Survey on 'Decisive Factors for Joining' Among 2026 New Employees: 'Business Details' and 'Growth Environment' Remain Top Factors for 5 Years. Ambition for 'Executive' Roles and 'Happy Marriage' Rises in Career Outlook

JAIC Co., Ltd., which provides corporate education and training services as well as recruitment support services, announced the results of a questionnaire regarding 'decisive factors for joining a company and career outlook' conducted among participants of the new employee training provided by the company. (Respondents: 779, Survey Period: March 31 to April 13, 2026)

■ New Employees' 'Decisive Factors for Joining': 1st Place 'Business Details', 2nd Place 'Growth Environment' Continue to Dominate

When asked to 'select three decisive factors for joining the company,' the responses were: 'I was interested in the business details' at 63.4%, 'I felt there was an environment where I could grow' at 57.9%, 'The employee who interviewed me was attractive' at 45.4%, 'I felt I fit the corporate culture' at 42.4%, 'I felt they understood me' at 34.9%, 'The services or products handled were attractive' at 31.7%, 'It was close to the field I was studying' at 19.8%, and 'Other' at 4.1%.

This marks the fifth year of this survey, and there has been no significant change in the top items. It is evident that 'what they will do' (business details) and 'what they can become' (growth environment) are the two major elements when deciding on a company to join.

■ Priority Axes in Job Hunting: 1st 'Industry/Occupation', 2nd 'Corporate Culture/Employee Atmosphere', 3rd 'Location/Possibility of Relocation'

When asked to 'select the axes you prioritized in your job hunting,' the responses were: 'Industry/Occupation' at 62.0%, 'Corporate Culture/Employee Atmosphere' at 40.3%, 'Location/Possibility of Relocation' at 36.5%, 'Comprehensive welfare benefits' at 32.9%, 'Potential for career advancement and personal growth' at 30.0%, 'Corporate philosophy (Mission)' at 23.5%, 'Ease of taking paid leave/starting salary' at 23.2%, and 'Other' at 1.8%.

There was a gap of more than 20 points between the 1st place 'Industry/Occupation' and the 2nd place 'Corporate Culture/Employee Atmosphere,' indicating a strong tendency to prioritize the industry and specific job details above all else during job hunting.

■ Future Career Outlook: Over 70% Answered 'Improve My Abilities and Grow'. Interest in 'Happy Marriage' Also Rises

When asked to 'select three things you want to achieve in your future career,' the responses were: 'Improve my abilities and grow' at 75.0%, 'Get promoted in the current company and increase my annual income' at 52.2%, 'Establish a work-life balance' at 45.7%, 'Have a happy marriage' at 31.8%, 'Get a job that can contribute to society' at 31.6%, 'Work for the development of Japan or the company' at 25.0%, 'Spend an ordinary everyday life' at 21.1%, 'Acquire language skills and work abroad' at 7.2%, 'Start a business' at 7.2%, and 'Other' at 3.1%.

'Improve my abilities and grow' remained the most common answer as in previous years. On the other hand, compared to the 2025 survey, 'Have a happy marriage' showed the highest growth rate, increasing by 5 points from 26.8% the previous year. This suggests a growing awareness of life events alongside the importance placed on self-realization through work.

■ Desire for Promotion in Current Company: Aspiration for 'Executive/Business Owner' Hits Record High, Middle Management on a Downward Trend

When asked, 'How far do you want to be promoted in your current company?', the results were: 'Executive/Business Owner' at 14.2%, 'Director/Board Member' at 21.2%, 'General Manager (Bucho)' at 27.9%, 'Section Manager (Kacho)' at 18.7%, and 'Do not want to be promoted' at 18.0%. Looking at the trend since 2022, while the intention to become middle management (Section Manager/General Manager) is declining, the intention to become an 'Executive/Business Owner' has reached a record high. This suggests that the demographic with high ambitions for promotion is increasingly aiming for higher positions.

■ Teaching Methods and Interactions Expected from Managers: Requests for Specific Guidance Such as 'Pointing Out Bad Things'

When asked to 'select three teaching methods and ways of interaction you expect from your manager,' the responses were: 'Point out bad things strictly' at 48.4%, 'Give specific instructions' at 43.9%, 'Teach the purpose and meaning of the work' at 32.6%, 'Praise to develop strengths' at 36.1%, 'Do not apply unnecessary pressure' at 28.9%, 'Make me grow rapidly' at 32.1%, 'Teach the work carefully' at 27.9%, 'Show specific goals' at 19.6%, 'Entrust me with responsible work' at 18.5%, and 'Do not say "recent newcomers are..."' at 12.1%.

Regarding the results of this survey, Hiromitsu Kondo, Director of the Company, stated the following:

'In this survey, "business details" and "an environment where I can grow" occupied the top spots as decisive factors for joining, and no major changes have been seen in this trend over the five years since the survey began. Looking at the "decisive factors for joining" and "career outlook," it is clear that new employees consistently emphasize a "sense of growth." Furthermore, interactions such as "pointing out bad things strictly" and "giving specific instructions" are expected from managers. This shows that rather than just being treated kindly, they expect interactions that clarify their challenges and allow them to steadily step up.

Based on these trends, it is important for companies and managers welcoming new employees not to hold back on guidance out of an excessive fear of harassment, but rather to conduct management that leads to growth through daily dialogue and 1-on-1s. In doing so, communicating the background and purpose of the work, such as "why that action is necessary," as a set, can enhance the individual's sense of conviction and growth. As the value of young talent increases due to the shrinking labor force, the key point is how to draw out their desire for growth and connect it to specific active roles. It can be said that the quality of daily dialogue and interaction will be an important factor influencing early success and retention.'

Hiromitsu Kondo, Director and General Manager of Human Growth Division, JAIC Co., Ltd.
After graduating from Dokkyo University, Faculty of Economics, he joined the company after working for an information systems company. He assumed his current position after serving as head of the IT strategy business, corporate management strategy, education business, and recruitment/employment support business. From a standpoint of understanding corporate hiring and training challenges, he supervises the company's corporate education and training, and also gives lectures on employee training methods and career formation from young employees to management levels at general companies, financial institutions, and executive clubs.

[Survey Overview]
Survey Name: New Employee Training Questionnaire
Survey Target: Participants of the new employee training provided by our company
Survey Agency: In-house survey
Survey Method: Web questionnaire
Survey Period & Number of Respondents:
<2026 Survey> Survey Period: March 31 to April 13, 2026, Respondents: 779
<2025 Survey> Survey Period: March 27 to April 12, 2025, Respondents: 935
<2024 Survey> Survey Period: March 2024