Goodman Service explains why treating part-time staff like VIPs is the secret to revitalizing Japan’s tourism sector.
To begin, I’d like to ask about Japan’s demographic trends. As the most rapidly aging country in the world, Japan is expected to face a labor shortage exceeding 11 million people in the coming years. We are already seeing the effects of population decline and aging across various industries, including manufacturing and tourism. In your view, what impact will these demographic shifts have on the hospitality industry going forward? Additionally, how is your company responding to these structural changes in Japan’s population?
I feel that the impact of Japan’s population decline and aging has already reached a critical stage. This is particularly evident in regionally rooted industries such as hospitality, tourism, and agriculture. With forecasts indicating a labor shortage of more than 10 million people by 2040, tourist destinations in regional areas will, in particular, be required to respond even more actively to inbound demand going forward. In this context, the role of foreign workers will become increasingly important.
At Goodman Service, we are advancing several initiatives in response to these realities. One is strengthening the acceptance of foreign talent. Another is leveraging the silver generation. In recent years, many older individuals remain highly energetic and are increasingly seeking employment opportunities in regional areas. We are consciously working to create environments in which senior workers—who previously had limited opportunities—can also play an active role as part of the workforce.
What challenges do you believe foreign workers face when coming to work in Japan?
We see four major challenges. The first is the language barrier. Japanese is difficult to master, and many roles require a certain level of language proficiency on the job, which creates a high hurdle for foreign workers. The second is the limitations of the visa system. Although newer frameworks such as the Specified Skilled Worker visa have been introduced, their scope remains narrow. For example, restaurant service roles are largely limited to this visa category. On the other hand, the Engineer/Specialist in Humanities/International Services visa, which requires Japanese proficiency at the N1 or N2 level, applies only to certain positions such as front-desk roles. This creates a mismatch between actual workforce needs and the existing 制度.
The third challenge lies on the employer side. Some companies are still not fully prepared to accept foreign workers, whether in terms of onboarding systems or cultural considerations. As a result, foreign staff may feel isolated or be unable to perform to their full potential. The final issue is the lack of support in daily life. Many foreign workers are assigned to rural areas, and without sufficient assistance—both practical and mental—it becomes difficult for them to settle in and stay long term. To address these challenges, we make a conscious effort to provide close and continuous support through our own follow-up systems.
Do you believe that, in addition to working conditions, it is also necessary to provide a sense of purpose, fulfillment, and value-added experiences in the workplace?
That’s exactly right. In the coming era, what matters is not simply working to earn money, but rather what people can gain through their work. For example, we believe it is important to create opportunities that enrich life outside of work as well—such as visiting local tourist destinations together or participating in community events. Helping people build connections with the local community should ultimately lead to higher retention rates. That said, this is not something we can achieve on our own. Cooperation from the host companies is essential. Creating an environment in which foreign workers can truly thrive is a challenge that must be addressed by the industry as a whole.
There is a growing trend of young people moving from rural areas to major cities. Is your company taking any measures to address this issue?
Yes. At our company, we conduct recruitment activities on a nationwide scale and intentionally create talent flows such as “from rural areas to other rural areas” and “from urban areas to regional destinations.” You could think of it as a kind of nationwide talent exchange network. For example, someone might work at one tourist destination for three months and then move on to another region for their next assignment. This flexible placement model—where people circulate among different regions based on short-term employment—is one of our company’s defining characteristics.
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What initiatives are you implementing to improve the retention of people working in regional areas?
We strongly feel that mental and emotional support is extremely important. Working in regional areas often means leaving one’s hometown and living in an unfamiliar place. For that reason, providing thorough follow-up support—not only with work-related matters but also with housing arrangements, human relationships, and everyday life consultations—plays a key role in long-term retention. We believe that whether a proper support system is in place ultimately determines whether people choose to stay and continue working.
Could you please introduce your company’s business model to our readers? In particular, are there any areas or fields you are focusing on most?
