[Training Report] First recruitment of specific skilled workers! "Manager Seminar" held to start with changing the mindset of Japanese managers (Shinagawa Comprehensive Welfare Center)

[Background to the training]

The social welfare corporation Shinagawa General Welfare Center has made job offers to three specific skilled workers from Bangladesh. However, they had no experience in employing specific skilled foreign workers and did not have sufficient knowledge of the system and mandatory support, so they consulted our association, which is how we met.

Subsequently, through a human resource introduction from the association, it was decided to hire two new specific skilled workers from Myanmar, meaning that a total of five specific skilled workers will be employed at Kamome-en and Kaede-so, which are run by the association.

However, as this was the first time they had hired specific skilled workers, they had many concerns, such as "lack of preparation for accepting them" and "not knowing how to train them." Therefore, it was decided to hold this training for managers with the aim of promoting understanding among Japanese staff and creating a system.

Five foreign nationals with specific skills who joined the Shinagawa Comprehensive Welfare Center this year

[Instructor introduction]

This time, at the "Administrator Seminar," Ishihara, who has experience training over 10,000 foreign workers, took the stage as a lecturer!

<Instructor Profile>

General Manager of the Support Headquarters, Japan Food and Beverage Association for Foreign Employment

Jun Ishihara

He has been involved in the education, training and support schemes for overseas human resources since the days of the "Trainee System," the predecessor of the Technical Intern Training System, at one of Japan's largest supervising organizations, and has served as a general manager and representative on-site. In his 15 years in the overseas human resources business, he has a track record of training a total of 10,000 global human resources, including training technical intern trainees upon their entry into Japan.

[Seminar content]

This seminar first covered basic knowledge about systems and laws, and then focused on the mindset of companies when accepting foreign talent , as well as creating an acceptance system and training methods that can be put into practice immediately on the job.

Rather than simply lectures, the program incorporates past examples and actual situations, focusing on content that can be put into action rather than just understood as knowledge.

The aim was for the participants to be able to immediately put into practice smooth communication with foreign staff and effective education after returning to their own facilities.

Part 1: The environment for accepting foreign talent and human resource training

Issues and current situation surrounding foreign workers in Japan

Japan from the perspective of foreign workers

Preparation and environment construction on the receiving side

Part 2: Key points for educating foreign talent

A simulated experience from the student's perspective

Explanation of design methods to improve communication and learning effectiveness

Seminar materials and original textbooks for foreign talent education

At the end of the meeting, we received many questions, mainly from people at facilities where specific skilled workers actually work, and we felt a strong sense of the high level of interest on the ground.

Of course, this training alone cannot solve all of the issues, but I feel that it is a big step forward that we were able to share the importance of understanding each other and facing each other on the same level in education.

We hope that this will lead to the creation of a better working environment for both companies and foreign talent.

We will continue to support both foreign talent and companies!

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The Japan Food and Beverage Association for Foreign Employment

Foreign talent is not a short-term replacement,

To be " nurtured " in the same way as Japanese people

We believe this is an essential part of a company's human resources strategy.

What should you learn and when?

Our association supports consistent education for foreign talent, from new recruits to managers, thereby promoting their long-term success and strengthening the company's human resource strategy.

"I feel there are issues with educating foreign workers and improving their skills."

"We want to develop human resources who can be active in the long term."

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

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