Starting with the concept of "ability" put forward by the Japan Federation of Employers' Associations (Nikkeiren) in 1969, Japanese companies have prioritized the ability to get things done over skills. Today, mechanisms for objectively measuring occupational abilities both internally and externally remain insufficient, and making those abilities visible is a challenge.
The starting point for human resources management at Japanese companies was the concept of "ability" put forward by the Japan Federation of Employers' Associations (Nikkeiren) in 1969. This gave rise to a trend of prioritizing the ability to get things done over specific skills.
However, while the external labor market remains underdeveloped and companies are segmented from one another, mechanisms for objectively measuring and displaying occupational abilities within companies are still underdeveloped, making it difficult to bridge those abilities.
It has been pointed out that "making abilities visible" is important not only to external parties but also to make occupational abilities visible to people within the company.
As with the EU's EQF, the European Qualifications Framework, which enables comparisons among vocational qualification systems, a common framework for translating abilities across companies may be needed.