| 研究実績の概要 |
Most Japanese companies equate diversity with the employment of more women (as opposed to more general diversity in terms of nationality, ethnicity, sexual orientation, etc). The most common objective for having more female employees is the need for more human capital; diversity is hence a response to the declining labor force, rather than a strategic goal in itself. (Edman, 2021a)
The biggest challenge for firms is retaining female hires. While many companies focus on policies that accommodate women's special needs (e.g. child birth, family duties), these also make it difficult for women to be promoted. Instead, policies that support and integrate women into the firm without granting extra benefits (e.g. in-house daycare) have a statistically significant positive impact on both hire retention and the percent of women in senior management (Edman, 2021b).
When firms employ foreigners their objectives are typically less clear than when hiring women. Foreign workers are often hired on a case-by-case basis, without long-term goals or objectives. In many cases, foreign hires are treated exactly the same as Japanese employees, with no accounting for their unique skills or experiences. In some cases, foreign employees are instead placed in the "international department", with little input into the company's general business. Both of these strategies tend to leave foreigners dissatisfied with their roles in the firm and make poor use of their skills. The best case is when companies integrate foreign employees while at the same time recognizing their unique competencies (2021c)
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