Outside Edge

Navigating success and building your career in Japan as a foreign young professional.

Globalization in the working world may make it feel as if you can pick up and build a career anywhere. However, starting a career in Japan as a foreigner or non-native Japanese speaker presents a distinct challenge.

Young people can make their way to Japan through a variety of paths: as a student, coming to live with family, or as a teacher on the Japan Exchange and Teaching (JET) Programme. Pivoting from one of these to a professional career in Japan, however, can seem almost impossible due to language, education, and visa requirements. But it can be done. There are many examples of such young people finding success in Japan, and while each journey is unique, there are common elements that can offer guidance.

The American Chamber of Commerce in Japan (ACCJ) Young Professionals Forum builds a community for sharing stories, insights, and connections. Each month in The ACCJ Journal, we highlight a young professional to watch, showcasing diverse career paths. Here are some common threads that can help you find your own way.

The Initial Challenge

Young professionals in Japan may experience different challenges depending on language ability. Finding that first job can be particularly difficult, especially if you cannot or do not want to participate in the traditional shukatsu (job-hunting) process designed for Japanese university graduates. This structured recruitment system, with its specific timelines and cultural expectations, often feels impenetrable. However, many companies—particularly global ones—are open to recruiting young workers outside this traditional process.

Forging Your Path

Building a successful career in Japan requires self-confidence, clarity of purpose, and adaptability. Often, opportunities that seem unideal initially can become stepping-stones.

The good news is that bilingual talent is increasingly in demand across Japan’s business landscape. Robert Walters found that, in 2023, the jobs-to-applicant ratio was 1.31, meaning there are more jobs than there are people to fill them. Depending on the sector, this number can be even higher. Japanese government data suggests Japan may lack up to 800,000 IT workers by 2030, and the industry is increasingly looking to foreign workers. En world saw a 14 percent increase in Korean IT talent finding jobs in Japan in 2024 compared to the same period in 2021.

The Foreign Professional Advantage

As non-Japanese talent, your language abilities provide advantages. You’ll often find yourself interacting with senior global management or high-value international customers at a much earlier career stage than might be possible elsewhere. The nature of your responsibilities may also be broader than for junior employees in English-speaking environments. The breadth of experience and exposure gained from working in this capacity can significantly accelerate your career trajectory.

Whether or not you speak perfect Japanese, intercultural fluency is critical. The ability to navigate hierarchical structures, consensus-oriented decision-making, indirect communication, and workplace formality deeply influences success.

Foreign professionals who blend bilingual language skills with cross-cultural agility deliver exceptional value to multinational teams.

Candidates who add a third language, such as Mandarin or Korean, to their Japanese and English skills are even more attractive. Employers in sectors such as consulting, finance, and international trade value this multilingual flexibility highly. In many workplaces, trilingual talent can become strategic connectors across broader markets.

Spotlight on Success

In a job market where bilingual professionals with experience in multicultural environments are highly sought after, those who can adapt to Japanese workplaces while leveraging their unique international perspective position themselves for exceptional career growth and opportunity.

Check out columns by the ACCJ Young Professionals Forum and join our events to meet other young professionals asking the same questions and experiencing the same frustrations. You can use these connections to build a strong foundation for a career.

Reverse Mentoring

Young professionals bridge generations in the workplace by sharing insights with executives.

Mentorship is a familiar concept, but in a world where workplace dynamics are constantly evolving, who says mentorship needs to be top-down? The American Chamber of Commerce in Japan (ACCJ) recently held a pilot event—organized by the Young Professionals Forum (YPF) and championed by the CEO Forum—designed to challenge and expand what it means to be a mentor. The night was generously sponsored and hosted by Kraft Heinz Japan, and attendees were warmly welcomed by Steve Briggs, the company’s president for northeast Asia and an ACCJ vice president.

This pilot event brought together eight senior executives as mentees—all eager to gain insights from next-generation YPF leaders. Along with Briggs, these esteemed executives were:

• James Aquilina, president and general manager of the Estée Lauder Companies Japan K.K.
• Sarah Bader, managing director and principal representative in Japan for Gensler and Associates/International, Ltd.
• Meghan Barstow, president and representative director of Edelman Japan
• Royanne Doi, executive director of TELL
• Deborah Hayden, partner at FGS Global
• Mari Matthews, director and vice-chair at BNY Japan
• Irina Menshikova, president of Amway Japan G.K.

About 20 young professionals joined, ready to share their knowledge and provide mentorship advice on a variety of topics. Discussions covered intergenerational management, avoiding burnout, talent retention, recruitment, and technology. The evening saw lively discussions and a rich exchange of information, as well as the opportunity to explore Kraft Heinz’s stunning new office near Shinjuku Gyoen and sample some of the company’s delicious signature food.

Young professionals have a wealth of knowledge and fresh perspectives to offer senior executives. In the realm of intergenerational management, young professionals can offer insights that help senior leaders effectively bridge the gap between themselves and younger age groups in the workplace. This includes understanding the unique motivations and workstyles of younger employees, fostering a culture of inclusivity, and leveraging the strengths of a diverse workforce.

Avoiding burnout is another critical area where young professionals—with the rise of remote work and the blurring of boundaries between personal and professional life—can provide valuable perspectives. The group discussed how companies can differentiate themselves by implementing strategies to promote work–life balance. Young professionals, generally being more attuned to the importance of mental health, can offer practical advice on how to create a supportive work environment that prioritizes employee well-being.

Talent retention and recruitment are perennial challenges for organizations. Young professionals, who are often at the forefront of job-market trends, provided senior executives with a deeper understanding of what makes an employer attractive and how they can retain top talent. This includes company culture and opportunities for professional development, as well as the need for a clear and compelling employer brand, vision, and purpose.

“This reverse mentoring pilot event was an eye-opening experience, and I was grateful to hear ideas and advice from so many enthusiastic young professionals,” said Kraft Heinz’s Briggs. “The fresh perspectives and innovative ideas shared will be critical in shaping Japan’s evolving corporate environment, and I was so glad that many of Kraft Heinz’s talented young team members could participate.”

YPF Co-chair Tomoki Fukasawa noted: “This event marked my last initiative as co-chair of the YPF, so it is extra special for me to bring together such a talented group of executives and motivated young professionals. This is exactly why I wanted to join the YPF—to encourage meaningful dialogue across generations. I am confident that the YPF leadership team will continue what I have started and host more events like this in the future.”

Reverse mentoring is not just a trend; it is a powerful strategy for bridging gaps and fostering a culture of continuous learning and innovation. By nurturing an environment of mutual learning and collaboration, organizations can harness the collective intelligence of their workforce and drive sustainable growth. The YPF will continue to create platforms to embrace opportunities for cross-generational collaboration and growth.