Our company specializes in staffing services for resort destinations across Japan. One of our key characteristics is that we create a system in which people circulate—from major cities to rural areas, and from one rural region to another. Many of the positions we handle come with company-provided accommodation, and meals are often included as well. This allows workers to focus on their jobs without worrying about living expenses. By keeping their day-to-day costs low, they are able to save a larger portion of their income or allocate it toward their personal goals, which is another important feature of our model.
In principle, our placements are based on short-term employment of around two to three months. Long-term positions tend to be harder to fill, so we first encourage people to take on short-term assignments. From there, they may choose to extend their stay or move on to a different location. This cycle of short-term placements enables us to mobilize talent flexibly, and it represents one of our greatest strengths as a company.
How are you approaching the adoption of technologies such as DX (digital transformation) and AI?
At present, we have not yet reached the stage of fully implementing AI across our operations, but we are actively working on digital transformation by introducing tools such as OCR systems for administrative tasks. Looking ahead, we believe that improving matching accuracy will be key. Within the staffing industry, AI-driven automatic matching between job openings and candidates has already begun, but we feel that the accuracy is still insufficient.
What is even more challenging is the area of aftercare and follow-up support. In this industry, there are many situations that require a high degree of human sensitivity, such as handling daily consultations, personal concerns, and complaints. Decisions about where and how to apply AI in these human-centered, delicate interactions must be made very carefully. Determining how far AI can support these processes will be a major challenge going forward.
While many staffing agencies focus primarily on the manufacturing sector, your company specializes in the hospitality industry. Do you see this focus as a source of competitive advantage?
Yes, we see it as a major strength. By specializing in the hospitality sector, we have developed a deep understanding of the industry’s unique needs and challenges, which allows us to provide much more precise and tailored matching for job seekers. In addition, we have recently launched new specialized recruitment platforms for full-time positions, such as “Chōrishi Kyujin.com,” a job site dedicated to chefs, and “Hotel Kyujin Pro,” which focuses on the accommodation and hotel industry. These initiatives are still in their early stages, but they represent areas we intend to grow significantly going forward.
With the growth of inbound tourism, more foreign visitors are traveling to regional areas of Japan. How are you preparing for and responding to this change?
Exactly. We are seeing a significant increase in travelers visiting regional areas outside the so-called “Golden Route” of Tokyo, Kyoto, and Osaka. This trend is particularly evident among repeat visitors, who are increasingly traveling independently rather than as part of tour groups and exploring regional destinations on their own. In response to this shift, international hotel chains are stepping up their investments in regional areas, which in turn is driving demand for staff who can provide multilingual support.
However, once again, the visa system has become a major bottleneck. Even when companies want to hire highly skilled service professionals, the current regulations impose many constraints, making it difficult for private-sector efforts alone to address the issue. If institutional frameworks were improved, it would become possible to recruit higher-quality talent, helping Japan maintain and enhance its standards of hospitality and omotenashi (service excellence).
Do you have any specific partnerships or collaborations with universities or government bodies when it comes to recruiting foreign talent?
Yes, we have been running internship programs in collaboration with overseas universities for some time now.
Have there been any success stories where internships led to full-time employment?
Yes, there have been several positive examples. For instance, we have had cases where university students from South Korea and China completed internships in Japan and then went on to secure full-time employment here after graduation. In South Korea and China, employment rates for new graduates can be quite low, so the option of working for a Japanese company is seen as very attractive. We believe that developing and formalizing these pathways will become increasingly important going forward.
Finally, could you share your company’s vision for the next five years? What kind of position are you aiming to achieve?
Within the next five years, we aim to become the number one company in Japan in two areas: resort hotel staffing and foreign hospitality talent placement. We believe that nurturing people who embody Japan’s hospitality culture—what is often referred to as the “spirit of omotenashi”—is our most important mission. Without this mindset, the service industry simply cannot thrive. Going forward, we want to continue operating responsibly as a bridge that connects people, local communities, and high-quality service.
For more information, visit their website at: https://www.goodman-s.com/
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