Frequently Asked Questions

Foreign nationals who are likely to stay and succeed share common traits.

• They have established study habits
• They have strong interest in the work itself
• They intend to settle in Japan even before coming to Japan

At Zuitt, from among candidates who meet the above conditions, we bring to Japan recent and second-recent graduates from science and engineering faculties such as the following.

• They have been able to study Japanese before coming to Japan, such as “4 hours every weekday × 4 months,” etc.
• They are willing to continue studying even after receiving a job offer (for example, about 3,000 hours to reach N1 including conversation)
• They do not have circumstances that assume a short-term return home, such as taking over a family business

It differs by company, but as a guideline it is about 8 hours. Here is one example flow.

1.Orientation (about 1 hour): engineer self-introduction and company overview
2.Worksite tour (about 1.5 hours): confirm areas of interest, observation skills, and safety awareness
3.Individual task (about 1 hour): confirm basic skills and thought process
4.Lunch (about 1 hour): confirm compatibility and communication habits
5.Group task (about 2.5 hours): confirm collaboration, leadership, and perseverance (plus a short meeting with management and HR as needed)
6.Presentation and feedback (about 0.5 hour): reflection and photo taking

At the time they come to Japan, their Japanese is not yet at the work level for engineers, but on-site staff are assumed to use Japanese. Pre-translation of tasks and interpretation on the day are possible with generative AI.

Whether they grow is determined not by nationality, but by the person’s qualities and the development design.
In the one-day job experience, after having them experience actual work elements, the worksite can judge aptitude by name—such as “For this role, not A but B.”
Development methods vary greatly by job type.
Even within civil engineering, required skills differ between construction management and BIM/CAD.
Even in manufacturing, maintenance and similar roles may require designing explanations of scope of work and residence status.
In some cases, we receive evaluations such as “Because they have a foundation from what they studied at university, they may catch up in six months to an area that takes inexperienced Japanese workers three years,” etc. (depending on the job type and acceptance structure).

We cannot make the resignation risk zero. However, we can reduce it through systems, not through individual effort.

• We do not recommend hiring only one foreign employee (they are more likely to become isolated)
• Depending on their orientation (urban-oriented / design-oriented, etc.), suitability differs
• At the outset, we share an initial 10-year career design as a hypothesis, rather than unclear OJT with no outlook
• We adjust the periods when they should focus on Japanese study and when to increase the weight of practical work
• Together, we build a future structure where “foreign employees develop foreign employees” (mentors and role models)

It depends on how much you want to grow your performance.
If Japanese hiring is going well, perhaps 10% annual growth with only Japanese staff may be possible.
On the other hand, sales often tend to have an upper limit determined by the number of core personnel.
In construction, qualified personnel such as construction managers; in manufacturing, roles such as design, maintenance, and field engineers.
We do not recommend hiring a large number of foreign employees all at once.
It is realistic to start with 2–3 people, and have the first cohort develop the second, and the second develop the third.
Hiring and making them effective contributors takes time. Looking back from your performance plan, how much time do you have left?
Also, at the one-day job experience stage, you do not need to “commit to hiring.”
We believe it is a comparison between whether it is a risk for the worksite to obtain primary information about “whether there is someone who fits our company,” or whether it is a risk to postpone hiring without having primary information.

I believe you are seriously thinking that utilizing foreign talent is essential for the company 10 years from now.

Could we hold a strategy discussion on how you should talk about it internally?

What top management tends to worry about is generally the following three.

• Failing and being embarrassed (face risk)
• Their existing way is denied (authority risk)
• The company becomes unstable (control risk)
• It may be good to convert the proposal into the following form.
• Start small (narrow the budget, period, and scope)
• Be able to stop at any time (set withdrawal conditions in advance)
• Rephrase to align with the president’s values (words of protection rather than offense / words of certainty)

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