"We want to hire outstanding talent" - this is a desire shared by anyone involved in hiring. However, the top priority I place in hiring criteria is neither skills nor work history. It is a single point: "Can this person genuinely empathize with our philosophy?" I am convinced that seriously confronting this question determines an organization's sustainable strength.
Outstanding talent is determined less by skills than by "why work here"
There is a familiar exchange in hiring interviews. "Please tell us about your experience so far." "What are you good at?" "What achievements did you produce in your previous job?" These questions may seem rational at first glance. However, if that is all we ask, we miss what truly matters.
What I want to ask is not "What can you do?" but the core motivation of "What are you doing it for?" Skills can be acquired later. However, a person's attitude toward work and resilience when facing difficulties are rooted in the intrinsic motivation of "why work here." That is precisely why we must dig deeply into this question in the hiring process.
According to a survey by Japan's Ministry of Health, Labour and Welfare, the turnover rate within three years for university graduates reached 33.8% (for those who graduated in March 2022). The reality that one in three people leaves an organization within three years suggests that long-term retention cannot be achieved through skill matching alone. Even highly skilled people cannot keep performing in an environment that does not align with an organization's philosophy. Rather, only when both skills and empathy for the philosophy are present does that talent's true value fully blossom within the organization.
The background behind making "empathy for the philosophy" the core of hiring
Changes in the management environment are also one reason I hold this view. In 2022, Japan's Ministry of Economy, Trade and Industry published the Human Capital Version of the Ito Report 2.0, broadly calling attention to the importance of human capital management. Furthermore, in March 2026, the Guidelines for Human Capital Visibility (Revised Edition) were published, calling on companies to proactively disclose information related to their talent.
What does this trend mean? It means that thinking about management strategy and talent strategy as one integrated whole has now become the foundation of corporate competitiveness. Talent is not merely one management resource. It is what embodies the organization's direction itself. That is why clearly defining at the hiring entry point "what kind of people, with what kind of thinking, we will walk forward with" becomes a fundamental management question.
We also cannot overlook the structural change in the hiring market. In Japan, where the birthrate is declining and the population is aging, the era of hiring difficulty continues. The days when "just posting a job opening will bring applicants" ended long ago. Now the essence of hiring is shifting toward "earning empathy": companies themselves communicate their philosophy, vision, and values, and talent who empathize with them raise their hands and say, "I want to work for this company." Companies that cannot respond to this shift will stop being chosen by outstanding talent.
What is "philosophy-empathy hiring"? Its essential difference from skill-based hiring
"Skill-based hiring" and "philosophy-empathy hiring" may look similar, but they are fundamentally different. Skill-based hiring is the idea of "hiring people who have the abilities this organization needs right now." It is effective for improving short-term performance, but it easily creates friction with organizational culture and values, and as a result carries the risk of damaging organizational unity.
The concept of "culture fit" is also often used these days. However, that concept looks at whether a person can adapt to an existing culture. Empathy for the philosophy is different. It focuses on whether someone can share the will toward the future the organization is trying to move toward. Not adaptation to the present, but shared will toward the future - that is why I insist on the phrase "empathy for the philosophy."
Empathy for the mission, vision, and values has a major impact on post-joining engagement. People who have their own answer to the question "Why do I work for this company?" persevere even in difficult situations. Conversely, people who do not have that answer are more likely to face the doubt of "Why am I here?" when circumstances change even slightly. Confirming empathy for the philosophy at the hiring stage directly leads to retention and success after joining.
For more on the importance of integrity, which should also be emphasized in hiring, I discuss it in detail in What matters most in hiring is integrity. For me, empathy for the philosophy and integrity form an inseparable hiring philosophy.
The management philosophy behind why INA&Associates prioritizes "empathy for the philosophy" above all else
Ever since I founded INA&Associates Co., Ltd., there has been one conviction I have consistently maintained. It is summed up in the phrase, "A company is its people." This is not a beautiful slogan. It is a principle of action I have felt firsthand in the field of management.
