1. Introduction: An Era Where “What Comes After” Foreign Talent Recruitment is Questioned

As labor shortages become increasingly severe, more companies are turning to foreign workers. However, many face challenges such as employees quitting shortly after hiring, persistent troubles in daily life, and friction with local residents.

The goal of recruiting international talent is not simply facilitating their entry into Japan. The true objectives are retention, helping them become productive contributors, and fostering coexistence with the local community. To achieve this, it is essential to have a system where not only companies but the entire local community supports foreign workers.

Recently, I came across news that Ibaraki Prefecture’s “IBARAKI Native Communication Supporter” program has surpassed 100 members, which made me reflect deeply as an administrative scrivener and specialist in visa applications and residence status.

In this article, I will introduce Ibaraki Prefecture’s initiatives in detail and provide perspectives and practical advice necessary for future foreign talent acceptance to corporate managers and HR personnel who employ overseas professionals, as well as to foreign residents in Japan.

2. What is Ibaraki Prefecture’s “IBARAKI Native Communication Supporter” Program?

The “IBARAKI Native Communication Supporter” program, established by Ibaraki Prefecture in January 2024, is a system that provides life consultation and information in native languages to foreign residents who do not have sufficient understanding of Japanese.

In just two years since the program’s inception, 104 people have been certified, covering 21 languages from 24 countries and regions. Supporters are residents of the prefecture who can hold daily conversations in Japanese and are active within foreign resident communities.

The main activities of supporters include:

  • Disseminating prefectural administrative information and traffic rules
  • Accompanying to hospitals and government offices
  • Childcare consultation
  • Labor consultation
  • General life consultation

Notably, supporters are unpaid volunteers, receiving only 2,000 yen per month for activity expenses including transportation costs. Despite this, many people participate with volunteer spirit and a desire to contribute to the community.

3. The Reality of Foreign Residents’ “Troubles” Seen Through Support Results

From April to December 2025, the total number of support cases reached 1,806. Looking at the breakdown reveals the challenges faced by non-Japanese residents:

  • Accompaniment to government offices and driver’s license procedures: 401 cases
  • Hospital accompaniment: 268 cases
  • Information dissemination: 794 cases
  • Childcare-related consultation: 73 cases
  • Labor-related consultation: 69 cases

These figures highlight how substantial language barriers remain in daily life. Procedures at government offices, hospital visits, childcare, work concerns—things that Japanese people take for granted become major hurdles for foreigners.

International employees working at companies also face these difficulties outside of work. When stress from daily life accumulates, it affects work performance and, in the worst cases, leads to resignation.

4. The Importance of “Regional Support Systems” That Companies Should Know About

For companies employing foreign workers, regional support systems are extremely important. This is because these responsibilities typically fall outside a company’s core functions when it comes to supporting all aspects of foreign employees’ lives.

For example, when a foreign employee becomes ill, can a company representative accompany them to the hospital? Can they help with their children’s school procedures? Can they support communication with police and insurance companies when they’re in a traffic accident?

These are not tasks companies are designed to handle. That’s why it’s essential to collaborate with regional support systems and specialists.

If there are regional mechanisms like Ibaraki Prefecture’s supporter system, companies can focus on their core business, and overseas professionals can continue working with peace of mind. The burden on HR personnel is also significantly reduced.

Additionally, when international employees connect with the community, it prevents isolation and increases their sense of belonging to local society. This directly leads to long-term retention.

5. What is Multicultural Coexistence? Learning from an NPO Representative’s Words

At a training session held by Ibaraki Prefecture on February 12 in Koga City, Mr. Yoshihiko Doi, Representative Director of the NPO Multicultural Community Manager National Council, participated as a lecturer and spoke about multicultural coexistence as follows:

“Multicultural coexistence is not simply about helping foreigners in trouble, nor is it just about having foreigners come to work. It’s about thinking together as fellow residents about what kind of community we want to create.”

These words offer an important perspective that also applies to companies employing foreign workers. Rather than viewing international talent simply as labor, accepting them as partners in creating the community together or partners in growing the company together—this mindset ultimately increases retention rates and strengthens corporate competitiveness.

In the group work at the training session, participants expressed opinions such as:

  • “It’s necessary to consult with local neighborhood associations”
  • “We want an environment where local people can teach us about Japanese culture and customs”

These voices show that foreigners want to be actively involved as members of local society, not just as recipients of support.

6. The Perspective of “Life Support” That Determines Foreign Talent Retention

In terms of foreign talent retention, the most critical period is widely regarded as the first three to six months after arrival. This is when they are not yet accustomed to life in Japan, struggle with language barriers, and are confused by cultural differences.

