— A Gyoseishoshi Lawyer’s Guide to the New Era of Foreign Worker Employment and How to Become an “Employer of Choice” —
- ■ Introduction — A Microcosm of Japan, Seen from a Hot Spring Town in Aomori
- ■ Chapter 1 — The Reality of Foreign Workers Supporting Regional Japan, in Numbers
- ■ Chapter 2 — From the “Technical Intern Training Program” to the “Employment for Skill Development System”: What Is Changing?
- ■ Chapter 3 — The “Talent Outflow Risk” Pointed Out by Experts: A Structural Challenge for Regional Japan
- ■ Chapter 4 — Five Actions Business Owners and HR Managers Should Take Now
- ■ Chapter 5 — For Foreign Residents in Japan: Know Your Rights and Options
- ■ Chapter 6 — The Value of Consulting a Gyoseishoshi Lawyer
- ■ Conclusion — Welcoming Foreign Workers as “Partners in Building the Region”
■ Introduction — A Microcosm of Japan, Seen from a Hot Spring Town in Aomori
During Japan’s Golden Week holidays, news outlets reported on a renowned hot spring resort in Aomori Prefecture’s Hakkoda mountains, where foreign technical intern trainees from Myanmar are warmly supporting fully booked accommodations. They handle guest reception, meal service, and sanitation management, communicating in Japanese with senior staff and colleagues, and have become indispensable members of the regional tourism workforce.
“They are working just as well as our Japanese staff,” said a manager at the facility. At the same time, his comment that “the labor shortage will only deepen, so we want to flexibly welcome more foreign workers” reflects the harsh reality faced by regional Japan.
This is not a story limited to Aomori. The same scene is unfolding across rural cities, tourist destinations, agricultural communities, care facilities, and manufacturing sites throughout Japan. And now, this structure is approaching a major turning point.
In this article, as a Gyoseishoshi lawyer (administrative procedures legal specialist) who handles residence status applications and visa procedures, I will explain in plain terms what the “Employment for Skill Development” system, scheduled to begin in April 2027, will mean for foreign residents in Japan and for business owners and human resources managers who employ foreign workers — and what steps should be taken now.
■ Chapter 1 — The Reality of Foreign Workers Supporting Regional Japan, in Numbers
As of the end of October 2025, the number of foreign workers in Aomori Prefecture reached a record high of 6,882 — more than four times the figure ten years earlier. Approximately half are technical intern trainees.
Nationwide, the number of foreign workers exceeded approximately 2.04 million as of October 2025 (Ministry of Health, Labour and Welfare statistics), continuing to set new records. Foreign workers are no longer a “supplementary” presence in the Japanese labor market; they have become a vital pillar of entire industries.
Regional Japan, in particular, faces ongoing depopulation and the outflow of young people to urban centers. As a result, more and more sectors — tourism, agriculture, fisheries, food processing, elderly care, construction, manufacturing — simply cannot function without foreign talent.
■ Chapter 2 — From the “Technical Intern Training Program” to the “Employment for Skill Development System”: What Is Changing?
【Point 1: The Stated Purpose Shifts from “International Contribution” to “Securing Human Resources”】
The current Technical Intern Training Program is officially designed to “transfer skills to developing countries as a form of international contribution.” In practice, however, it has long served as a labor supply for sectors facing severe shortages, and the gap between policy and reality has been widely criticized.
The new Employment for Skill Development System explicitly redefines its purpose as “securing and developing human resources.” This means that the previously gray-zone reality of accepting foreign workers as labor is now formally recognized at the system level.
【Point 2: Limited Job Changes Will Be Permitted】
The most significant change is that job transfers within the first year of employment — generally prohibited under the current system — will be permitted under certain conditions.
Anticipated conditions include:
- The transfer must be within the same job category;
- The worker must meet specified Japanese language and skill standards;
- The receiving organization must satisfy compliance requirements.
This is a significant step forward for the protection of foreign workers’ rights. At the same time, it means that employers can no longer assume that a hired worker will automatically remain for three years.
【Point 3: A Clear Pathway to “Specified Skilled Worker” Status】
Workers who complete three years under the Employment for Skill Development System and pass the prescribed examinations will be able to transition smoothly to “Specified Skilled Worker (i)” status. By advancing further to “Specified Skilled Worker (ii),” they may also bring their family members to Japan and ultimately apply for permanent residence — opening up a long-term career path in Japan.
■ Chapter 3 — The “Talent Outflow Risk” Pointed Out by Experts: A Structural Challenge for Regional Japan
A researcher at Hirosaki University has noted that, with the new system, “information sharing through SNS within communities of the same nationality will accelerate the movement of workers toward higher-wage regions.”
Aomori and other regional prefectures generally have lower minimum wage levels than the national average. If foreign workers who have studied Japanese and adapted to local culture move to urban areas in pursuit of higher wages, the regional investment in their development risks being lost.
