Maintaining a High New Graduate Retention Rate for 3 Consecutive Years: Revealing the Training System and Retention Mechanisms that Support the Growth of Young Professionals
Aoyama Zaisan Networks reported that its new graduate retention rate over the past three years has remained high (100% in 2023 and 2025, 83.3% in 2024), backed by its practical training and mentor systems.
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- 📰 Published: April 23, 2026 at 23:00
- 🔍 Collected: April 23, 2026 at 14:31
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Aoyama Zaisan Networks Co., Ltd. (Headquarters: Minato-ku, Tokyo, President & CEO: Masazumi Hasumi, hereinafter 'the Company'), which provides comprehensive property consulting including property succession and business succession for individual wealthy clients and corporate owners, has maintained a high retention rate of new graduates over the past three years at 100% (2023 and 2025) and 83.3% (2024).
What our company deals with are important decisions regarding corporate succession and family assets, where there is no single right answer. The reason young employees can face such highly difficult themes from an early stage and continue working while feeling their own growth is due to a training system linked with practical work and an organizational structure where they can comfortably take on challenges.
Along with the actual new graduate retention rates, we have summarized the underlying concepts of our training measures, organizational development, and initiatives for young employees to thrive long-term.
■ Trends in New Graduate Retention Rate and Recruitment Status
The retention rate of new graduates in our company over the past three years has been highly stable, at 100% for 2023 and 2025, and 83.3% for 2024, with almost zero turnover.
Additionally, the number of new graduates hired during the same period was 6 each in 2023 and 2024, and 8 in 2025, maintaining a stable retention rate while sustaining a certain scale of recruitment.
In terms of gender ratio, we have maintained a balanced hiring approach with 5 men and 3 women in 2025, and 3 men and 3 women in 2024, promoting an organization where diverse talent can thrive long-term.
* Retention rates are calculated based on the definition of the Ministry of Health, Labour and Welfare's 'Turnover Status of New Graduates'. The number of newly graduated hires and those who left are calculated based on employment insurance qualification acquisition and loss data.
■ 'Critical Thinking' Nurtured on the Frontlines of Comprehensive Property Consulting
What our company deals with are decisions regarding corporate succession and family assets.
The best choice varies depending not only on the scale of the property but also on family structure, management issues, future intentions, etc. Because there is no single right answer, superficial knowledge alone is not enough.
At our company, young employees are involved in creating study materials and preparing proposals alongside senior employees from an early stage after their assignment, experiencing the frontline that supports client decision-making. While they do not take primary charge from the beginning, we provide an environment where they can touch practical work early, think for themselves, and develop the ability to support judgments.
It is not an easy job, but the ability to hone one's 'critical thinking' from a young age is one of the greatest values of working at our company.
■ 4 Mechanisms Supporting Retention
1. Training System Linked to Practical Work
After joining, new graduates learn and experience work in multiple areas through group training, job rotation, and OJT, gradually enhancing their expertise. By being involved in practical work from an early stage, we provide an environment where they can acquire not just knowledge but practical skills.
2. Qualification Acquisition that Visualizes Growth
We visualize individual growth through the acquisition of qualifications such as Real Estate Broker and FP. The system that allows them to feel their own growth leads to improved daily motivation and retention.
Furthermore, if an employee passes a qualification that the company encourages, we provide a monetary incentive and subsidize the costs incurred for the acquisition.
3. Design to Minimize Mismatches from the Hiring Stage
To minimize gaps after joining, during job interviews we carefully check not only skills but also personal values and thoughts on our management philosophy. Specifically, the first thing we ask is 'What do you value most?' Additionally, between receiving the job offer and joining the company, we create opportunities for interaction with senior employees and peers, helping them deepen their understanding of the company and concretely envision working with us.
4. Mentor System
Separate from the OJT leader who follows up on daily tasks, we assign a 'mentor' whom they can consult regarding anxieties and worries arising from unfamiliar working life. This is not only a system that allows new graduates to continue working with peace of mind but also leads to the growth of the employees who act as mentors, contributing to the improvement of training awareness across the organization.
■ Voices of New Graduate Employees
- Joined in 2023 / Real Estate Business Division (Regarding Job Rotation)
'I wanted to work in the real estate department even before joining, but since relying only on my pre-joining image could lead to a mismatch, I viewed the job rotation as a 'preparation period for my feelings toward work'. As a result, experiencing work in multiple departments increased the 'depth' and 'resolution' of my desire for the tasks I want to do.'
