Mynavi Publishes '2026 Report on Corporate Employment Measures (2025 Results)'
Mynavi's latest survey reveals that Japanese companies are prioritizing 'employee retention' over 'new hiring'. With 80% increasing wages and investing in reskilling, a vast majority anticipate a 'Big Stay' trend arriving in Japan.
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- 📰 Published: April 14, 2026 at 22:00
- 🔍 Collected: April 14, 2026 at 13:31
- 🤖 AI Analyzed: April 19, 2026 at 16:56 (123h 24m after Collected)
Mynavi Corporation (Headquarters: Chiyoda-ku, Tokyo; Representative Director, President and Executive Officer: Shunsuke Awai) has announced the results of its "2026 Report on Corporate Employment Measures (2025 Results)," conducted among 1,500 HR professionals in charge of mid-career recruitment at companies.
[TOPICS]
- Companies tend to view "employee retention" as a bigger issue than "securing new talent." The focus of the challenge is also on the difficulty of retention. [Figure 1]
- The wage increase implementation rate for 2025 is approximately 80% across all age groups. High-level wage increases of 4% or more are more prevalent among younger employees. [Figure 2]
- The percentage of companies investing in employee education, such as reskilling, increased from the previous year. The average investment amount also increased by more than 400,000 yen compared to the previous year, with a gap of over 2 million yen in average investment depending on company size. [Figure 3]
- More than 80% of companies predict that a "Big Stay" will arrive in Japan as well. More than half of the companies responded that they think it will arrive within 3 years. [Figures 4, 5, 6]
- Companies tend to view "employee retention" as a bigger issue than "securing new talent." The focus of the challenge is also on the difficulty of retention.
When asked whether they felt a stronger sense of challenge regarding "securing new talent" or "retaining talent" as their company's human resources issue, HR personnel in charge of mid-career hiring responded that "retaining talent (50.9%)" exceeded "securing new talent (25.8%)" by 25.1 points.
It seems that they place more importance on "retaining internally" rather than "securing from the outside."
Furthermore, when comparing the challenges of "making younger employees productive quickly" and "utilizing senior talent," "lack of progress in utilizing senior talent (44.2%)" exceeded "lack of progress in making younger employees productive quickly (28.7%)" by 15.5 points, indicating that senior utilization is a bigger issue than youth development.
It appears that corporate HR issues are expanding from simply securing new hires to the "retention," "utilization," and "capability maximization" of existing and newly hired talent. [Figure 1]
[Figure 1]
- The wage increase implementation rate for 2025 is approximately 80% across all age groups. High-level wage increases of 4% or more are more prevalent among younger employees.
The corporate wage increase implementation rate in 2025 ("increased from the previous year (total)") was around 80% across all age groups from their 20s to 50s. By age group, "30s" was the highest at 81.7%, followed by "20s (80.8%)" and "50s (76.9%)", but the difference between age groups remains under 5 points.
On the other hand, looking at the details of the wage increase rates, the highest percentage of "high-level"* wage increases of 4% or more was seen in the "20s (27.1%)", followed by the "30s (24.5%)".
"40s and 50s" remained at 20.8% each, resulting in a 6.3 point gap with the "20s". While there is little age difference in the implementation rate of wage increases itself, looking at the level of the increase, there was a tendency for younger generations to receive "high-level" increases.
Although this may be influenced by original wage levels and seniority-based wage systems, it is possible that while wage increases are widely implemented, a difference is beginning to emerge not in "whether to increase wages" but in the "level of the wage increase." [Figure 2] *Ministry of Health, Labour and Welfare "Survey on the Actual Conditions of Wage Increases, etc."
[Figure 2]
- The percentage of companies investing in employee education, such as reskilling, increased from the previous year. The average investment amount also increased by more than 400,000 yen compared to the previous year, with a gap of over 2 million yen in average investment depending on company size.
Regarding educational investment in employees, the percentage of companies that "invested 10,000 yen or more (total)" in employee education and training expenses, including reskilling, in 2025 was 83.5%, an increase of 4.3 points from the previous year (79.2%), exceeding 80%.
By number of employees, while it exceeded 90% for companies with "301-1000 employees" and "1001 or more employees", it remained at 63.2% for those with "3-50 employees", showing a difference in investment status by company size.
Additionally, the annual average investment amount for education overall was 2.086 million yen, an increase of 436,000 yen from the previous year (1.65 million yen).
Looking at company size, companies with "1001 or more employees" invested 4.311 million yen, which is more than 2 million yen higher than SMEs and mid-tier companies, showing that the difference in investment amounts by company size was significant.
As technological innovation progresses and the importance of educational investment gains attention, the disparity in education investment amounts may affect the perceived challenges in hiring and employee retention. [Figure 3]
[Figure 3]
- More than 80% of companies predict that a "Big Stay" will arrive in Japan as well. More than half of the companies responded that they think it will arrive within 3 years.