The idea that "people are the greatest asset" lies at the core of my management philosophy. Land and buildings can be purchased, but the passion, ingenuity, and integrity that move an organization forward can be secured only at the entry point called hiring. That is why I position hiring as one of the most important decisions in management. As I also explain in Why is hiring the most important part of company management?, the quality of hiring determines an organization's future.
Continuing to communicate our philosophy externally functions as a hiring "filter." When we continue to speak about our management philosophy through our blog and other communications content, it is not merely the provision of information. We are deliberately designing a structure in which talent who read that communication and feel, "I think the same way," become interested in INA&Associates on their own. An organization that attracts only people who empathize with it can move while facing the same direction. That is a management advantage that goes beyond hiring costs.
In our actual hiring process as well, we value questions that help us discern empathy for the philosophy. "How did you make decisions in difficult situations?" "What standards have guided your career choices?" "At what moments in work do you feel fulfilled?" The answers to such questions naturally reveal a person's values, decision criteria, and motivations. We are not judging whether someone is good or bad at verbalizing. We are looking at whether the substance of the answer conveys integrity and a long-term perspective.
The mechanisms that support retention after joining are also designed together with empathy for the philosophy. In an environment where psychological safety is secured, people are more likely to develop a growth mindset in which they can "take on challenges without fearing failure." Talent who joined because they empathized with the philosophy can challenge themselves with confidence, turn failure into learning, and grow over the long term - this cycle is exactly the kind of organization INA&Associates aims to build.
My view: the courage to communicate a philosophy changes an organization's future
I believe that communicating a philosophy requires courage. To put your thoughts into words and communicate them outward also means accepting the possibility of criticism. Some people may say, "That sounds idealistic."
However, through my management experience to date, I have felt the value of continuing to hold that courage. By continuing to communicate, talent who empathize gathers. By continuing to communicate, relationships of trust with customers and partners deepen. And by continuing to communicate, we can keep applying pressure to the organization itself to embody its philosophy.
Communicating a philosophy is not only for hiring. It is the very act of continually asking what an organization exists for. I want to build an organization that does not run away from that question.
How communicating a philosophy changes hiring: what we can see from INA's practice
At INA&Associates, we have continuously communicated our management philosophy through our blog, social media, and hiring content. From that experience, we are seeing more people say, "I became interested because I empathized with the content you shared," than people who say, "I applied after seeing the job posting." This shows that the very nature of hiring is changing at its roots.
Philosophy-empathy hiring also has management benefits. Talent who joins because they empathize with the philosophy has a higher retention rate, which leads to lower hiring costs over the long term. In addition, greater organizational unity improves team performance. This is a management decision that values long-term returns as an investment in people, rather than a short-term cost comparison. That is our stance as a "human capital investment company."
There is something I want to say honestly to everyone considering joining INA&Associates: "Please ask yourself whether you can empathize with our philosophy." Our published content, our management philosophy, and our commitment to pursuing the happiness of everyone involved - if reading those things makes you feel, "I believe that too," then you will surely be able to demonstrate your strengths at INA. If you are unsure, first take time to engage with our way of thinking. I believe that working in a place you can empathize with is also the best choice for your own career.
Also, for a more detailed explanation of the specific type of talent INA&Associates is looking for, please see What kind of talent and hiring criteria does INA seek?.
Summary: the sustainable organizational strength created by philosophy-based management and empathy-based hiring
In this article, I have discussed why "empathy for the philosophy" is the top priority in hiring, while connecting the trend of human capital management with INA&Associates' practice.
The core motivation behind "why work here" determines a person's long-term success. Skills can be acquired later, but intrinsic motivation can only be confirmed at the hiring entry point. The reality of a 33.8% turnover rate within three years among university graduates (March 2022 graduates) shows that matching on skills alone does not lead to retention, and empathy for the philosophy can be seen as a fundamental solution for improving retention.
