石堂里佳

A female president who achieved a 10% reduction in the turnover rate of 20-somethings at a partner company talks about the importance of investing in education for 20-somethings.

RIKA Ishido
CEO

Why do you continue to educate your peers about autonomy since the age of 24?

 In April 2017, I became a producer of Office Ishido (now OVER20 & Company.), a career consulting business founded by my mother, and joined the management of the company. The following year, I incorporated the company as "Ishido Corporation" to start corporate business and became the representative manager. In July 2008, Itoi (current COO, Hitotsubashi University graduate), who had doubts about the state of in-house education in Japan at the time, joined the management team to join the business that had been run by my mother and myself. In March 2009, we changed our company name to "OVER20 & Company." We continue to expand our business with the goal of realizing true diversity in the future, starting with people in their 20s, and realizing a world in which everyone can shine with vitality. As a company, we aim to surpass the likes of Google and meta and become the company where the most bright 20-somethings in the world come and go.

 Of course, it will take time for the value of 20somethings to be redefined globally and for the influence of 20somethings to grow once one venture company from Japan starts to reform 20somethings. However, I am convinced that as the 20-something employees of OVER20's partner companies and the 20-somethings who have been directly trained by us become active in their companies and society, the awareness that "the value of 20-somethings is great and that we should not crush their budding potential and carefully nurture them" will naturally grow.

 

 We believe that a major reason for the continuing "low motivation, low retention rate, and low wages" of Japanese 20-somethings is the silver male democracy. They can be hired at lower wages than seniors, and they are physically stronger. They are physically stronger and can be hired at lower wages than seniors, and we want them to work a lot and contribute to the company". What is important, however, is that a company that makes workers in their 20s do simple labor as one of the cogs in the wheel of the organization will be eliminated in five years. The number of employees in their 20s who quit after only a few years with the company has been increasing, and the problem is that "turnover = employees have given up on the company" (of course, there are a few positive turnover cases for both the company and the individual). With the rise of start-ups and the diversification of individual lifestyles, there will be an even greater number of companies where 20-somethings refuse to join.

 

 OVER20's business is not "20-something supremacy. The purpose of OVER20 is to empower 20-somethings, who have been crushed by society and not nurtured by it, and to give back to society by revealing the insights (potential) they possess, many of which have been dismissed as unnecessary. Our mission is to create a society where the next generation can have hope for the future by enhancing each individual's potential and ability to communicate, thereby shattering the Silver Male Democracy era in Japan.