ALL DIFFERENT Co., Ltd. (Location: Chiyoda-ku, Tokyo, CEO: Daisuke Masaki), which supports organizational development and human resource development for over 4.7 million people in 20,000 companies, and the Learning Innovation Research Institute®, which conducts research and studies on "Creating the Future of People and Organizations®", conducted an awareness survey targeting 3,849 new hires for fiscal year 2026, from March 24 to May 6, 2026. This release presents the survey results for new hires in the manufacturing industry.

Background

In the manufacturing industry, in addition to labor shortages and skill transfer challenges, multiple changes in the business environment are occurring simultaneously, such as diversification of consumer needs, changes in supply chains, and advancements in digitalization. Amidst these circumstances, fostering and retaining personnel who can transform the workplace has become a more critical management issue than ever before. This release clarifies the characteristics of new hires in the manufacturing industry based on the survey of new hires for fiscal year 2026 and considers future directions for fostering and retention.

Details of Survey Results

[1] Intention to Continue Employment and Ideal Workplace Culture

1. 79.6% want to 'continue working at the current company if possible.' This is 16.1 points higher than other industries and the highest in 8 years.

To explore the characteristics of new hires in the manufacturing industry, this release compares the responses of new hires in manufacturing with those of new hires in all other industries (hereinafter referred to as 'other industries').

First, new hires for fiscal year 2026 were asked if they wanted to continue working at their current company. The results showed that 79.6% of new hires in the manufacturing industry responded that they 'want to continue working at the current company if possible.' This percentage was 16.1 points higher than in other industries (Figure 1).

Observing the changes in the intention to continue employment among new hires in the manufacturing industry since fiscal year 2019, the percentage of respondents who answered 'want to continue working at the current company if possible' has gradually increased, reaching a record high in fiscal year 2026. Other items remained at or below 20% and have continued to be flat (Figure 2).

2. Regarding the conditions for wanting to continue working at the current company, approximately 70% responded 'good workplace relationships.' 'Growing through work' and 'doing the work I want to do' are on a downward trend.

Next, respondents were asked under what conditions they would want to continue working at their current company.

The results showed that 'good workplace relationships' was the highest at 69.5%, followed by 'receiving high salary/bonuses' at 60.0%.

Compared to other industries, the top-ranked item, 'good workplace relationships,' was 3.7 points higher. The item with the largest difference was 'stable company performance' (39.0%) in third place, which was 9.9 points higher than in other industries (Figure 3).

Looking at the trend since fiscal year 2020, 'good workplace relationships' has maintained the top position for 7 consecutive years. The second-ranked item, 'receiving high salary/bonuses,' has shown a gradual increasing trend, although it has fluctuated since 53.3% in fiscal year 2020.

On the other hand, the item that showed a noticeable downward trend was 'growing through work,' which decreased by 17.9 points from 46.7% in fiscal year 2020, falling below 30%. Furthermore, 'doing the work I want to do' has decreased for 4 consecutive years, falling below 20% (Figure 4).

3. Regarding the atmosphere/culture of a company where they want to work long-term, 77.9% responded 'mutual cooperation and emphasis on teamwork.' When asked about the atmosphere and culture of a company where they would like to work long-term, 77.9% of respondents chose 'a culture of mutual cooperation and emphasis on teamwork,' which was significantly higher than other industries by 3.4 points (Figure 5).

[2] Career Aspirations

1. New hires in manufacturing have a higher proportion of unclear career aspirations than other industries, at about half. The proportion desiring management or specialist roles is lower than in other industries.

From here, we will examine the career aspirations of new hires in the manufacturing industry. First, they were asked what role they wanted to play in the company in the future.

The results showed that 23.0% aspired to 'become a leader to manage the organization (management role),' and 27.9% aspired to 'specialize and pursue a path as a specialist (specialist role),' which were 2.0 points and 3.4 points lower than in other industries, respectively.

On the other hand, 24.1% responded 'no particular career aspirations, just want to enjoy work' and 'not yet clear, want to decide in the future,' indicating that approximately half of the respondents did not have clear career aspirations (Figure 6).