As shown by the trend of human capital management represented by METI's Human Capital Version of the Ito Report 2.0 and the Guidelines for Human Capital Visibility (Revised Edition), integrating management strategy and talent strategy is now an essential management issue. Also, "culture fit" and "empathy for the philosophy" are different. The former is adaptation to the present, while the latter is the sharing of a will toward the future. Empathy for the philosophy asks whether people can believe together in the direction the organization is heading.
Communicating a philosophy becomes a hiring filter. By creating a mechanism through which talent who empathize naturally gathers, a virtuous cycle emerges: lower hiring costs and higher retention. And an organizational culture with psychological safety and a growth mindset supports the retention and growth of people who empathize with the philosophy. The hiring entry point and the organization's internal environment must be designed as one integrated whole.
As a "human capital investment company," INA&Associates Co., Ltd. will continue practicing its hiring philosophy in order to realize the happiness of everyone involved. Talent who empathizes will gather, grow together, and continue providing value to society - that is the kind of organization we aspire to be.
Frequently Asked Questions (FAQ)
Q1. If you emphasize empathy for the philosophy too much, is there not a risk of hiring talent that lacks sufficient skills?
A. This is an important question. Even when we say that "we prioritize empathy for the philosophy above all else," that does not mean we ignore skills. We confirm the minimum job-execution capability required as a prerequisite for hiring. On top of that, when there are multiple candidates at a similar skill level, we prioritize empathy for the philosophy. Also, when assessing growth potential after joining, whether someone has empathy for the philosophy is a major indicator. Talent who empathizes with the philosophy tends to learn proactively within the organization and continue developing skills. Skills and empathy for the philosophy are not in opposition. They complement one another.
Q2. How can I determine whether I truly empathize with a company's philosophy?
A. I recommend asking yourself a few questions. "When I read the company's philosophy and policies, do they overlap with my own values?" "When I read statements or writings by the founder or executives, do I empathize with them?" "Have I also valued what the company values?" The answers to these questions are indicators for measuring whether empathy is present. It is not a matter of vaguely feeling that it seems good. The key is whether you genuinely feel, "This way of thinking overlaps with my own convictions." When in doubt, try imagining whether, even after joining and facing difficult situations, you would still feel, "I want to do my best for this company."
Q3. I am considering joining INA&Associates. What kind of person is a good fit?
A. The people who are a good fit for us are those who want to realize the happiness of everyone involved. People who want to engage with customers, partners, and society with integrity in the real estate industry. People who find fulfillment not in short-term results but in building long-term relationships of trust. People who can enjoy taking on challenges without fearing failure and continuing to learn. If you hold these values, I believe you can achieve significant growth at INA&Associates regardless of how much skill or experience you currently have. First, read the content we publish and confirm whether it resonates with you.
Q4. In human capital management, how is "empathy for the philosophy" in hiring evaluated and disclosed?
A. The Guidelines for Human Capital Visibility (Revised Edition) published by Japan's Ministry of Economy, Trade and Industry in March 2026 present a framework for how companies should disclose information related to their talent. In relation to hiring, disclosure items include hiring strategy, talent development policy, and engagement indicators. Placing empathy for the philosophy at the center of hiring criteria is not merely a hiring-policy issue. It is management information that shows how fully management direction and talent strategy are integrated. Going forward, I believe that putting hiring philosophy into words and disclosing it will become an important initiative for becoming a company chosen by investors, customers, and hiring candidates.
Related Reading
- What kind of talent and hiring criteria does INA seek?
- Why is hiring the most important part of company management?
Citations and Reference Materials
- Human Capital Management: Maximizing the Value of People (Ministry of Economy, Trade and Industry)
- Human Capital Version of the Ito Report 2.0 (Ministry of Economy, Trade and Industry, May 2022)
- Regarding the Publication of the Guidelines for Human Capital Visibility (Revised Edition) (Ministry of Economy, Trade and Industry, March 2026)
- Employment Separation Status of Newly Graduated Job Entrants (Graduates of March 2022) (Ministry of Health, Labour and Welfare)
