceremony proceduresThe new system (foster employment), whereas thelabor shortage areainDeveloping and Securing Human Resourcesas a clear objective.

The reason behind this change of purpose is that the old system was considered problematic.Poor working environmentand de factolimitation in a change of occupationThere is a correction of human rights violations by The most important feature of the new training and employment system is a mechanism to properly protect foreign nationals as "workers" and make it easier for them to build long-term careers in Japan.

system	Objective.	period of stay
technical internship(To be discontinued)	International Contribution through Skills Transfer	3-5 years (in principle, return to home country)
training and employment(Newly established)	Human Resource Development and Securing Human Resources in Specific Fields	3 years (subject to transition to specified skills)

2. the biggest change: the mobility of human resources caused by "liberalization of transfers

The most significant impact for companies is theIncreased flexibility in transferring (changing jobs)".

Transfer of employment, which was prohibited in principle under the old system, is now permitted under the foster employment system if certain requirements are met (e.g., working at the same company for one to two years or more, meeting Japanese language proficiency requirements, etc.),one's own free willThis will be possible with

Corporate "talent exodus risk" and local concerns

This liberalization of transfers is a major step forward in terms of protecting workers' rights, but it is also a "big step backward" on the part of companies.Risk of outflow of trained personnelThe "A" in the above example is the result of the following.

Particularly good salary levels and living conditions.urban areasThere are concerns about the concentration of human resources in the region, and local companies are more concerned than ever about the concentration of human resources in the region,Improved salaries and benefitsand ... andEasy-to-work-in work environmentIt will be essential to make an effort to develop and "select" personnel.

3. smooth career path to "specific skills

The training and employment system is a residency status that is subsequentlySpecified Skills 1Based on the assumption that the transition tocareer pathIt is designed as a

Developing specific skill level 1 in 3 years: During the three years of training and employment, the trainee will be required to prepare a training plan to acquire skills and Japanese language proficiency (equivalent to N5 at the time of entry, N4 to N3 at the time of completion, etc.) equivalent to those of the specified skills No. 1.
Path to long-term retentionIf you complete the training, you will be able to smoothly transition to the specified skill No. 1, and you will also be able to work in the same environment as a trainee.Specified Skills No. 2(no maximum period of stay, family members can accompany you) by proceeding toPermanent career in Japanwill be possible.

Companies should not view the program as merely a "three-year workforce" but as aExecutive candidates who will support the company over the long termThe system needs to be developed as a "one-stop shop" and to support career development.

4. what companies should do now

The implementation of the training and employment system is a key factor in the foreign human resourcesRecruitment, Training and RetentionThis indicates that the time has come to fundamentally rethink the way in which

Transparency and improvement of treatment: To prevent transfers, provide a wage level equal to or higher than that of Japanese nationals and a clear and attractive career advancement path.
Development of a training plan: 3 years to transition foreign human resources to specified skills.Japanese-language education (for non-native speakers)andskill acquisitionPrepare a specific training plan that includes
Creating a workplace of choice: Liberalization of transfers is a good way to encourage foreign human resources to "take the initiative" in their work.The right to choose your companyThis is to provide a "good" environment. We will ensure an appropriate working environment free of harassment, full benefits, and support for life in the community, and we will "I want to workThe most important thing is to create a workplace that can be considered a "good place to work.

The "Training and Employment System" is a major step forward for foreign human resources to truly flourish and for Japan to survive in the international competition for human resources. The key to future corporate growth will be to view this change not as a threat but as an opportunity, and to develop a new human resource strategy.