Nippon Manpower Conducts Awareness Survey on 'Autonomy' Among 500 Junior Employees and Managers

Nippon Manpower Co., Ltd. (Headquarters: Chiyoda-ku, Tokyo; President and CEO: Kenji Kusunoki) has conducted an awareness survey targeting junior employees and managers on the topic of 'autonomy' and published a report summarizing the results. The survey examines how junior employees and managers perceive the frequently used term 'autonomy' in corporate talent development contexts, analyzing trends in understanding and offering insights for employee development.

The survey was conducted nationwide via internet research, targeting 250 junior employees (ages 22–28, within their first three years of employment) and 250 managers (ages 30–55, section chief level or above). The motivation behind the survey stemmed from the observation that in talent development discussions, the Japanese term 'jiritsu' is often used ambiguously—sometimes referring to 'autonomy' and other times to 'independence.' This survey therefore aimed to clarify perceptions of 'autonomy,' identify actions valued in nurturing junior staff and subordinates, and determine necessary support measures.

Report details and download link available here

Key Findings (selected highlights)

- When asked to define what 'early autonomy' means, approximately half of junior employees and 42% of managers responded with 'don't know,' 'never thought about it,' or 'nothing in particular.'

- Regarding the time required to achieve autonomous behavior, both junior employees and managers predominantly answered '6 months to under 3 years.' A notable number of managers also expected it to take '3 years or more.'

- On whether their organization has a defined concept of 'autonomy,' only 28.0% of junior employees and 29.6% of managers answered 'yes.' The majority responded 'no' or 'needs to be defined in the future.'

Based on these findings, Nippon Manpower concludes that the term 'autonomy' is interpreted inconsistently across individuals and organizations, and is often understood to include aspects of 'independence.' The company also emphasizes that supporting junior employees should encompass not only 'how to do' (actions and skills) but also 'how to be' (motivation and attitude).

The full report treats 'autonomy' and 'independence' not as separate concepts but as interrelated elements that develop together. It recommends re-evaluating everyday development initiatives—such as training programs, on-the-job training (OJT), one-on-one meetings, mentorship systems, goal management, and performance reviews—to enhance the quality of nurturing both junior employees and managers.

Report details and download link available here

<Survey Overview>

Conducted by: Nippon Manpower Co., Ltd.

Method: Internet research

Execution: Cross Marketing Co., Ltd.

Region: Nationwide (Japan)

Period: March 13–23, 2026

Target: Junior employees (ages 22–28, within first three years of employment), Managers (ages 30–55, section chief or above)

Valid responses: 250 each from junior employees and managers

<Company Overview>

Nippon Manpower Co., Ltd.

Address: 47-1 Higashimatsushita-cho, Kanda, Chiyoda-ku, Tokyo

Business: Corporate education and training, career counselor certification, distance learning, career counseling and consulting, and other career development support services

Website: https://hr.nipponmanpower.co.jp/cp

<Contact for inquiries>

Sales Planning Department

Nippon Manpower Co., Ltd.

Email: nmp-houjin@nmp-g.jp