When people think of HR, they often picture policies, compliance, and paperwork. But the real strength, the skill that makes an HR professional truly effective in a Japanese working environment, is something quieter: listening. In a culture where harmony, or wa, is deeply valued, listening isn’t just a courtesy; it’s a foundation for trust and collaboration.

Japanese workplaces often rely on subtle communication. Employees may not voice concerns directly, especially if doing so could disrupt group harmony. A simple “daijōbu desu” - I’m fine- might hide stress or hesitation. Listening deeply means paying attention not only to words but to tone, pauses, and what remains unsaid. It’s about reading the air, kuuki wo yomu, a skill that is essential for HR in a Japanese environment.

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I recently attended a joint event by Pasona and JETRO at the Japan Innovation Center. The entire program was conducted in Japanese, which made the JETRO segment on current trade and tariff issues quite complex. It was a deep dive into economic trends and policy updates, important, but definitely heavy material.

Fortunately, the Pasona session was right in my wheelhouse. They shared fascinating insights and current data on Japanese companies operating in the U.S., highlighting HR challenges and workforce trends. One of the most interesting points was about evaluation systems: many companies have implemented performance reviews, but these often focus narrowly on short-term results like salary adjustments and promotions. Pasona emphasized that evaluation should not be an end in itself—it should serve as a tool for growth and strategic execution.

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In today’s interconnected world, building a successful international business isn’t just about market entry strategies or product localization, it’s about people. And when it comes to people, your Human Resources team is your frontline. They’re the bridge between your company’s culture and the local talent you hope to attract and retain.

As someone who has worked across borders and cultures, I’ve seen firsthand how hiring the right local staff, especially in HR, can make or break your success. Most recently, I had the pleasure of joining a USJETAA event as a mentor for former JETs (Japan Exchange and Teaching Program alumni) looking to pivot into HR. It was inspiring to meet so many globally minded professionals who understand the nuances of working in Japanese environments.

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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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