ALL DIFFERENT Inc. (Location: Chiyoda-ku, Tokyo; President & CEO: Daisuke Masaki), which supports organizational development and human resource development for over 20,000 companies and 4.7 million people, and the Learning Innovation Research Institute Inc.®, which conducts research and studies on "Creating the Future of People and Organizations®," conducted an awareness survey from March 24 to May 6, 2026, targeting 3,849 new employees joining in fiscal year 2026. This release presents the findings from the survey and analysis of new employees in the wholesale and retail industries.

Background

The environment surrounding the wholesale and retail industries is becoming increasingly complex and uncertain due to geopolitical risks, supply chain changes, and the development and penetration of AI technology. In the future, employees in wholesale and retail will be increasingly required to select and judge various information appropriately, and to reliably complete tasks even in uncertain situations.

What are the values regarding work held by new employees in the wholesale and retail industries, who are expected to develop these abilities and thrive?

Survey Results Details

1. Future Role in the Company: Over 30% "Not Yet Clear, Want to Decide Later," First Time in 8 Years at Top

To understand the characteristics of new employees in the wholesale and retail industries, this survey compares the responses of new employees in these sectors with those from all other industries (hereinafter referred to as "other industries"). First, we asked about the role they want to play in the company in the future.

The most common response from new employees in wholesale and retail for fiscal year 2026 was "Not yet clear, want to decide later," at 30.6%. This was followed by "Want to become a leader to guide the organization and manage (management role)" at 27.0%, "No particular career aspirations, want to enjoy work" at 25.2%, and "Want to pursue expertise and advance as a specialist (specialist role)" at 16.7%.

Compared to other industries, "Not yet clear, want to decide later" was 8.8 points higher, and "Specialist role" was 14.9 points lower (Figure 1).

Comparing the results year-over-year since fiscal year 2019, "Want to become a leader to guide the organization and manage (management role)" has gradually decreased since fiscal year 2022 (4 years ago), and this year marked the lowest percentage on record. On the other hand, the percentage of respondents who answered "Not yet clear, want to decide later" increased by 6.2 points from last year, making it the top response for the first time (Figure 2).

2. Image of Leaders: Higher Proportion of Positive Responses Such as "Can Grow" and "Rewarding" Compared to Other Industries

We asked about their image of leaders.

The top response was "Leadership will likely be required" at 46.8%. This was followed by "Can grow" (39.6%) and "Rewarding" (38.7%).

Compared to the results from other industries, the proportion of positive items such as "Can grow" and "Rewarding" was higher, while the proportion of negative items such as "Seems difficult," "Seems stressful," and "Seems tough/painful" was lower (Figure 3).

3. Intention to Continue Employment: Approximately 70% "Would Like to Continue Working at Current Company if Possible," Higher Than Other Industries. Conditions for Continuing Employment: "Good Relationships" and "High Salary/Bonuses" are the Top Two.

Next, we asked about their intention to continue employment, specifically "Do you want to continue working at your current company?"

The most frequent response was "Would like to continue working at the current company if possible" at 68.5%, while "Want to change jobs eventually" was 10.8%. Compared to other industries, "Would like to continue working at the current company if possible" was 2.4 points higher, and "Want to change jobs eventually" was 2.0 points lower, indicating a slightly higher intention to continue employment compared to other industries (Figure 4).

Furthermore, we asked under what conditions they would like to continue working at their current company.

The results showed that "Good workplace relationships" (68.9%) and "Receiving a high salary/bonuses" (63.1%) both exceeded 60%, making them the top two conditions. "Stable company performance" was third at 39.2%, which was 9.0 points higher than in other industries (Figure 5).

On the other hand, "Can grow through work" was 24.3%, which was 7.7 points lower than in other industries (Figure 5).

4. What is Necessary for Personal Growth: "Success Experiences" and "Failure Experiences" Over 60%. "Feedback" and "Reflection" Lower Than Other Industries.

Next, we asked what they believe is necessary for their personal growth.