The key, therefore, is to develop a strategy that does not compete with urban centers solely on the basis of wages.
■ Chapter 4 — Five Actions Business Owners and HR Managers Should Take Now
【Action 1: Visualize Career Pathways】
Clearly present an internal career roadmap: Technical Intern Training (Employment for Skill Development) → Specified Skilled Worker (i) → Specified Skilled Worker (ii). The vision that “by continuing to work at this company, I can build a long-term life in Japan” is the single most powerful factor in retention.
【Action 2: Establish Japanese Language Learning Support】
Provide structured support for Japanese language learning, both during and outside of working hours. Corporate contracts with online Japanese learning platforms, partnerships with local Japanese language classrooms, and in-house study sessions are all cost-effective options. Improved Japanese proficiency benefits not only the worker’s quality of life but also workplace productivity.
【Action 3: Strengthen Housing and Daily-Life Support】
In rural areas, foreign residents often face limited housing options and difficulties in setting up household appliances. Providing company housing, rent subsidies, and assistance with daily-life setup (such as opening bank accounts, signing mobile phone contracts, and accessing medical services) is far more impactful than many employers realize when it comes to becoming an “employer of choice.”
【Action 4: Plan with Family Reunification in Mind】
Statuses such as Specified Skilled Worker (ii) and Engineer/Specialist in Humanities/International Services allow workers to bring their families to Japan. The reassurance that “this is a company where I can eventually live with my family” is often the decisive factor in long-term retention. Family residence status (Dependent visa) procedures can be handled smoothly with the support of a Gyoseishoshi lawyer.
【Action 5: Build Connections with the Local Community】
Long-term retention cannot be achieved through workplace relationships alone. Intentionally creating points of contact with the local community — through festivals, volunteer activities, and school events for workers’ children — fosters the personal sense of “I want to stay here” that ultimately keeps people rooted.
■ Chapter 5 — For Foreign Residents in Japan: Know Your Rights and Options
The following are key points foreign residents should keep in mind as the new system approaches:
- Understand Your Own Residence Status Precisely
Each status — Technical Intern Training (i)/(ii)/(iii), Specified Skilled Worker (i)/(ii), Engineer/Specialist in Humanities/International Services, and so on — has its own scope of permitted work, period of stay, eligibility for family reunification, and timeline for permanent residence. - Follow the Correct Procedures When Changing Jobs
Job changes will be permitted under the new system, but not without conditions. Many cases will require a change of residence status or formal notification, and incorrect procedures can result in unauthorized employment. Always consult a specialist in advance. - Plan Your Path Toward Permanent Residence
Permanent residence permission generally requires at least ten years of continuous residence in Japan, including five or more years under a working status, among other requirements. Building your career and residence status systematically from an early stage is essential. - Family Reunification
If you meet certain residence status and income requirements, you may bring your spouse and children to Japan. Knowing that this option exists allows you to plan your long-term life in Japan with your family in mind.
■ Chapter 6 — The Value of Consulting a Gyoseishoshi Lawyer
Immigration procedures involve a substantial volume of documentation, technical complexity, and detailed formatting requirements. Handling them alone — whether as an individual or as a company — places a significant burden on the applicant. As the new system approaches, accurate judgment based on the latest operational guidelines and transitional measures becomes even more important.
A Gyoseishoshi lawyer is a nationally licensed specialist in immigration-related procedures, providing one-stop support for matters such as:
- Application for Certificate of Eligibility for residence status
- Application for extension of period of stay
- Application for change of residence status
- Permanent residence and naturalization applications
- Support for Specified Skilled Worker acceptance plans
- Dependent and spouse visa applications
This is particularly important during the transition period, when the optimal strategy varies by company — for example, how to transition current technical intern trainees into the new system, or how to design a path toward Specified Skilled Worker status. Early consultation helps prevent issues and supports planned, sustainable workforce development.
■ Conclusion — Welcoming Foreign Workers as “Partners in Building the Region”
In the news report, one trainee said, “I want to use the hospitality I learned here to start my own business in my home country someday.” Another said, “I want to live in Japan for a long time, work hard, and send money to my family.”
Each person has dreams and a life of their own. The era of treating foreign workers as mere “labor” is over. What regional Japan now needs is the willingness to welcome foreign talent as “partners in building the region together.”
While it may be difficult to compete with urban centers on wages alone, regional Japan can absolutely become an “area of choice” through human connection, attentive lifestyle support, and clearly visualized long-term career pathways.
The shift to the new system in April 2026 is the turning point. Early preparation is the most reliable investment a company can make — one that supports both the future of the business and the lives of the foreign workers it employs.
For consultations on residence status, visa applications, and preparation for the new system, please feel free to contact a Gyoseishoshi lawyer. We will listen carefully to each individual’s and each company’s situation, and propose the most appropriate solution.
▼ Reference Article
https://news.yahoo.co.jp/articles/22e44e6ce21ed595713a03ece910bde3cbaafd02
