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

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)

Utilizing foreign talent leads to improved business performance only when the frontline team is fully onboard.

If necessary, please allow me time to hold an internal briefing session—not just for top management, but for the frontline staff as well—to ensure we are all on the same page.

There are three main reasons why frontline teams tend to resist:

1. Increased workload
2. Fear of taking responsibility for failures
3. Feeling that their current methods are being criticized

At Zuitt, we address these concerns as follows:

• Reducing preparation hours: We provide manuals that can be completed simply by checking off items. Setting up a one-day work trial typically takes only 2–3 man-days. Operation and training—including commuting, housing, and visa procedures—are fully standardized. By clarifying what needs to be done, we can also decide what to stop doing, ensuring the total workload does not increase.
• Lowering the stakes of decision-making: The decision is not about "hiring" immediately, but simply "working together for one day." We proceed on the premise that if the frontline team decides someone is not a good fit, you do not have to hire them.
• Designing a "Dejima" (Sandboxed Department): We will work with you to identify the best department for initial implementation based on its independence, the manager's leadership style, and the specific nature of the roles.

Zuitt provides individuals in developing nations with the opportunity to build fulfilling careers in Japan. Our long-term vision is to help create a Japan where 10 million foreign nationals speak Japanese fluently, and 1 million of them hold management positions.

At its core, Zuitt is a company for talented and hardworking young internationals, as well as for Japanese businesses—regardless of size—that are sincerely committed to growth.

In collaboration with our partner sending agencies, Zuitt facilitates mutual understanding and relationship-building between companies and candidates. Specifically, we provide support in designing and managing pre-hiring assessment opportunities, coordinating with agencies for formal recruitment and dispatch procedures, and providing post-hiring Japanese language training and retention support.

Zuitt is ideally suited for industries requiring skilled technicians and engineers, such as manufacturing and construction. Even if a company does not currently have engineers on staff, we can support them if they are looking to integrate engineering talent into their future operations—we already have successful case studies in this area.

We are a particularly strong match for companies in regional Japan that possess "shining" niche technologies or unique business domains. One of Zuitt’s key strengths is our network, which extends beyond urban centers in the Philippines to include universities in regional areas.

We have found that individuals from regional parts of the Philippines tend to adapt and settle more easily into regional life in Japan. For these candidates, a company’s unique, specialized technology strongly ignites their "engineering spirit" and passion for the craft.

The "1-Day Work Trial" is a mutual assessment opportunity designed for both the company and the candidate to deepen their understanding of one another before deciding whether to proceed with the formal recruitment process. Throughout the day—which includes a company tour, networking with employees, lunch, and "work sample" tasks—the company can evaluate the candidate’s personality, fundamental technical aptitude, and cultural fit.

When a Japanese company considers utilizing foreign talent, it is common to encounter resistance from the existing staff. In such cases, the most effective approach is to have the frontline members actively participate in this assessment process.

Please note that candidates do not engage in direct production activities or regular business operations. As the primary purpose is not the provision of labor, no compensation is paid to the candidate. Similarly, there is no participation fee for the candidate.

The biggest difference is the overwhelming amount of information you can obtain. To truly evaluate a candidate's technical skills and work ethic, it is far more effective to move beyond an interview and use practical "work sample" tasks. Furthermore, a person’s true character and compatibility become much clearer through casual conversation during a shared meal.

While only a limited number of staff can participate in a formal interview, the 1-Day Work Trial allows not just management, but also the frontline employees to take part in the assessment.

From the candidate’s perspective, most have never left the Philippines. The significance of working in this specific region, within this industry, and competing in this unique niche is something they cannot truly grasp without visiting the company in person. The most significant difference from an interview-only process is that it empowers everyone—management, frontline staff, and the candidates themselves—to make a decision about the next step with complete confidence and mutual consensus.

No, participation in the 1-Day Work Trial does not require a prior commitment to hire. It is an assessment opportunity for the company to evaluate the candidate's potential and compatibility, and then decide whether or not to proceed with formal recruitment.

There is no fee payable to Zuitt for conducting the 1-Day Work Trial. While there are various strategies for securing talent, utilizing university-educated professionals from overseas is one powerful option. The advantage of the 1-Day Work Trial is that it allows you to explore this possibility and gather information at no cost.