We compared the year-on-year changes between manufacturing and other industries since fiscal year 2020.

Regardless of industry, the proportion of respondents who answered 'specialize and pursue a path as a specialist (specialist role)' was the highest in fiscal year 2026. Looking at the responses since fiscal year 2020, this has generally maintained the top position in both cases.

Conversely, the proportion of respondents who answered 'become a leader to manage the organization (management role)' in the manufacturing industry, although increased from the previous year in fiscal year 2026, has been on a downward trend since peaking at 27.3% in fiscal year 2021. Other industries maintained around 25% (Figure 7).

2. Among new hires in manufacturing with 'management aspirations,' the reason 'because I like working with colleagues' accounts for over 40%, a record high.

When new hires who responded 'become a leader to manage the organization (management role)' in the question in Figure 6 were asked why they wanted to become leaders, we compared the changes in responses since fiscal year 2019 between manufacturing and other industries.

As a common point, the proportion of respondents who answered 'because it suits my aptitude' was low for both manufacturing and other industries. On the other hand, 'because I like working with colleagues' has been on an increasing trend for both, reaching a record high of 40.7% in fiscal year 2026 for manufacturing.

For 'because I want to lead and accomplish big things by bringing people together,' the rate in manufacturing reached a high level of 43.8% in fiscal year 2022 and has since remained around 30%. In other industries, this has been the top reason since fiscal year 2020 (Figure 8).

3. Among new hires in manufacturing with 'specialist aspirations,' the reason 'want to work by leveraging my expertise' reached about 60%, a record high.

When new hires who responded 'specialize and pursue a path as a specialist (specialist role)' in the question in Figure 6 were asked why they wanted to become specialists, we compared the changes in responses since fiscal year 2019 between manufacturing and other industries.

The results showed that, for both manufacturing and other industries, the proportion of respondents who answered 'because I want to work by leveraging my expertise when needed' reached a record high. In manufacturing, this has been the top reason since fiscal year 2022 and has been on an upward trend since fiscal year 2024 (Figure 9).

[3] Efforts for Growth

1. Regarding what they are currently doing to improve their skills, 'doing nothing in particular' was the largest at 38.5%, which is 8.6 points higher than other industries.

From here, we will look at items related to growth. First, respondents were asked if they were currently doing anything to improve their skills. The results showed that 38.5% responded 'doing nothing in particular,' which was 8.6 points higher than in other industries (Figure 10).

2. Ideal boss for career advancement: 64.0% responded 'points out and corrects mistakes,' which is 9.0 points higher than other industries. When asked about the ideal boss for career advancement, 'points out and corrects mistakes' was the highest at 64.0%, a proportion 9.0 points higher than in other industries. This was followed by 'provides detailed step-by-step instructions' (47.1%) and 'pays close attention to me and reaches out' (39.4%) (Figure 11).

3. Necessary elements for personal growth: 'successful experiences' and 'failure experiences' both exceeded 60%. 'Failure experiences' were particularly higher than in other industries. When asked what is necessary for personal growth, both 'successful experiences through work' and 'failure experiences through work' exceeded 60%. Notably, 'failure experiences through work' was 7.1 points higher than in other industries (Figure 12).

4. What they want to be evaluated on: 'personal growth (skill improvement/knowledge acquisition)' was 65.2%, significantly higher than other industries. 'Results' and 'attitude' also showed high results. Finally, respondents were asked what they want to be evaluated on (recognized for) in the future. The proportion who answered 'personal growth (skill improvement/knowledge acquisition)' was 65.2%, a result 25.5 points higher than in other industries. Following this, 'attitude (effort/diligence/honesty)' was also high at 62.9%, 7.8 points higher than in other industries (Figure 13).