While Japan is said to be in an "Era of Great Job Changing" due to an increasing turnover rate, in the United States, a phenomenon called the "Big Stay" has been observed, where the annual wage growth rate of workers who stay at the same company exceeds that of workers who change jobs.
When corporate recruiters were asked if they thought the "Big Stay" would arrive in Japan as well, 84.8% answered "I think it will come (total)," and the percentage of those who answered "I think it will come within 3 years (total)" was
[TOPICS]
- Companies tend to view "employee retention" as a bigger issue than "securing new talent." The focus of the challenge is also on the difficulty of retention. [Figure 1]
- The wage increase implementation rate for 2025 is approximately 80% across all age groups. High-level wage increases of 4% or more are more prevalent among younger employees. [Figure 2]
- The percentage of companies investing in employee education, such as reskilling, increased from the previous year. The average investment amount also increased by more than 400,000 yen compared to the previous year, with a gap of over 2 million yen in average investment depending on company size. [Figure 3]
- More than 80% of companies predict that a "Big Stay" will arrive in Japan as well. More than half of the companies responded that they think it will arrive within 3 years. [Figures 4, 5, 6]
- Companies tend to view "employee retention" as a bigger issue than "securing new talent." The focus of the challenge is also on the difficulty of retention.
When asked whether they felt a stronger sense of challenge regarding "securing new talent" or "retaining talent" as their company's human resources issue, HR personnel in charge of mid-career hiring responded that "retaining talent (50.9%)" exceeded "securing new talent (25.8%)" by 25.1 points.
It seems that they place more importance on "retaining internally" rather than "securing from the outside."
Furthermore, when comparing the challenges of "making younger employees productive quickly" and "utilizing senior talent," "lack of progress in utilizing senior talent (44.2%)" exceeded "lack of progress in making younger employees productive quickly (28.7%)" by 15.5 points, indicating that senior utilization is a bigger issue than youth development.
It appears that corporate HR issues are expanding from simply securing new hires to the "retention," "utilization," and "capability maximization" of existing and newly hired talent. [Figure 1]
[Figure 1]
- The wage increase implementation rate for 2025 is approximately 80% across all age groups. High-level wage increases of 4% or more are more prevalent among younger employees.
The corporate wage increase implementation rate in 2025 ("increased from the previous year (total)") was around 80% across all age groups from their 20s to 50s. By age group, "30s" was the highest at 81.7%, followed by "20s (80.8%)" and "50s (76.9%)", but the difference between age groups remains under 5 points.
On the other hand, looking at the details of the wage increase rates, the highest percentage of "high-level"* wage increases of 4% or more was seen in the "20s (27.1%)", followed by the "30s (24.5%)".
"40s and 50s" remained at 20.8% each, resulting in a 6.3 point gap with the "20s". While there is little age difference in the implementation rate of wage increases itself, looking at the level of the increase, there was a tendency for younger generations to receive "high-level" increases.
Although this may be influenced by original wage levels and seniority-based wage systems, it is possible that while wage increases are widely implemented, a difference is beginning to emerge not in "whether to increase wages" but in the "level of the wage increase." [Figure 2] *Ministry of Health, Labour and Welfare "Survey on the Actual Conditions of Wage Increases, etc."
[Figure 2]
- The percentage of companies investing in employee education, such as reskilling, increased from the previous year. The average investment amount also increased by more than 400,000 yen compared to the previous year, with a gap of over 2 million yen in average investment depending on company size.
Regarding educational investment in employees, the percentage of companies that "invested 10,000 yen or more (total)" in employee education and training expenses, including reskilling, in 2025 was 83.5%, an increase of 4.3 points from the previous year (79.2%), exceeding 80%.
By number of employees, while it exceeded 90% for companies with "301-1000 employees" and "1001 or more employees", it remained at 63.2% for those with "3-50 employees", showing a difference in investment status by company size.
Additionally, the annual average investment amount for education overall was 2.086 million yen, an increase of 436,000 yen from the previous year (1.65 million yen).
Looking at company size, companies with "1001 or more employees" invested 4.311 million yen, which is more than 2 million yen higher than SMEs and mid-tier companies, showing that the difference in investment amounts by company size was significant.
As technological innovation progresses and the importance of educational investment gains attention, the disparity in education investment amounts may affect the perceived challenges in hiring and employee retention. [Figure 3]
[Figure 3]
- More than 80% of companies predict that a "Big Stay" will arrive in Japan as well. More than half of the companies responded that they think it will arrive within 3 years.
While Japan is said to be in an "Era of Great Job Changing" due to an increasing turnover rate, in the United States, a phenomenon called the "Big Stay" has been observed, where the annual wage growth rate of workers who stay at the same company exceeds that of workers who change jobs.
When corporate recruiters were asked if they thought the "Big Stay" would arrive in Japan as well, 84.8% answered "I think it will come (total)," and the percentage of those who answered "I think it will come within 3 years (total)" was