If there is a candidate you wish to hire following the trial, we will proceed with formal recruitment and dispatch procedures through our partner sending agencies, with Zuitt providing the necessary coordination. Please note that participation in the trial—even for the purpose of recruitment—does not guarantee that a hiring agreement will be finalized.

Our target candidates are individuals who have studied Mechanical or Electrical Engineering at a university for four to five years. We focus on bringing in either fresh graduates or "Type 2" young professionals with approximately three years of work experience.

The potential roles span a wide range, including maintenance engineers, design engineers, R&D engineers, production management, production technology, facility design engineers, and field engineers. In the future, they are also expected to excel as technical sales representatives.

In terms of fundamental character, we prioritize those who have worked their way through university to support their families, students with high academic achievements, or those who have deeply explored a specific field driven by their own curiosity. At the time of the 1-Day Work Trial, their Japanese proficiency is still at a basic level with about 400 hours of study; however, we strictly select candidates who show a strong commitment to settling and building a long-term career in Japan.

Our target candidates are individuals who have studied Civil Engineering or Construction Engineering at a university for four to five years. In the construction industry, it is most effective for them to start by assisting with design work or construction management.

In particular, construction management (site management) requires a high level of Japanese proficiency. Therefore, continuous language study both before and after employment is essential.

For the first one to two years, we often recommend assigning tasks that can be performed even with limited Japanese skills. For example, many candidates begin with roles that rely less on verbal communication, such as risk prediction (KY) activities and surveying.

We focus on two distinct types of Japanese proficiency: receptive skills (as measured by JLPT N5, N4, and N3) and productive/interactive skills (the ability to converse and engage in dialogue). Zuitt trains candidates in both areas. Typically, before arriving in Japan for the work trial, candidates complete approximately 400 hours of study, aiming for a JLPT foundation and a CEFR A2 level in conversation.

If a candidate receives an unofficial offer after the 1-Day Work Trial, they generally return home to undergo intensive training. For both manufacturing and construction industries, we ensure they reach JLPT N4 and a B1 level in conversation before they officially relocate to Japan to start their employment.

Immediately after joining the company, depending on their proficiency, they may initially be assigned to supportive or peripheral tasks. However, through continuous language learning, we aim for them to reach a B2 conversational level as early as possible, enabling them to take on more advanced engineering responsibilities.

After the candidate is hired, our training focuses on reaching JLPT N3 and CEFR B2 levels. The primary objective is to enable engineers to perform "Hou-Ren-So" (Report, Inform, Consult) and other essential workplace communications more effectively.

Our curriculum is designed for working engineers. While the core course covers general Japanese, we provide additional support to help them master the technical terminology specific to their field.

Expanding general Japanese skills—including grammar, vocabulary, and especially Kanji—is indispensable for the medium-to-long-term development of their language proficiency. To achieve the best results, we utilize a "Flipped Learning" model, combining real-time synchronous lessons with asynchronous self-study.

At Zuitt, our retention support prioritizes the early identification of potential challenges. During the first six months, foreign employees may find it difficult to express their concerns to Japanese staff in Japanese. To bridge this gap, our Filipino Japanese language instructors—who have already built a strong rapport with the candidates—conduct regular one-on-one interviews.

Regarding the content of these interviews, any matters that require the company’s attention will be shared with you only to the necessary extent, while strictly respecting the individual’s consent and privacy.

A common pattern for early resignation is when small issues go unvoiced, grow over time, and eventually escalate until the employee decides to quit. To prevent this, once we identify a challenge, we provide additional counseling or even conduct site visits as needed. Our goal is to proactively prevent early turnover and ensure a smooth, long-term integration into your workplace.

First and foremost, our services are best suited for companies that are determined to grow, regardless of the challenges posed by a shrinking population. We are an excellent match for organizations that choose not to simply "collect" pre-skilled individuals, but instead have the vision to grow their business together with their people.

For such companies, even if they currently have no foreign employees, the transition toward valuing and effectively utilizing global talent happens naturally. Their core philosophy of "investing in people" paves the way for success.

Even if the frontline staff has no experience working with non-Japanese colleagues, their anxieties can be resolved through our structured process before and after the 1-Day Work Trial. We believe that 70% of long-term retention is determined at the very moment of hiring; therefore, we provide these rigorous assessment opportunities to ensure the right match from the start.

