Post by Maya Matsuoka

The Voice During Rush Hour

On my way into town this morning, I heard a familiar voice on the train. The customary message of gratitude for using the subway line and the announcement of the next station were delivered by a train driver known to us commuters for his memorable voice and specific manner of speaking. Many of the morning commuters using this subway line seem to know the voice, though not the person behind it. For 10 years, this voice had been part of my and many other people’s morning commute.

I hadn’t heard this voice for a while and was wondering whether its owner had moved on to a different company.

The Comfort of Familiarity

So this morning, when his voice came out through the intercom system, it felt good to know that this train driver was still with the same subway line. Somehow, it felt reassuring to know that the metro operator was an employer wort working for long-term.

Offering Value To Employees

Despite the increasing job mobility, many people find value in staying with the same employer longer than just a couple of years. And there is a reason for that: many Japanese companies offer value to their employees through long-term or life-time employment: job stability, social insurance, biannual bonuses, commuter allowances, retirement benefits, and paid leave, to name a few.

In recent years, Japanese management and employment practices have been moving towards westernazation due to global competition, human resource shortages and increasing pressure for better financial performance. But again, the focus on long-term employment, loyalty and steady professional development are certainly some of the practices that still create win-win situations for many big and small businesses in Japan.

Believe it or not, for the majority of Japanese organizations the phrase “we value our employees” is not just a PR mantra. They have built their managerial practices based around this and other related traditional values – values that have helped them survive man-made and natural disasters and thrive in an increasingly more complex business (and social) environment.

While it might sound sentimental, these managerial practices define a pragmatic mindset: “Our processes depend on the people who work for us – their experience, knowledge and dedication. Taking care of them, ensures that the company continues to operate.”

If you want to learn more about Japanese business practices and values, reach out to us. We won’t charge you for the conversation.