The top response was "Success experiences through work" at 65.3%. Second was "Failure experiences through work" at a close 63.5%. "Failure experiences through work" was 5.8 points higher than in other industries. On the other hand, "Post-event feedback from supervisors and seniors" (49.1%) and "Habit of reflection" (36.5%) were 6.6 points and 3.5 points lower than in other industries, respectively (Figure 6).

5. Ideal Boss: "Corrects mistakes" is Top at 57.7%

How do they perceive an "ideal boss" that can lead to career advancement?

The top response was "Corrects mistakes" at 57.7%. This was followed by "Teaches detailed procedures" (46.4%) and "Can consult about work and career concerns" (38.7%) (Figure 7).

6. Desired Work Going Forward: "Enjoyable and Rewarding Work" is Top. "Work Leading to Growth" is About 9 Points Lower Than Other Industries.

We also asked what kind of work they want to do in the future.

The top response was "Enjoyable and rewarding work" at 68.0%. This was followed by "Work that can be enjoyed" (29.7%) and "Work that leads to personal growth" (29.3%).

Compared to other industries, "Work requiring specialized skills/knowledge" (8.6%), "Work tackled by the entire team" (22.1%), and "Work that leads to personal growth" (29.3%) were lower, with differences of 12.3, 10.2, and 8.8 points, respectively (Figure 8).

7. Desired Proactive Actions: "Set own goals and act" is Top at 45.0%

Since proactivity in work is important for working adults, we asked about actions they want to take proactively.

The top response was "Set own goals and act" at 45.0%. Second was "Observe the surrounding situation and act without instruction" (42.3%), and third was "Propose own solutions while consulting with others" (35.1%).

Compared to other industries, "Observe the surrounding situation and act without instruction" was 42.3%, 9.5 points higher than in other industries. On the other hand, "Continuously learn for personal growth" was 14.9%, 8.9 points lower (Figure 9).

8. What They Want to Be Evaluated On Going Forward: "Attitude" is Top at Over 60%

Finally, we asked what they want to be evaluated (recognized) for going forward.

The most common response among new employees in wholesale and retail was "Attitude (effort, hard work, sincerity)" at 63.1%. Second was "Results (sales, performance, figures, etc.)" (43.7%), and third was "Personal growth (skill improvement, knowledge acquisition)" (37.8%).

In other industries, the first place remained the same, but second place was "Personal growth (skill improvement, knowledge acquisition)" and third place was "Results (sales, performance, figures, etc.)." The "Attitude (effort, hard work, sincerity)" in wholesale and retail was 7.1 points higher than in other industries (Figure 10).

Summary

This survey revealed the career perspectives and work values of new employees in the wholesale and retail industries for fiscal year 2026.

Regarding career aspirations, "Undecided" was the most common response at over 30%, surpassing "Management aspirations," which had previously been the top choice. Over the past 8 years, there has been a trend of decreasing "management aspirations" and increasing "undecided," suggesting an expansion of those who cannot clearly envision their future.

On the other hand, regarding the image of leaders, the proportion of positive perceptions such as "Can grow" and "Rewarding" was higher than in other industries, and the proportion of negative perceptions was lower, suggesting relatively low psychological resistance to taking on leadership roles.

The intention to continue employment was high, with nearly 70% indicating "Would like to continue working if possible." The primary conditions for continuation were "relationships" and "salary," both exceeding 60%, with "stable performance" also being important. However, "growth through work" was somewhat lower.

Regarding elements necessary for growth, over 60% emphasized both "success experiences" and "failure experiences." Notably, "failure experiences" had a higher proportion than in other industries, suggesting a strong willingness to learn from practical experience without fear of failure. Conversely, the importance of "feedback" and "reflection" was relatively low. However, in the question about the ideal boss, items related to guidance such as "corrects mistakes" and "teaches detailed procedures" were highly rated, suggesting a certain level of need for "being mentored."

For desired work going forward, "enjoyable and rewarding work" was the most common at about 70%, with a lower proportion than other industries emphasizing specialization, teamwork, and self-growth.

