In one U.S.-based subsidiary of a Japanese company, a subtle yet impactful HR challenge was quietly eroding team collaboration and mutual understanding: Japanese expat employees were remaining silent during meetings, while their American colleagues, unaware of the cultural dynamics at play, interpreted this silence as a lack of interest or engagement.

However, beneath the surface, the situation was far more intricate, shaped not by apathy, but by deeply rooted cultural norms around communication, hierarchy, and decision-making.

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A Japanese expat manager recently received a surprise during their annual performance review in the U.S.: a comment from their American team that they were “distant and hard to approach.” The manager was stunned. In Japan, maintaining formality and emotional restraint is often seen as professional. In the U.S., it can be interpreted as cold or disengaged.

This moment revealed a deeper issue: the feedback gap between jinji and U.S. HR.

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It started with a simple directive: “Move those boxes to the storage room.” The Japanese expat manager didn’t think twice. The subordinate, also Japanese, didn’t question the order. Moments later, a fire broke out, caused by the boxes being placed too close to an electrical panel. No one was seriously injured, but the damage was real. And so was the HR dilemma. Should the expat manager be fired? At first glance, it seems like a clear case of negligence. But as HR professionals, especially those working across cultures, we need to look deeper.

Immigration issues can be a quiet source of stress for Japanese expats working abroad. While the paperwork may seem routine to HR teams, for the employee, it can feel deeply personal—tied to identity, stability, and the ability to remain in a place they’ve begun to call home. And because Japanese culture often discourages open expressions of worry, especially in professional settings, these fears may go unspoken until they surface as complaints, disengagement, or even resignation. 海外で働く日本人駐在員にとって、移民に関する問題は静かに心の負担となることがあります。人事部にとっては日常的な事務手続きに見えるかもしれませんが、本人にとってはそれがアイデンティティや生活の安定、そして「第二の故郷」と感じ始めた場所に留まる権利に深く結びついていることがあります。さらに、日本の文化では、特に職場において不安や心配を率直に表現することが控えられる傾向があるため、こうした不安は口に出されることなく、最終的に不満や職務への意欲低下、あるいは退職という形で表面化することがあります。

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In a recent ruling, Mizuho Bank Ltd. successfully defended itself against a discrimination and retaliation lawsuit brought by a former U.S.-based vice president. While the legal outcome favored Mizuho, the case highlights a deeper issue that many global Japanese companies face: the perception of bias and the need for culturally intelligent HR practices. 最近の判決において、みずほ銀行株式会社は、米国拠点の元副社長による差別および報復に関する訴訟に対して、成功裏に自己防衛を果たしました。法的な結果はみずほ銀行に有利なものでしたが、このケースは、多くのグローバルな日本企業が直面しているより深刻な課題を浮き彫りにしています。それは、偏見の認識と、文化的知性を備えた人事施策の必要性です。

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A U.S. subsidiary of a long-established Japanese company was faced with an increased turnover. Every few years, new Japanese managers would rotate in, bringing with them the expectations and rhythms of Tokyo HQ. ある老舗日本企業の米国子会社では、離職率の増加が深刻な課題となっていました。数年ごとに本社から新しい日本人管理職が赴任し、東京本社の期待や仕事のリズムをそのまま持ち込んでいました。

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In Japan’s professional landscape, communication is often subtle, formal, and deeply rooted in cultural norms that prioritize harmony and respect. While this creates a respectful work environment, it can pose challenges for expatriate staff—especially when it comes to building relationships through small talk. 日本の職場環境では、コミュニケーションは控えめで形式的、そして調和と敬意を重んじる文化的価値観に深く根ざしています。このような価値観は、礼儀正しく落ち着いた職場を築く一方で、特に雑談を通じた人間関係の構築において、駐在員にとっては課題となることがあります。Click below to read more.

Japanese expats often face unique challenges when transitioning to work in U.S. offices. They must adapt to an English-speaking environment while also learning new job responsibilities and navigating cultural differences.　日本の駐在員は、アメリカのオフィスで働く際に独自の課題に直面することがよくあります。彼らは英語を話す環境に適応しながら、新しい職務内容を学び、文化の違いを乗り越えなければなりません。