To Avoid Panicking When Foreign Talent Says "I Want to Quit": AI Retention Support Platform "KIZASHI" for Registered Support Organizations and Supervising Organizations Officially Launched
e-Bridge Co., Ltd. officially launched "KIZASHI," an AI retention support platform designed to prevent foreign talent turnover, starting May 11, 2026. The platform aims to detect small anxieties of foreign talent early through native language surveys and AI analysis, enabling registered support organizations and supervising organizations to provide appropriate support.
📋 Article Processing Timeline
- 📰 Published: May 11, 2026 at 18:00
- 🔍 Collected: May 11, 2026 at 09:31
- 🤖 AI Analyzed: May 11, 2026 at 09:55 (23 min after Collected)
e-Bridge Co., Ltd. (Headquarters: Kofu City, Yamanashi Prefecture; Representative Director: Tsubasa Kobayashi) officially launched "KIZASHI" (https://kizashi.asia/agency), an AI retention support platform for registered support organizations and supervising organizations, starting May 11, 2026. This platform uses native language surveys for foreign talent as a starting point, picking up on their small anxieties and changes, and allowing AI to organize the priority of outreach and what to confirm during interviews.
KIZASHI is a service designed to help detect small voices and discomforts before foreign talent says "I want to quit" or "I want to change workplaces," and connect them to necessary support, rather than panicking after the fact.
In an era where job changes and transfers based on personal intent are expanding, registered support organizations and supervising organizations are increasingly being asked, "Do you regularly observe the individuals?" and "Have you built a relationship where they can consult you when in trouble?"
KIZASHI supports the daily assistance provided by registered support organizations and supervising organizations by integrating native language surveys, AI-driven change detection, outreach prioritization, interview guides, and response records into a single system.
■ Background of Development
Behind a sudden "I want to quit" are often small, unseen changes.
In the field of foreign talent support, it often happens that responses are made only when individuals consult, confirmations are made when companies contact, or staff members individually reach out to those they are concerned about.
However, in reality, by the time foreign talent says "I want to quit" or "I want to change workplaces," they may have already accumulated worries and discomforts.
Dissatisfaction with work, relationship problems, anxieties about daily life, changes in physical condition.
These small signs are difficult to see through regular communication alone, and the more foreign talent a staff member is responsible for, the harder it becomes to notice them.
Furthermore, if interview and outreach content varies among staff members, or if response records are not kept, it becomes difficult to understand "who handled what to what extent," "what to confirm next," and "what to share with the company."
KIZASHI was developed to address these on-site challenges by picking up the small voices of foreign talent in their native language, enabling support staff to notice early, reach out, and record their responses.
■ Approach to Support in View of Upper Limits Regulations
From "increasing numbers" to a system where "each individual can be seen"
The operation of registered support organizations and supervising organizations will become difficult to sustain with the previous mindset of simply "growing by increasing numbers."
In the future, registered support organizations will need to be mindful of system standards such as 1 support staff member per 10 or fewer accepting organizations and 50 or fewer foreign individuals, and supervising organizations will need to be mindful of standards such as 1 full-time executive/employee per fewer than 8 training and employment implementers and fewer than 40 foreign individuals in training and employment.
In other words, the system itself is moving towards requiring support organizations to have a structure where "each individual can actually be seen."
As the number of individuals to be supported increases, it inevitably becomes common in the field to respond only when individuals contact, act when companies consult, or for staff members to individually check on those they are concerned about.
However, what will be asked from now on is not just responding when problems become apparent.
・Can we notice changes when the individual says nothing?
・Can we reach out before they say "I want to quit"?
・Can we work together with companies to create an environment where they can continue to work, while also communicating the situation?
This accumulation will be seen as the capability of support organizations and supervising organizations in the coming era.
What is important is not to enclose foreign talent, but to build a relationship in daily interactions where they feel "I can grow here," "I am being properly looked after," and "I can consult when in trouble."
・Fast procedures.
・Accurate documents.
・Low costs.
Of course, these are also important.
However, with these alone, the value of future support organizations will be difficult to convey.
Noticing the small anxieties of individuals, reaching out when necessary, and working together with companies to create an environment where they can continue to work.
We believe that this accumulation is the capability required of registered support organizations and supervising organizations in the future.
KIZASHI is a service designed to help detect small voices and discomforts before foreign talent says "I want to quit" or "I want to change workplaces," and connect them to necessary support, rather than panicking after the fact.
In an era where job changes and transfers based on personal intent are expanding, registered support organizations and supervising organizations are increasingly being asked, "Do you regularly observe the individuals?" and "Have you built a relationship where they can consult you when in trouble?"
KIZASHI supports the daily assistance provided by registered support organizations and supervising organizations by integrating native language surveys, AI-driven change detection, outreach prioritization, interview guides, and response records into a single system.
■ Background of Development
Behind a sudden "I want to quit" are often small, unseen changes.
In the field of foreign talent support, it often happens that responses are made only when individuals consult, confirmations are made when companies contact, or staff members individually reach out to those they are concerned about.
However, in reality, by the time foreign talent says "I want to quit" or "I want to change workplaces," they may have already accumulated worries and discomforts.
Dissatisfaction with work, relationship problems, anxieties about daily life, changes in physical condition.
These small signs are difficult to see through regular communication alone, and the more foreign talent a staff member is responsible for, the harder it becomes to notice them.
Furthermore, if interview and outreach content varies among staff members, or if response records are not kept, it becomes difficult to understand "who handled what to what extent," "what to confirm next," and "what to share with the company."
KIZASHI was developed to address these on-site challenges by picking up the small voices of foreign talent in their native language, enabling support staff to notice early, reach out, and record their responses.
■ Approach to Support in View of Upper Limits Regulations
From "increasing numbers" to a system where "each individual can be seen"
The operation of registered support organizations and supervising organizations will become difficult to sustain with the previous mindset of simply "growing by increasing numbers."
In the future, registered support organizations will need to be mindful of system standards such as 1 support staff member per 10 or fewer accepting organizations and 50 or fewer foreign individuals, and supervising organizations will need to be mindful of standards such as 1 full-time executive/employee per fewer than 8 training and employment implementers and fewer than 40 foreign individuals in training and employment.
In other words, the system itself is moving towards requiring support organizations to have a structure where "each individual can actually be seen."
As the number of individuals to be supported increases, it inevitably becomes common in the field to respond only when individuals contact, act when companies consult, or for staff members to individually check on those they are concerned about.
However, what will be asked from now on is not just responding when problems become apparent.
・Can we notice changes when the individual says nothing?
・Can we reach out before they say "I want to quit"?
・Can we work together with companies to create an environment where they can continue to work, while also communicating the situation?
This accumulation will be seen as the capability of support organizations and supervising organizations in the coming era.
What is important is not to enclose foreign talent, but to build a relationship in daily interactions where they feel "I can grow here," "I am being properly looked after," and "I can consult when in trouble."
・Fast procedures.
・Accurate documents.
・Low costs.
Of course, these are also important.
However, with these alone, the value of future support organizations will be difficult to convey.
Noticing the small anxieties of individuals, reaching out when necessary, and working together with companies to create an environment where they can continue to work.
We believe that this accumulation is the capability required of registered support organizations and supervising organizations in the future.