In terms of proactive actions, "set own goals and act" was the most common, while "continuously learn for personal growth" showed a downward trend. The aspects they want to be evaluated on going forward, such as "personal growth," were also slightly lower compared to other industries.

Based on these findings, new employees in the wholesale and retail industries for fiscal year 2026 can be said to hold values of "stability orientation" and "emphasis on learning through practical experience."

Discussion: How to Support New Employees' Growth and Career Development in the AI Era

This survey indicates that career aspirations among new employees in the wholesale and retail industries are increasingly bifurcating between "management aspirations" and "undecided."

While "management aspirations" have declined over the years, they remain slightly higher compared to other industries. Leaders are viewed positively, with a higher proportion of new employees in wholesale and retail perceiving them as "rewarding" and "offering growth opportunities" compared to other industries.

On the other hand, "undecided" has been gradually increasing and reached a record high this year. Changes in the perception of work are likely contributing to this increase. Traditionally, especially in retail, it was relatively easy to envision the role of a store manager through part-time work experience, creating an environment where one could easily set a future goal of becoming a store manager or leader through effort. However, in recent years, with the advancement of DX and AI, the roles required of employees and leaders have also changed. It has become difficult for new employees to concretely envision their future careers even before joining the company, leading to an increase in those who prefer to gain actual work experience first and then determine their direction.

Considering these changes in career aspirations among new employees, it is insufficient to leave growth and career development solely to their self-effort. It is more important than ever for companies to establish systems that support growth and career development so that new employees can autonomously forge their own careers while accumulating work experience.

A point to note in this regard is the tendency for training in wholesale and retail to focus on acquiring specialized skills. Many companies have systematized education for knowledge and skills required in the field, such as product knowledge and understanding of distribution channels in wholesale, and product knowledge, customer service skills, and store display/management in retail. However, "vital skills®" (fundamental business skills essential for growth and performance creation), such as thinking ability, communication skills, relationship-building skills, and vision-setting ability, which are core to growth and performance creation, tend to be neglected. In an era of rapid change, however, the development of these core skills is crucial for the speed of individual growth, the quality of career development, and ultimately, the competitiveness of the entire organization.

Especially in retail, employees are often entrusted with team management, mentoring junior staff, and store manager roles at a relatively early stage. While operational proficiency is important, it is not enough for leaders to drive the organization. The ability to think and make decisions independently, communicate effectively, and build trust with others are indispensable. Therefore, a perspective that systematically develops the core competencies necessary for new employees to excel as leaders from the outset is essential.

As work continues to change due to DX and AI, if new employees grow without sufficient development of vital skills®, they risk lacking the ability to envision their own careers and act proactively.

The increase in new employees who want to "decide their career later" in this survey can be seen as a cautious approach to exploring possibilities in an era of rapid change. Companies and supervisors are expected not to leave this situation unattended, but to support new employees in gradually concretizing their future visions through the accumulation of daily work experience and feedback. In particular, to continuously develop human resources in the wholesale and retail industries, it is important to create training systems that enable the steady acquisition of vital skills®, in addition to specialized skills.

ALL DIFFERENT Inc.

Organizational Development Consulting Division

Tokyo Consulting Business Department, General Manager (Wholesale/Retail & Real Estate Group) Taijiro Otsuki

After graduating from university, he joined a major retail company, where he worked as a store manager and supervisor before becoming responsible for recruitment, organizational development, and human resource development in the HR department. He was involved in planning and executing company-wide recruitment and training plans, managing the operations of 50 stores as a sales department manager, and managing a team of 30 people. He later joined ALL DIFFERENT, realizing that people's growth is indispensable for organizational growth. He provides consulting services for educational plan formulation and training program design for a wide range of industries, and has presented at over 80 events annually, including management training.

Survey Overview

Survey Participants:

New employees joining in fiscal year 2026 who participated in the new employee training provided by our company.

Survey Period:

March 24 to May 6, 2026

Survey Method:

Web-based, mark sheet, or self-administered questionnaire survey.

