Episode #86: Mysterious Millennials

Why is it getting harder to hire and keep young talent in Japan?

Japan has fewer young people than before, and they have more job options. At the same time, the old promise of lifetime employment has broken down after events like major bankruptcies and global financial shocks.

Young professionals now feel free to leave if a company does not fit their values, growth needs, or work style.

Summary: The talent pool is shrinking, and young employees feel less loyalty to companies that don’t support their growth and well-being.

Millennials in Japan are more willing to change jobs after a few years if they feel unhappy or stuck. Many leave in their third or fourth year, even if the company has invested in training them.

They act more like “free agents,” choosing workplaces that respect them, develop them, and offer meaning—not just a paycheck.

Summary: Millennials are ready to move if they don’t feel valued, so loyalty must be earned, not assumed.

Why are traditional management and training styles failing?

Many current managers were trained in a tough environment: long hours, strict bosses, and little praise. They often repeat the same behavior with younger staff.

However, Millennials respond badly to criticism, yelling, or one-way instructions. On-the-job training alone, passed down by average managers, is no longer enough to build strong future leaders.

Summary: Old-style command-and-control management pushes young people away instead of helping them grow.

What management skills do leaders need to engage Millennials?

Supervisors need strong human-relations and communication skills. Core Dale Carnegie principles such as:

• “Don’t criticize, condemn, or complain.”

• “Talk in terms of the other person’s interests.”

• “Be a good listener.”

• “Be sympathetic with the other person’s ideas and desires.”

These help managers build trust, show respect, and create open dialogue. When leaders apply these principles, young employees feel heard, supported, and more willing to stay.

Summary: Modern leaders must coach, listen, and encourage—not just give orders.

What kind of training do Millennials actually want?

Millennials want practical skills they can use right away, not just lectures or theory. They look for:

• Real-world tools to succeed in their current role

• Training that improves communication, sales, and presentation skills

• Programs that help them grow faster and prepare for future leadership

Standard induction programs and simple job rotations are no longer enough to keep them engaged and loyal.

Summary: Practical, skill-based training helps Millennials feel they are growing, which makes them more likely to stay.

To win the war for young talent, companies should:

1. Accept the demographic reality – there are fewer young workers, and they have options.

2. Train managers to become better communicators and coaches, not just task-givers.

3. Embed strong human-relations principles into the culture, so young people feel respected and valued.

4. Offer practical, high-impact training that builds real skills in leadership, sales, communication, and presentations.

Summary: Companies that upgrade their leadership and training will attract and keep the next generation of talent; those that do not will lose them.

• The youth workforce in Japan is shrinking, and Millennials are more mobile and selective.

• Old-style management and on-the-job training are no longer enough to retain young employees.

• Human-relations skills and better communication from managers are critical to engagement.

• Practical, skills-based training makes companies more attractive to Millennial talent.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both domestic and multinational corporate clients to develop confident leaders and engaged teams for the next generation.