To be direct, our service is not a good fit for companies that are simply looking for a "recruitment agency" to provide them with a high volume of candidates as quickly as possible. Specifically, it is not suitable for:

• Companies seeking simple labor: If the role involves only repetitive, manual tasks that do not require high-level technical skills like engineering, our university-educated candidates will not be the right match.
• Companies with no interest in "Nurturing Talent": For those who just want "anyone who can fill a gap" and have no desire to invest in the long-term growth of their employees, our rigorous process—which includes the 1-Day Work Trial—may feel unnecessarily intensive or "heavy."
• Companies unwilling to embrace diversity: Obviously, if there is a fundamental resistance to integrating foreign talent, regardless of their high capabilities, the relationship will not work.

The reason for this is simple: Zuitt’s service is not designed for mere "introductions." Our entire framework is built around "Right Assessment" and "Long-term Retention." We focus on quality and commitment, rather than just filling a quota.

The "IIT" (Engineer/Specialist in Humanities/International Services) visa and the "SSW" (Specified Skilled Worker) visa are distinct residency statuses with different requirements and expected scopes of work.

The IIT visa is intended for roles that require specialized technology or knowledge in fields such as natural sciences (e.g., Physics, Engineering) or humanities. Common examples include mechanical engineers, interpreters, designers, and marketing professionals.

In contrast, the SSW visa was established to welcome foreign talent who possess a specific level of expertise and skills within designated industrial sectors.

Determining which residency status is appropriate depends not only on the candidate’s educational background, experience, and skill level but also—and most crucially—on the specific tasks they will perform after being hired. Therefore, during the recruitment process, it is essential to proceed while consulting with experts, such as sending agencies and administrative scriveners (Gyoseishoshi), alongside the hiring company.

Absolutely. This approach is highly suited for regional companies. Throughout rural Japan, there are many businesses with exceptional technology, unique business niches, and a warm, welcoming corporate culture. However, young Japanese graduates often lack the opportunity to discover these hidden gems.

As a result, talent tends to flow toward major cities or large corporations. The 1-Day Work Trial changes this by providing a dedicated opportunity for foreign candidates to visit your company in person and experience your unique strengths firsthand.

Furthermore, many candidates find the lifestyle and working environment of regional Japan highly attractive. The ability to mutually assess the company’s technology, business operations, and personality—as well as the candidate’s compatibility with the local community—is a significant advantage for regional companies.

Workload for the frontline typically arises in three stages: hosting the 1-Day Work Trial, the initial onboarding, and the long-term development of the employee.

However, we have streamlined the 1-Day Work Trial through extensive manualization. By following our framework, the trial can be successfully managed by a small team of just two or three people. For the actual onboarding process, we provide a comprehensive 30-page manual that helps you decide which tasks to handle internally and which to outsource.

Regarding the effort required for long-term retention and performance, Zuitt will work alongside you as a dedicated partner. Ultimately, the most important thing is to use the Work Trial to determine if the candidate is someone you truly want to invest in, even if it requires some initial effort.

Before anything else, the most important step—regardless of whether you are hiring a Japanese or a foreign national—is to define exactly what kind of talent and "power" your company needs to achieve further growth. It is crucial to visualize the path to success: what kind of person should be brought in, how they should be trained, what specific experiences they need to gain, and how you envision their long-term development.

Once this vision is clear, the specific requirements for the candidate will naturally emerge. From there, we invite you to discuss with Zuitt whether that vision can be realized through our global talent and the 1-Day Work Trial scheme. Through this dialogue, we can also determine the precise level of Japanese proficiency required for the role.

For the 1-Day Work Trial, there is no payment required from the company to Zuitt.

If you decide to proceed with hiring and the employment is finalized, we adopt a monthly support model rather than a one-time fee. The company pays a monthly fee of 20,000 JPY per employee for as long as they remain with your company, for a maximum period of 10 years. This fee covers our extensive post-hiring retention support, centered on continuous Japanese language training.

Regarding candidate-side costs, we do not charge any fees to those who do not secure employment. Only those who successfully start their careers in Japan pay a predetermined fee—fully explained and agreed upon in advance—in installments after they begin working. All details regarding the breakdown of costs, recipients, payment timing, and repayment conditions are clearly explained in advance, strictly following relevant laws and procedures with the sending agencies.

The timeline leading up to the official start date varies. It depends on several factors, including the candidate’s Japanese language proficiency, the type of residency status (visa), administrative procedures with sending agencies, and the company’s internal readiness for onboarding.