Summary

This survey revealed that new hires in the manufacturing industry have a stronger intention to 'continue working at the current company' compared to other industries, and this proportion has been increasing year by year. Regarding the conditions for wanting to continue working, approximately 70% of responses were for 'good workplace relationships,' and for the atmosphere/culture of a company where they want to work long-term, 'mutual cooperation and emphasis on teamwork' received about 70% of responses, suggesting that new hires in manufacturing tend to stay due to support from workplace relationships and collaboration. In manufacturing companies where work is divided by process, it is difficult for one person to complete tasks independently, requiring daily coordination and mutual assistance with colleagues. Therefore, it is thought that a foundation where young employees who emphasize teamwork can easily grow already exists in many manufacturing companies.

On the other hand, the proportion of respondents who answered 'doing the work I want to do' among the conditions for continuing employment has decreased for four consecutive years, remaining below 20%. Furthermore, about half of them have unclear career aspirations, and the proportion of those with management or specialist aspirations is lower than in other industries. In addition, the proportion of respondents who answered 'doing nothing in particular' regarding skill improvement was high, indicating that while they have a strong desire to continue working at their current company, they have not clearly envisioned their future selves or growth directions.

However, this does not mean they lack the desire for growth itself. The high proportion of those who want to be evaluated on 'personal growth' and the high percentage who believe both 'successful experiences' and 'failure experiences' are necessary for growth suggest that the desire for growth is sufficiently inherent.

Overall, new hires in the manufacturing industry have a tendency to prefer stable work environments with good relationships, and with appropriate engagement and opportunities, they possess the potential to develop their ability to grow on their own. What is required of companies is to maintain their high intention to stay while creating a development environment that connects this to growth and challenges.

Consideration: 'How to Connect High Intention to Stay with Growth, Without Letting it Become Complacency'

This survey found that new hires in the manufacturing industry have a high intention to continue employment and tend to value workplace relationships and teamwork. On the other hand, the proportion of those with undecided careers is higher than in other industries, and their actions towards skill improvement are not yet sufficient. In the manufacturing industry, which relies on division of labor, it is difficult to grasp the significance of one's work and future role. As a result, it can be difficult to feel a sense of growth through work. In such an environment, 'comfort' derived from good relationships can become the primary factor for satisfaction, potentially leading to 'complacent retention' where individuals are satisfied even with a lack of opportunities for challenge and growth.

If this situation is left unaddressed, it can lead to skill obsolescence, decreased motivation for challenges and initiative, and weakened career autonomy for individuals. For teams and organizations, it can lead to homogenization of values, making it difficult to generate new ideas or improvement proposals, and potentially reducing adaptability to change and competitiveness. Therefore, companies in the manufacturing sector are required not only to protect the high intention of new hires to stay but also to create systems that link this to growth and challenges. Here are three key points to connect high intention to stay with growth, without letting it become complacency:

1 Fostering a Culture of Mutual Feedback

The manufacturing industry is based on frontline organizations, and many companies still have traditional management practices. On the other hand, in recent years, with increased awareness of compliance and understanding of harassment, more managers hesitate to provide feedback, unsure 'how much they can point out.' However, without appropriate feedback and advice, young employees will find it difficult to recognize their own issues and growth opportunities, and the team will remain in a state of 'just being comfortable.'

Companies need to provide opportunities for managers and senior employees to systematically learn about effective feedback for the purpose of employee growth and support its practice. It is also important for top management to consistently communicate that feedback is an indispensable initiative for development and organizational growth.

2 Creating Systems to Enhance Sense of Accomplishment and Self-Efficacy

The manufacturing industry requires high quality standards, and it takes time to reach a level where employees can work independently. Furthermore, many companies adopt a division of labor system, where each employee handles a part of the process, making it difficult to feel the significance of their work and their contribution to the organization. As a result, a structure is created that makes proactive learning behavior less likely.

To address these challenges, designing systems that intentionally enhance 'sense of contribution' and 'self-efficacy' is effective, allowing individuals to recognize the connection between their personal growth and their contribution to the organization. For example, opportunities to understand the connection with preceding and succeeding processes and to articulate the meaning and significance of one's work, forums to evaluate and praise not only results but also challenges and improvement processes, and opportunities to solicit and implement operational improvement proposals from young employees can be considered. Through these initiatives, it is important to permeate the message to the frontline that 'it is valuable to proactively improve, not just follow precedents.'

