Seminar Report - Intercultural Communication for Employing Foreign Workers

On 3 March 2026, the “Best Practice Sharing Seminar for Local Businesses”, organised by the Shiga Support Centre for the Acceptance of Foreign Human Resources, was held in Otsu City, Shiga Prefecture.

In the final session of the seminar, I had the opportunity to speak as a guest lecturer on the topic:

“Communication with Foreign Employees – Understanding Cultural Differences.”

As the employment of foreign workers continues to increase in Japan, many companies have raised concerns such as:

• Instructions are not understood as intended

• Employees say “I understand”, but the task is not carried out correctly

• Work does not proceed in the same way as with Japanese staff

In many cases, these issues are not caused by a lack of ability, but rather by differences in cultural expectations and perceptions.

In this article, I would like to share a few key insights from the seminar on intercultural communication when working with foreign employees.

How Is Trust Built in the Workplace?

In Japan, trust in the workplace is often built through behaviours such as:

• being punctual

• following rules

• performing tasks accurately

However, in some cultures, personal relationships may be considered more important than formal rules.

In countries or regions where political or social conditions have historically been unstable, rules and regulations may change quickly and unpredictably. In such environments, formal rules are not always seen as reliable.

Instead, personal relationships and mutual trust between individuals become the most dependable foundation.

As a result, flexibility and the ability to adapt to each situation are often highly valued.

For people who have lived in Japan all their lives, this perspective can sometimes be difficult to imagine. Nevertheless, these cultural backgrounds can significantly influence how people approach work and communication in the workplace.

People Communicate Through Assumptions and Expectations

One useful framework for understanding intercultural communication is known as the APE model.

APE refers to three elements that influence the way people communicate:

A – AssumptionP – PerceptionE – Expectation

In everyday communication, we rarely think consciously about these elements. However, when interacting with people from different cultural backgrounds, differences in these areas can easily lead to misunderstandings.

Assumption

Everyone carries unconscious assumptions about how things “normally work”.

For example, in many Japanese workplaces it is often taken for granted that:

• instructions will be understood quickly

• deadlines must always be strictly observed

However, these assumptions are shaped by Japanese social and workplace culture. They are not necessarily shared by people from other cultural backgrounds.

Perception

Even when people experience the same event, they may interpret it differently.

For instance, when receiving instructions at work:

• one person may feel that the explanation is careful and supportive

• another may feel that the explanation is overly strict or detailed

These differences arise because people interpret situations through the lens of their own cultural experiences, education and professional background.

Expectation

People also carry expectations about how others should behave.

In daily communication, we often speak while unconsciously expecting a certain type of response.

For example:

• how a manager should behave

• how an employee should act

These expectations are often formed unconsciously through cultural norms and past experiences.

Therefore, when we find ourselves wondering, “Why did this person behave in that way?”, it can be helpful to pause and ask:

“Are my own assumptions or expectations influencing the way I see this situation?”

Reflecting on this question can often help us better understand intercultural communication.

Conclusion

In addition, during the seminar I also discussed three key principles for explaining workplace rules to foreign employees.

These principles include:

• avoiding vague expressions such as “as much as possible” and instead providing clear and concrete standards

• explaining why the rule is necessary

• communicating the benefits of following the rule

These three points can help improve communication and understanding in the workplace.

When Japanese employers make an effort to understand cultural differences and adapt their communication, workplace relationships can improve significantly.

As the number of foreign workers continues to grow in Japan, creating workplaces where people from different cultural backgrounds can work comfortably together will become increasingly important.

If you have any questions regarding the employment of foreign workers or immigration procedures in Japan, please feel free to contact our office.