Sample Size:

3,849 people (of which, 222 are in wholesale and retail)

Demographics:

(1) Industry

Agriculture, Forestry 24 people (0.6%)

Fisheries 7 people (0.2%)

Mining, Quarrying, Gravel Extraction 5 people (0.1%)

Construction 286 people (7.4%)

Manufacturing 652 people (16.9%)

Electricity, Gas, Heat Supply, Water Services 55 people (1.4%)

Information and Communications 808 people (21.0%)

Transportation and Postal Services 53 people (1.4%)

Wholesale and Retail Trade 222 people (5.8%)

Finance and Insurance 140 people (3.6%)

Real Estate and Rental and Leasing 101 people (2.6%)

Scientific Research, Professional and Technical Services 287 people (7.5%)

Accommodation and Food Services 35 people (0.9%)

Living-related Services and Personal Services and Amusement Services 139 people (3.6%)

Education and Learning Support 21 people (0.5%)

Medical and Welfare 75 people (1.9%)

Compound Services 126 people (3.3%)

Services (not elsewhere classified) 284 people (7.4%)

Public Administration 14 people (0.4%)

Other 437 people (11.4%)

Don't know 78 people (2.0%)

(2) Company Size

Up to 50 people> 211 people (5.5%)

51 to 100 people 528 people (13.7%)

101 to 300 people 1,417 people (36.8%)

301 to 1,000 people 578 people (15.0%)

1,001 to 5,000 people 689 people (17.9%)

5,001 or more people 228 people (5.9%)

Don't know 198 people (5.1%)

*When citing this survey, please clearly state [Learning Innovation Research Institute "New Employee Survey 2026 (Wholesale and Retail Edition")].

*Items with errors or blanks during reading and items judged as missing data have been excluded from the analysis.

*Figures such as proportions may not sum to 100% due to rounding of the second decimal place.

Learning Innovation Research Institute

Our research institution conducts various surveys and research activities on "Creating the Future of People and Organizations®." We provide data-driven solutions for organizational development.

ALL DIFFERENT Inc.

A consulting firm specializing in organizational development and human resource development support. We provide integrated support across the entire spectrum of organizational development and human resource development, from human resource development to the establishment of personnel systems, formulation of management plans, and talent acquisition.

《History》 2006: Started human resource development business as Tohmatsu Innovation Co., Ltd., developing and providing numerous industry-first and patented services. 2019: Became independent from the Deloitte Tohmatsu Group as Learning Agency Inc. 2024: Changed company name to ALL DIFFERENT Inc.

President & CEO: Daisuke Masaki ■Head Office Location: 100-0006 Tokyo, Chiyoda-ku, Yurakucho 2-7-1 Yurakucho ITOCiA Office Tower 15F (Reception), 17F, 18F ■Branch Offices: Chubu Branch, Kansai Branch ■Number of Employees: 333 people (as of April 1, 2026) ■Business: Organizational development support, human resource development support, development and provision of various content, and implementation of various surveys and research by the Learning Innovation Research Institute. ■Services: Subscription-based classroom training "Biz CAMPUS Basic" / Live online training "Biz CAMPUS Live" / Business skill learning app "Mobile Knowledge" / Business skill diagnostic test "Biz SCORE Basic" / IT skill acquisition support service "IT CAMPUS" / Digital skill acquisition support service "DX CAMPUS" / Management assessment "Discover HR" "Competency Survey for Managers" / Personnel system development support service "Empower HR" / Management plan formulation support service "Empower COMPASS" / Job change support and recruitment services "Biz JOURNEY" / Recruitment support and recruitment services "Biz TALENT Bridge," etc. ■URL: https://www.all-different.co.jp/corporate

\ALL DIFFERENT Inc. is also focusing on recruitment activities due to business expansion./ New Graduate Recruitment: https://newgraduates.all-different.co.jp/ Mid-Career Recruitment: https://career.all-different.co.jp/

FACT BOX

  • Source: PR TIMES
  • Category: Survey結果