Changes in hiring trends and labor shortages affecting talent development budgets
First written in FY2018. 3 of 7 entries say "Worsened", first in FY2019-Q2. Latest entry: FY2026-H1.
The whole theme swung hardest in 2026: 25 of 107 companies on the "Worse" side.
- FY2026-H1RestatedAnnual report
「In Japan, the economy remained on a recovery trend, supported by wage increases and the recovery in inbound consumption. However, the outlook remained uncertain because of inflationary pressures caused by higher energy and raw material prices and the continuing labor shortage.」
The explanation of the domestic economic environment continued to state that labor shortages persisted. - FY2020-Q3WorsenedAnnual report
「We are also working to bring newly hired sales personnel up to full productivity, but project generation remained somewhat delayed, as it had during the first 2 quarters of the consolidated fiscal year, and revenue and operating profit and loss were significantly below the same period of the previous year.」
The challenges of hiring and rapidly developing sales personnel continued in the form of delays in generating projects even after new hires became fully productive, leading to lower revenue and a larger operating loss in North America. - FY2020-Q2WorsenedAnnual report
「We are also working to bring newly hired sales personnel up to full productivity, but project generation has been somewhat delayed, and revenue fell below the same period of the previous year.」
The challenges of securing and developing sales personnel became concrete in delays in bringing new hires up to full productivity and generating projects. In Australia as well, changes in sales personnel became a factor weighing on performance. - FY2019RestatedAnnual report
「Across our global operations, the Group is working on 1) building a project pipeline that is not dependent on winning large projects and developing new products, 2) generating leads for new customers and projects by strengthening marketing activities, and 3) increasing the number of sales personnel and developing them quickly. In particular, 2) and 3) remain Group-wide challenges.」
Securing and rapidly developing sales personnel and generating leads through marketing were reaffirmed as ongoing Group-wide challenges. - FY2019-Q3RestatedAnnual report
「Across our global operations, the Group is working on 1) building a project pipeline that is not dependent on winning large projects and developing new products, 2) generating leads for new customers and projects by strengthening marketing activities, and 3) increasing the number of sales personnel and developing them quickly. In particular, 3) remains a Group-wide challenge.」
The securing and development of sales personnel was reaffirmed as an ongoing Group-wide challenge. - FY2019-Q2WorsenedAnnual report
「In Japan, the job-offers-to-applicants ratio has reached a high level not seen since the 1970s, making it an important challenge to secure sales personnel both domestically and overseas, and the development of a sales organization capable of responding to needs and inquiries has been somewhat delayed.」
The general risk that lower hiring and labor shortages could affect talent development budgets became more concrete as difficulty securing sales personnel led to delays in the organization’s ability to respond to inquiries. - FY2018First statedAnnual report
「A decline in hiring and a decrease in the number of employees due to labor shortages could affect talent development budgets and the performance of the Group.」
The potential impact of lower domestic hiring and a decline in the number of employees due to labor shortages on talent development budgets and business performance was identified as a risk.