3 Designing for 'Making Career a Personal Matter'

To maintain high initial retention intentions and desire for growth, it is essential to create an environment where individuals can concretely envision 'how they can grow within this company.' It is important for companies to proactively present career options and growth paths and to create an environment where young employees can view their careers as their own responsibility. Specifically, clearly indicating career paths that show job types, roles, and growth steps, and creating opportunities for dialogue about careers with role models that are relatable and achievable are effective. Through such support, young employees will be able to concretely imagine 'how they will grow and how they will contribute to the organization.'

New hires in the manufacturing industry value a secure working environment, while also possessing a desire to grow and improve. Companies are expected to create systems that transform this sense of security not into complacency but into a foundation that supports challenges and growth. Whether companies can draw out the potential of young employees by leveraging their high intention to stay as an entry point, through feedback, sense of accomplishment, and making careers a personal matter, will be a crucial key to the future competitiveness of the manufacturing industry.

ALL DIFFERENT Co., Ltd.

Organizational Development Consulting Division

Tokyo Consulting Business Department, General Manager (Manufacturing Group)

Hiroyuki Fujiwara

Provided consulting support in the human resource and organizational development field to approximately 300 companies across a wide range of industries. As a training instructor, he has lectured over 1,000 times, consistently supporting everything from MVV (Mission, Vision, Value) formulation to the development of behavioral guidelines and the permeation of philosophy, in addition to leadership and management. Currently, as the overall leader of the Manufacturing Group, he is also involved in organizational management and human resource development.

Survey Overview

Survey Target

New hires for fiscal year 2026 who participated in the new hire training provided by our company.

Survey Period

March 24, 2026 - May 6, 2026

Survey Method

Web and mark sheet entry or self-administered questionnaire survey.

Sample Size

3,849 people (of which, 652 were in manufacturing).

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, Waterworks: 55 people (1.4%)

Information and Communications: 808 people (21.0%)

Transport 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, Food and Beverage Services: 35 people (0.9%)

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

Education and Learning Support: 21 people (0.5%)

Medical, Health Care and Welfare: 75 people (1.9%)

Compound Services: 126 people (3.3%)

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

Public Service: 14 people (0.4%)

Other: 437 people (11.4%)

Don't Know: 78 people (2.0%)

*When citing this survey, please clearly state [Learning Innovation Research Institute "New Hire Awareness Survey 2026 (Manufacturing Edition)"].

*Items identified as errors or blanks during reading in each question have been excluded from the analysis as missing data.

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

Learning Innovation Research Institute

A research institution of our company that conducts various research and studies on "Creating the Future of People and Organizations®." Provides solutions for organizational development based on data.

ALL DIFFERENT Co., Ltd.

A consulting firm specializing in organizational development and human resource development support. Provides integrated support across the entire domain of organizational development and human resource development, from human resource development to the construction of personnel systems, formulation of management plans, and talent acquisition.

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

CEO: Daisuke Masaki ■ Head Office Location: 100-0006 Tokyo, Chiyoda-ku, Yurakucho 2-7-1 Yurakucho ITOCiA Office Tower 15F (Reception) / 17F / 18F ■ Branches: 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, implementation of various surveys and research by the Learning Innovation Research Institute. ■ Services: Subscription-based group training "Biz CAMPUS Basic" / Live online training "Biz CAMPUS Live" / Business skills learning app "Mobile Knowledge" / Business skills diagnostic test "Biz SCORE Basic" / IT skills acquisition support service "IT CAMPUS" / Digital skills acquisition support service "DX CAMPUS" / Management assessment "Discover HR" "Competency Survey for Managers" / Personnel system construction support service "Empower HR" / Management plan formulation support service "Empower COMPASS" / Career change support and recruitment services "Biz JOURNEY" / Recruitment support and placement services "Biz TALENT Bridge", etc. ■ URL: https://www.all-different.co.jp/corporate

\ALL DIFFERENT Co., Ltd. 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