■ Introduction: What Kumamoto Prefecture’s Innovative Initiative Teaches Us

In May 2026, Kumamoto Prefecture announced the publication of a handbook designed to introduce the “Kumamoto dialect” to foreign technical intern trainees and other foreign nationals working in the prefecture. Supervised by Professor Emeritus Ryoji Baba of Prefectural University of Kumamoto (a specialist in Japanese linguistics), the 10-page handbook combines illustrations with everyday dialect expressions, as well as vocabulary specifically used in agriculture and elderly care.

Phrases such as “batten” (but), “shinasse” (please do), “yoka” (good — or, depending on context, “no thank you”), “nukka” (hot), and “naosu” (to put away or store) are featured. For foreign workers who have learned only standard Japanese, these dialect expressions can present an unexpectedly significant barrier.

This is more than a local news story. As foreign employment expands across Japan, this initiative symbolizes a challenge faced in every region and every workplace: the challenge of retention.

In this article, drawing on my experience as a Gyoseishoshi (Certified Administrative Procedures Legal Specialist) handling status of residence and visa applications, I will explain how language barriers affect foreign workers, how they intersect with immigration procedures, and what employers should be doing right now.

■ 1. [Status of Residence and Retention] The Real Work Begins After the Paperwork

When the Certificate of Eligibility is issued, the visa is granted, and the foreign worker arrives in Japan, employers often feel a sense of relief — as though the major task is complete. From the perspective of a Gyoseishoshi, however, this is precisely where the real work begins.

A status of residence is granted for a fixed period — typically 3 months, 1 year, 3 years, or 5 years — and must be periodically renewed. At the time of renewal, the Immigration Services Agency reviews the worker’s employment status, income, tax compliance, and overall living conditions.

If post-employment workplace conditions and life support are inadequate, leading to frequent resignations or job changes, this can negatively affect both the individual’s renewal application and the company’s future capacity to receive foreign workers.

■ 2. [The Language Barrier] Words That Aren’t Taught in Japanese Language School

Most foreign workers learn standard Japanese either before coming to Japan or shortly after arrival. Once they enter the actual workplace, however, they encounter words that no textbook covers.

To take an example from Kumamoto: a worker was once told “kore, naoshitoite” and attempted to repair an item that wasn’t broken — because in Kumamoto, “naosu” means “to put away,” not “to repair.”

This phenomenon is by no means limited to Kumamoto:

・Kansai region: “hokashitoite” (please throw it away)
・Tohoku region: “urukasu” (to soak in water)
・Kyushu region: “tozennaka” (lonely)

Every region and every workplace has its own unique vocabulary. Add to this the technical terminology of specific industries — agriculture, construction, elderly care, manufacturing — as well as company-specific abbreviations, and the language barrier becomes multilayered.

■ 3. [Risks of Communication Breakdown] Resignation, Disputes, and Effects on Status of Residence

Language barriers are far more than mere inconvenience. In real workplaces, they lead to the following risks:

(1) Operational errors and occupational accidents
When instructions are not properly understood, mistakes and accidents become more likely. In elderly care and construction in particular, such errors can have life-threatening consequences.

(2) Deterioration of human relationships
Casual dialect expressions or jokes may be misinterpreted by foreign workers as scolding or insults. Conversely, when a foreign worker says “yes,” it may be unclear whether this signals understanding or simply acknowledgment, leading to confusion on the worksite.

(3) Isolation and early resignation
Prolonged communication difficulties can leave foreign workers feeling isolated, leading to mental health issues or transfers to other regions or employers. Early resignation of technical intern trainees or Specified Skilled Workers also damages the employer’s track record with immigration authorities.

(4) Disadvantages at status of residence renewal
Repeated job changes or resignations can lead the Immigration Services Agency to question whether the worker has maintained “stable employment,” which may negatively affect renewal applications. This is a serious setback for both the worker and the employer.