Whether appropriate support is available during this period significantly affects subsequent retention. Companies can implement the following initiatives:

  • Support for securing housing (guarantors, assistance with initial costs, etc.)
  • Life orientation (garbage disposal, traffic rules, shopping, etc.)
  • Opportunities for Japanese language learning
  • Establishment of consultation windows (in-house or collaboration with external specialists)
  • Mentor system by senior employees of the same nationality
  • Introduction to regional support systems (supporter programs, international exchange associations, etc.)

Especially the last point, “introduction to regional support systems,” is an effective means that reduces the burden on companies while providing reassurance to international employees.

7. How Companies Can Immediately Establish Reception Systems

Here are specific actions companies can take starting today to successfully accept foreign workers.

【Step 1: Research Regional Support Systems】
Find out what kind of foreign support systems exist in your area. Many municipalities have international exchange associations, multicultural coexistence centers, and foreign consultation windows.

【Step 2: Build a Network with Specialists】
Connect with specialists involved in foreign employment: administrative scriveners (residence status), social insurance and labor consultants (labor management), and tax accountants (taxation). It’s important to establish a system where you can consult in advance rather than searching when problems arise.

【Step 3: Establish Internal Reception Systems】
Introduce mentor or buddy systems to prevent international employees from becoming isolated. It’s also desirable to conduct multicultural coexistence training for Japanese employees.

【Step 4: Clarify Life Support Systems】
Clarify how much support the company will provide at hospitals, government offices, banks, etc., and where regional support systems or specialists will take over.

【Step 5: Regular Follow-ups】
Conduct interviews with overseas professionals at milestone timings such as one month, three months, and six months after arrival to hear if they have any difficulties.

8. The “Entry Point” and “What Comes After” Challenges as a Residence Status Specialist

As administrative scriveners, we support the “entry point” aspects such as applications, changes, and renewals of residence status. Residence statuses include Engineer/Specialist in Humanities/International Services, Specified Skilled Worker, Technical Intern Training, and Dependent, but all are procedures to obtain qualification to stay in Japan.

However, obtaining a visa and entering the country is merely the starting line. The real challenges are the life, retention, and coexistence that come after.

Unfortunately, there are many cases where after completing residence status procedures, everything is left to the company or the individual. As a result, many foreigners who cannot adapt to life, face troubles, and ultimately resign.

That’s why specialists like us also need to provide support that extends beyond just the entry point to what comes after. Specifically, the following initiatives are required:

  • Provide information about life support systems along with residence status applications
  • Advise companies on follow-up systems after acceptance
  • Collaborate with regional support organizations and other specialists (social insurance consultants, tax accountants, etc.)
  • Inform non-Japanese residents of consultation windows they can turn to when in trouble

Initiatives like Ibaraki Prefecture’s supporter system are mechanisms that support what comes after, and I believe that true retention of international talent can be achieved through collaboration between such regional strength, specialists, and companies.

9. Conclusion: For Foreign Talent, Companies, and Communities to Prosper Together

Ibaraki Prefecture’s “IBARAKI Native Communication Supporter” program is attracting attention as a new model for foreign support. The fact that over 100 supporters have emerged in two years despite being unpaid volunteers, generating over 1,800 support cases, demonstrates the magnitude of regional power.

On the other hand, challenges remain, such as uneven distribution among municipalities and insufficient language coverage. The prefecture aims to reach 150 members by fiscal year 2029, but further expansion is needed to keep pace with the speed of foreign population growth.

For companies, recruiting international talent is part of business strategy. However, the real achievement is not just recruitment but retention, supporting their productivity, and achieving coexistence with the community. To do this, it’s essential to collaborate with regional support systems, specialists, and government rather than trying to complete everything within the company alone.

For foreign residents in Japan, knowing and actively utilizing regional support systems is the first step to living with peace of mind. When you’re in trouble, don’t try to handle it alone—consult with supporters or specialists.

Multicultural coexistence is not just helping foreigners in trouble but creating communities together as fellow residents. Companies, foreigners, and we specialists need to share this perspective, which is what is required of Japanese society going forward.

In our role as administrative scriveners, we will continue to provide support that extends beyond the entry point of visa applications to the life and retention that follow. We welcome your inquiries about recruiting international talent, residence status, or retention support.

Let’s work together to create a future where foreign talent, companies, and communities all prosper together.

Reference Article:
《Wide-Angle Lens》Prevent Isolation of Foreign Residents: Ibaraki Prefecture’s Mother Tongue Support Supporters Surpass 100—Uneven Distribution Among Municipalities (Ibaraki Shimbun Cross Eye)
https://news.yahoo.co.jp/articles/cdca38db1f7c273307f8871f77102df24257494b

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