Survey on 'Workplace Failure Experiences' Among Employees in Their 20s

JAC Inc., which operates corporate education and training programs as well as recruitment support services, announces the results of a survey on 'workplace failure experiences' conducted among individuals aged 20 to 29 who secured full-time employment through its career support service. (Respondents: 258, Survey period: January 9, 2026 – May 20, 2026)

30% experienced a major failure in the past year, and over 60% said it contributed to their growth

When asked, "Have you experienced a major failure at work in the past year?", 31.0% answered "Yes" and 69.0% answered "No".

Additionally, among those who answered "Yes" to having experienced a failure, when asked, "Do you think the failure contributed to your growth?", 64.0% answered "Yes" and 36.0% answered "No". This shows that over 60% of those who experienced failure viewed it as a growth opportunity.

Survey on 'Workplace Failure Experiences' Among Employees in Their 20s / JAC

Types of failures: 1st - 'Lack of knowledge/skills', 2nd - 'Poor judgment'

Respondents who answered "Yes" to having experienced a failure were asked, "What type of failure did you experience? Select all that apply." The results were: 'Mistakes due to lack of knowledge or skills' at 57.5%, 'Judgment errors (e.g., incorrect prioritization, overly optimistic forecasts)' at 55.0%, 'Mistakes due to poor communication (e.g., missed coordination, miscommunication)' at 37.5%, 'Mistakes due to process violations (e.g., skipping verification steps)' at 23.8%, and 'Other' at 7.5%.

The top causes of failure—'lack of knowledge/skills' and 'judgment errors'—are linked to limited experience. Meanwhile, the relatively low percentage for 'process violations' suggests that young employees' failures stem more from inexperience and difficulty in decision-making rather than disregard for rules.

Survey on 'Workplace Failure Experiences' Among Employees in Their 20s / JAC

When failure was discovered, the most common response from supervisors or the workplace was: 'Analyzed the cause and discussed how to improve together'

When asked, "How did your supervisor or workplace respond when the failure was discovered? Please select the most applicable option," 55.0% answered, 'Analyzed the cause and discussed how to improve together,' 26.3% answered, 'Received mild warnings or feedback,' 17.4% answered, 'Received strict reprimands or criticism,' 1.3% answered, 'No particular response,' and 0% answered 'Other'.

In over half of the workplaces, a 'coaching-style' approach was observed—focusing not on blame, but on analyzing causes and jointly developing preventive measures.

Survey on 'Workplace Failure Experiences' Among Employees in Their 20s / JAC

Over 60% said they want to experience failure for the sake of growth

When all respondents were asked, "Do you want to experience failure in the future for the sake of growth?", 64.0% answered "Yes" and 36.0% answered "No". This indicates that about two out of three employees believe failure is a necessary experience for growth.

Survey on 'Workplace Failure Experiences' Among Employees in Their 20s / JAC

Reasons for wanting (or not wanting) to experience failure for growth (selected excerpts from open-ended responses)

When asked to elaborate on their previous answers, respondents provided the following comments:

<Voices who positively welcome 'failure for growth'>

- I remember failures more vividly than successes

- I feel that strong self-reflection arises from failure

- I view failure not just as an outcome, but as valuable feedback that clearly identifies areas for improvement

- I believe failures contain concrete insights that directly lead to future improvements

- I think it's worse to avoid challenges out of fear of failure

- I believe failure is inevitable for success and growth. Not failing means not challenging yourself

- I think it's beneficial to experience how to respond to failure during the early career stage

- I want to get used to it while I still have support from seniors and supervisors

- Failure teaches me how to recover

- Experiencing failure increases the likelihood of handling more serious issues appropriately in the future

- It allows me to learn how to manage crises. In similar situations later, I can anticipate and correct issues proactively

<Voices who do not welcome 'failure for growth'>

- If possible, I don't want to make mistakes that inconvenience others

- Since failure often inconveniences others, it's better to avoid it

- Being blamed after failure has become traumatic, leading me to equate failure with wrongdoing

- I want to grow, but I don't want to fail

- I want to challenge and grow, but I don't want to fail for the sake of growth

- While I believe there's learning in failure, I think it's more important to learn in advance how to avoid failure rather than learning from it afterward

- I want to prevent failure through careful verification beforehand

- I try to avoid failure by being cautious

Regarding the survey results, Mr. Hiroaki Kondo, Director at JAC Inc., stated:

"In this survey, 30% of employees in their 20s said they 'experienced a major failure,' and over 60% of them said it 'contributed to their growth.' Additionally, over 60% of all respondents said they 'want to experience failure for growth in the future.' Although young employees are often described as digital natives who value efficiency, this survey reveals their understanding that trial and error and challenges are essential for growth, and their willingness to positively embrace the failures that come with it.

Failure, when reframed, is an 'opportunity for development.' Regarding workplace responses to failure, 'analyzed the cause and discussed how to improve together' accounted for a majority. Moreover, over 40% reported receiving some form of 'feedback or correction,' indicating that many workplaces are providing constructive feedback on failure. In our previous survey 'Preferred Coaching Styles from Supervisors' among job seekers in their 20s, 'coaching-style' leadership was also the most preferred. This suggests that young employees want to grow not just through criticism, but by jointly solving problems with their supervisors.

What companies and managers need is management that transforms failure into learning, rather than blaming. By regularly sharing work objectives and performance expectations, and creating an environment where employees can safely take risks, organizations can constructively reflect on 'what was learned' and 'how to apply it next time' even after failure. Management that supports young employees' motivation and willingness to challenge through dialogue will become increasingly important in organizational operations moving forward."

Hiroaki Kondo, Director, Human Growth Division, JAC Inc.

Graduated from the Faculty of Economics at Dokkyo University. Joined JAC after working at an information systems company. Has held leadership roles in IT strategy, corporate-wide strategic planning, education, and recruitment/career support. In his current role, he oversees corporate education and training programs based on his deep understanding of companies' hiring and development challenges, and provides employee development guidance to corporations, financial institutions, and executive clubs, supporting staff from young employees to management level.