■ 4. [Lessons from Kumamoto] Building “Attachment” Beyond Mere “Language”

What makes Kumamoto Prefecture’s handbook exceptional is that it is not merely a language tool — it is explicitly designed to help foreign workers develop affection for Kumamoto itself.

Treating foreign workers solely as labor will not lead to retention. The key to long-term workforce development lies in creating an environment where workers genuinely want to live in the region and continue working at the company.

Learning the local dialect is, in essence, learning the local culture, the warmth of its people, and its sense of humor. The moment a foreign worker can laugh and say “batten, yoka ne” with their colleagues is the moment their heart becomes anchored to the region.

■ 5. [Five Practical Steps Companies Can Take Immediately] Supporting the Retention of Foreign Workers

Here are concrete steps that business owners and HR managers can begin implementing right away.

(1) Create internal and on-site terminology guides
Compile dialect expressions, industry jargon, and company-specific abbreviations into a small handbook or digital resource. The Kumamoto Prefecture handbook is an excellent model.

(2) Implement “Plain Japanese” (Yasashii Nihongo)
We strongly recommend training managers and on-site leaders in “Plain Japanese.” Communicating in short, clear, simple language benefits not only foreign workers but also new Japanese employees.

(3) Establish consultation channels
Create accessible points of contact for language, lifestyle, and labor-related concerns. If internal resources are limited, consider partnering with external professionals such as Gyoseishoshi or Labor and Social Security Attorneys.

(4) Build connections with the local community
Encourage participation in local festivals, volunteer activities, and Japanese language classes. Connections outside the workplace are often the decisive factor in retention.

(5) Regularly review status of residence
Maintain a centralized record of each foreign worker’s status of residence type, expiration date, and renewal schedule. Allowing a status to expire constitutes a serious compliance violation.

■ 6. [A Gyoseishoshi’s Perspective] Immigration Procedures and Workplace Environment Must Be Considered Together

In my daily consultations, I still encounter many companies that view “immigration procedures” and “workplace environment” as separate issues.

In reality, they are two sides of the same coin.

・Whether working conditions meet the requirements of the relevant status of residence
・Whether actual duties remain within the scope of activities permitted under the status of residence
・Whether documents required at renewal (employment contracts, pay slips, tax certificates, etc.) are properly maintained
・Whether job transfers or departmental changes might affect the status of residence

By managing the workplace with these considerations in mind, companies can prevent problems before they arise and create an environment where foreign workers can work with peace of mind.

■ 7. [Please Consult Us] Comprehensive Support from Hiring to Retention

Our office handles a wide range of consultations, including:

・Applications for Certificates of Eligibility
・Applications for changes of status of residence
・Applications for extensions of period of stay
・Consultations on Specified Skilled Worker, Engineer/Specialist in Humanities/International Services, and Technical Intern Training statuses
・Permanent residence and naturalization applications
・Compliance consultations regarding foreign worker employment
・Advisory services on internal organizational structures

We assist both foreign nationals directly and the companies that employ them.

■ Closing Thoughts: Toward a Workplace Where Everyone Can Say “Batten, Yoka Ne”

Kumamoto Prefecture’s “Kumamoto Dialect Handbook” is only 10 pages long, yet it embodies a warm aspiration: to welcome foreign workers as members of the local community.

Foreign employment does not end with paperwork. True success lies in whether each individual worker can thrive — working and living vibrantly in Japan, in their region, and at their workplace.

“We’d like to bring foreign workers into our company.” “We’ve already hired foreign workers, but we’re struggling with retention.” “We have concerns about an upcoming status of residence renewal.” Whatever stage you are at, please feel free to contact us.

From the initial application process to long-term retention support, we as Gyoseishoshi are committed to providing comprehensive assistance.

Reference article: https://news.yahoo.co.jp/articles/766df15dd3ec54e4e2b06252ac45f47b33f8bac1

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