What is the "Increase What You Can Do"Institute?
According to the 2022 Labor Force Survey, in Japan the number of people working in industries where services are provided through human labor is more than 40 million people,
which is equivalent to about 60% of the total number of workers.
It is said that service-related industries account for just under 70% of Japan's GDP, making them a key industry in Japan.
Nevertheless, the working environment in the service industry is often described with phrases such as "bad working environment" and "low wage".
The majority of employees are not full-time workers.
It is also difficult to ensure sufficient training and regular salary increases.
We are committed to identifying the realities of frontline workers and clarifying the issues they face.
Through our mission, Increase "What You Can Do",
we are working to provide "solutions" that will lead to improved productivity in the service industry as a whole.
which is equivalent to about 60% of the total number of workers.
It is said that service-related industries account for just under 70% of Japan's GDP, making them a key industry in Japan.
Nevertheless, the working environment in the service industry is often described with phrases such as "bad working environment" and "low wage".
The majority of employees are not full-time workers.
It is also difficult to ensure sufficient training and regular salary increases.
We are committed to identifying the realities of frontline workers and clarifying the issues they face.
Through our mission, Increase "What You Can Do",
we are working to provide "solutions" that will lead to improved productivity in the service industry as a whole.
The "Increase What You Can Do" Institute is an in-house research institute established by ClipLine, Inc. in 2013.
Since that time, ClipLine has provided SaaS and consulting services to a wide range of clients in the service industry, including food service, retail, nursing care, and fitness, and has been working with clients to "Increase what you can do'" in the service industry.
The Institute hopes to contribute to the service industry in a different way than it has in the past, drawing on the experience it has gained through the provision of ClipLine's services. We intend not only to disseminate information, but also to conduct research activities in collaboration with companies involved in the service industry to take action on our own.
We look forward to your support and cooperation.
Keita Uehara, Director of the Research Institute
Since that time, ClipLine has provided SaaS and consulting services to a wide range of clients in the service industry, including food service, retail, nursing care, and fitness, and has been working with clients to "Increase what you can do'" in the service industry.
The Institute hopes to contribute to the service industry in a different way than it has in the past, drawing on the experience it has gained through the provision of ClipLine's services. We intend not only to disseminate information, but also to conduct research activities in collaboration with companies involved in the service industry to take action on our own.
We look forward to your support and cooperation.
Keita Uehara, Director of the Research Institute
Past Lecture Reports
In an era of labor shortages, what should you consider when managing foreign staff? Learning from Data and Experts
Keita Uehara, Director of the Research Institute for Developing New Workplaces, and Ichiro Asami, Representative Director and CEO of Naito Bridge Co. The report is on the discussion session on the current situation of hiring foreign human resources and management and its advancement.
Past Investigations
Survey of information sharing on Last one-mile in service settings
We call the communication of information between the staff working on the store floor and the store manager, who is the point of contact with the customer, and the operations and services provided as a result of this communication Last one-mile.
This "Last one-mile" determines the quality of service and the value provided, but we have found that many companies in the multi-store, multi-location service industry face challenges in terms of information sharing from headquarters, quality of on-the-job training, and communication. We conducted a survey on the respective issues faced by headquarters and frontline, and by regular and non-regular employees.
This "Last one-mile" determines the quality of service and the value provided, but we have found that many companies in the multi-store, multi-location service industry face challenges in terms of information sharing from headquarters, quality of on-the-job training, and communication. We conducted a survey on the respective issues faced by headquarters and frontline, and by regular and non-regular employees.
Survey on Work Styles of Non-regular Employees
In many cases, part-time and other non-regular employees are the main workforce in service and other multi-location businesses where labor shortages are becoming more and more severe.
In some small restaurants and retail stores, part-time or casual employees may serve as "store managers (managers in charge) with limited hours.
This survey was conducted to learn about the actual conditions and thoughts of non-regular employees working at such stores and locations, and to provide material for considering measures to build a better working environment and improve productivity.
In some small restaurants and retail stores, part-time or casual employees may serve as "store managers (managers in charge) with limited hours.
This survey was conducted to learn about the actual conditions and thoughts of non-regular employees working at such stores and locations, and to provide material for considering measures to build a better working environment and improve productivity.
Survey of people who have left the service industry
A serious shortage of labor is an urgent issue for stores and offices that provide services closely related to daily life. While measures are being taken to increase the hiring of non-Japanese workers and to reduce manpower through the use of robots and IT equipment, companies are being asked to shoulder additional burdens, such as a substantial increase in minimum wages.
Under these circumstances, we conducted a survey of former non-regular workers in the service industry (food & beverage, retail, transportation, and nursing care) who had left their jobs in order to clarify the amount of hourly wages that the service industry workers concerned truly seek and what other factors besides hourly wages are causing them to leave their jobs. The survey was conducted on those who had left their jobs in the service sector.
Under these circumstances, we conducted a survey of former non-regular workers in the service industry (food & beverage, retail, transportation, and nursing care) who had left their jobs in order to clarify the amount of hourly wages that the service industry workers concerned truly seek and what other factors besides hourly wages are causing them to leave their jobs. The survey was conducted on those who had left their jobs in the service sector.
Survey on the actual status of data utilization
In corporate efforts to improve productivity, the use of data is an urgent issue in order to visualize on-site conditions and properly measure the effectiveness of measures.
However, there are still barriers to the use of data to improve corporate activities, such as a lack of data personnel, delays in system investment and implementation, and management and utilization systems.
In order to visualize this situation and derive hints on issues and measures that companies should take, we conducted a survey of full-time employees who have been involved in data utilization and analysis in the past year.
However, there are still barriers to the use of data to improve corporate activities, such as a lack of data personnel, delays in system investment and implementation, and management and utilization systems.
In order to visualize this situation and derive hints on issues and measures that companies should take, we conducted a survey of full-time employees who have been involved in data utilization and analysis in the past year.
Results of Survey on Career
Advancement and Pay Raise for Non-regular Employees
In recent years, the labor shortage in Japan's service industry has become even more acute, with non-regular employees playing an important role as a key workforce, especially in business models with multiple locations.
This survey aims to deepen our understanding of these issues by delving into the current status of career development, skill development opportunities, and salary increases for non-regular employees. We hope that this will help to raise awareness and promote practical measures to improve skill development and salary advancement opportunities for non-regular employees.
The survey was conducted in the restaurant and retail industry through (1) a web-based questionnaire to non-regular employees working onsite,
(2) A telephone survey of company headquarters managers.
This survey aims to deepen our understanding of these issues by delving into the current status of career development, skill development opportunities, and salary increases for non-regular employees. We hope that this will help to raise awareness and promote practical measures to improve skill development and salary advancement opportunities for non-regular employees.
The survey was conducted in the restaurant and retail industry through (1) a web-based questionnaire to non-regular employees working onsite,
(2) A telephone survey of company headquarters managers.
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