(日本語 Japanese version is available.)
At Zuitt, upon the request of Yellow Wing Cooperative Association—which promotes a joint acceptance program for foreign technical interns—we provided Japanese language training to Filipino technical interns working at Daiichi Co., Ltd., a company engaged in seafood processing in Engaru Town, Monbetsu District, Hokkaido.
As a summary, we spoke with Mr. Kato, the representative of Zuitt, about the importance and effectiveness of Japanese language training.
(Interview by Hiroyuki Ohashi)
Relying on Foreign Labor Is the Current Reality
Interviewer: What are your thoughts on the current state and challenges of Japanese language training?
Kato: I think there are several different types of challenges.
Often, people say, “Communication doesn’t work because foreign employees aren’t motivated to learn Japanese,” but I believe the issue isn’t that simple.
The foundation is learning motivation. Without an environment where they feel they want to continue or believe they might get promoted, it’s hard for interns to have a strong desire to learn Japanese. It’s also difficult to think they can “master” Japanese if left to their own devices.
Next is receptive ability. For example, with the N5 or N4 levels of the Japanese Language Proficiency Test (JLPT), there are considerable limitations in reading and listening. Moreover, many people have receptive ability but lack speaking or expressive ability. It’s similar to how many Japanese people know English grammar but can’t speak English.
Additionally, cross-cultural communication and company-specific norms about what to say, when, where, how, and why are also important.
Note: The JLPT has five levels: N1, N2, N3, N4, and N5, with N5 being the easiest and N1 the most difficult.
Interviewer: What do you think about Daiichi Co., Ltd.’s attitude toward foreign technical interns?
Kato: When I first heard about this Japanese language training from Yellow Wing Cooperative Association, I thought Daiichi Co., Ltd. was a wonderful employer because they consider things from the employees’ perspective. I believe that foundation fosters the interns’ motivation to learn, making the Japanese language training meaningful.
Ultimately, learning motivation is key. We are professionals in improving language abilities, but the presence or absence of the learner’s motivation has a significant impact. Our job includes supporting them to acquire Japanese and feel like they want to “work here for a long time.”
Conversely, I think companies that tend to fail in employing foreign workers struggle with creating an environment that fosters learning motivation.
One factor is that some companies hiring foreign workers are fixated on the idea that foreign workers are unfavorable.
Interviewer: Issues like bullying of foreign workers have been highlighted.
Kato: Such issues arise because they don’t trust foreign workers. They don’t give them opportunities and treat them curtly. Foreign workers can’t advance their careers and feel, “I don’t want to work hard at this company,” leading to a negative cycle.
Daiichi Co., Ltd. creates a positive cycle because they trust their foreign workers. Trust means understanding “what they can do if we entrust them up to this point.” They know “what kind of approach will help them reach the next stage.” It might seem obvious, but doing the obvious thoroughly is challenging. I think it’s wonderful that they are doing that.
Continuing to Assist in Building a Positive Cycle of Trust Relationships
Interviewer: Ms. Kobayashi mentioned that “work operations have become smoother,” and Mr. Kado said, “I think positive effects have emerged.” What are your thoughts?
Kato: This is also evident from the results of the surveys conducted before and after the training.
For example, their conversation skills improved from 65.8 to 90.3 points. Everyone’s scores increased. Before the training, some seemed lacking in conversation skills, but after reaching level A1.2, they achieved nearly perfect scores. Also, in the N5 mock tests for reading and listening comprehension, their scores increased from 24.8 to 35.5 points. Even the one person who might not have been at the N5 level achieved almost perfect scores, indicating their abilities have improved.
In the surveys before and after the training, we asked them to rate statements on a scale from 1 (“Strongly Disagree”) to 5 (“Strongly Agree”). The average scores for statements like “Other foreign employees speak Japanese in a way that’s easy to understand” and “I consult with foreign colleagues when there’s a problem at work” were 3.0 and 3.3 before the training, which isn’t bad, but they increased to 3.5 and 3.8 afterward. Although not a direct result of the Japanese language training, it suggests that relationships among foreign workers have improved.
Returning to an earlier point, when asked, “Do you want to continue studying Japanese on your own?” the average score before the training was 3.3, but after the training, everyone scored a 5, indicating a very high willingness. It’s a good sign that they are highly motivated to study during their third or fourth month of employment.
When asked, “What kind of support do you seek when you have problems at work?” they answered “Language support.” Regarding career aspirations, they expressed a desire to “improve their Japanese and become Japanese language teachers.” It seems they have gained good confidence in the first three months, leading to positive effects in both work and personal life. I believe a very good cycle has begun, making them feel like “I’ll keep working hard from now on.”
Interviewer: How did you find conducting the Japanese language training this time?
Kato: I think there are points for improvement.
When asked, “How many years do you plan to stay in Japan?” they answered “Three years” before the training and still “Three years” afterward. On the other hand, their comments passionately state, “I want to work harder in Japan.” It seems they don’t fully understand systems like the Specified Skilled Worker program as a career option. It’s challenging to understand such systems even for Japanese people, let alone for those with insufficient Japanese proficiency. This might be where our Filipino instructor can step in.
Also, in response to “Do you consult with Japanese colleagues when there’s a problem at work?” the score only slightly increased from 3.3 to 3.5, not as much as expected. I think we could help build a positive and trusting relationship by facilitating team-building between Japanese mentors or senior staff and the Filipino interns. If we have another opportunity, I’d like to incorporate this.
Interviewer: A mentoring system might be beneficial.
Kato: Yes, it’s about role allocation. There’s no need to rely entirely on the supervising organization. If we can provide online support, it might make things easier for both the supervising organization and the employer.
Interviewer: Thank you very much.
(For more information on Zuitt’s Japanese language training and courses on utilizing foreign talent, please contact us here.)