- Joined in 2024 / Consulting Business Division (Regarding OJT and Mentor System)
'There are many friendly people in our company, and there are frequent opportunities to communicate about work and private matters regardless of seniority. Since there is an atmosphere where you can easily ask if there's something you don't understand, you can work with peace of mind.'
What our company deals with are important decisions regarding corporate succession and family assets, where there is no single right answer. The reason young employees can face such highly difficult themes from an early stage and continue working while feeling their own growth is due to a training system linked with practical work and an organizational structure where they can comfortably take on challenges.
Along with the actual new graduate retention rates, we have summarized the underlying concepts of our training measures, organizational development, and initiatives for young employees to thrive long-term.
■ Trends in New Graduate Retention Rate and Recruitment Status
The retention rate of new graduates in our company over the past three years has been highly stable, at 100% for 2023 and 2025, and 83.3% for 2024, with almost zero turnover.
Additionally, the number of new graduates hired during the same period was 6 each in 2023 and 2024, and 8 in 2025, maintaining a stable retention rate while sustaining a certain scale of recruitment.
In terms of gender ratio, we have maintained a balanced hiring approach with 5 men and 3 women in 2025, and 3 men and 3 women in 2024, promoting an organization where diverse talent can thrive long-term.
* Retention rates are calculated based on the definition of the Ministry of Health, Labour and Welfare's 'Turnover Status of New Graduates'. The number of newly graduated hires and those who left are calculated based on employment insurance qualification acquisition and loss data.
■ 'Critical Thinking' Nurtured on the Frontlines of Comprehensive Property Consulting
What our company deals with are decisions regarding corporate succession and family assets.
The best choice varies depending not only on the scale of the property but also on family structure, management issues, future intentions, etc. Because there is no single right answer, superficial knowledge alone is not enough.
At our company, young employees are involved in creating study materials and preparing proposals alongside senior employees from an early stage after their assignment, experiencing the frontline that supports client decision-making. While they do not take primary charge from the beginning, we provide an environment where they can touch practical work early, think for themselves, and develop the ability to support judgments.
It is not an easy job, but the ability to hone one's 'critical thinking' from a young age is one of the greatest values of working at our company.
■ 4 Mechanisms Supporting Retention
1. Training System Linked to Practical Work
After joining, new graduates learn and experience work in multiple areas through group training, job rotation, and OJT, gradually enhancing their expertise. By being involved in practical work from an early stage, we provide an environment where they can acquire not just knowledge but practical skills.
2. Qualification Acquisition that Visualizes Growth
We visualize individual growth through the acquisition of qualifications such as Real Estate Broker and FP. The system that allows them to feel their own growth leads to improved daily motivation and retention.
Furthermore, if an employee passes a qualification that the company encourages, we provide a monetary incentive and subsidize the costs incurred for the acquisition.
3. Design to Minimize Mismatches from the Hiring Stage
To minimize gaps after joining, during job interviews we carefully check not only skills but also personal values and thoughts on our management philosophy. Specifically, the first thing we ask is 'What do you value most?' Additionally, between receiving the job offer and joining the company, we create opportunities for interaction with senior employees and peers, helping them deepen their understanding of the company and concretely envision working with us.
4. Mentor System
Separate from the OJT leader who follows up on daily tasks, we assign a 'mentor' whom they can consult regarding anxieties and worries arising from unfamiliar working life. This is not only a system that allows new graduates to continue working with peace of mind but also leads to the growth of the employees who act as mentors, contributing to the improvement of training awareness across the organization.
■ Voices of New Graduate Employees
- Joined in 2023 / Real Estate Business Division (Regarding Job Rotation)
'I wanted to work in the real estate department even before joining, but since relying only on my pre-joining image could lead to a mismatch, I viewed the job rotation as a 'preparation period for my feelings toward work'. As a result, experiencing work in multiple departments increased the 'depth' and 'resolution' of my desire for the tasks I want to do.'
- Joined in 2024 / Consulting Business Division (Regarding OJT and Mentor System)
'There are many friendly people in our company, and there are frequent opportunities to communicate about work and private matters regardless of seniority. Since there is an atmosphere where you can easily ask if there's something you don't understand, you can work with peace of mind.'