Hello, this is TAIKI! Im going to talk about education in America. If you hear education, most people come up with a school. But in this time, I focus on company.
At major American tech companies such as GAFA (Google, Apple, Facebook (Meta), Amazon, and Microsoft), talented individuals actively move between companies. In Japan, this is often perceived as “frequent job changes = instability,” but in reality, it stems from fundamental differences in how education and careers are viewed. In this article, we explore insights that companies can draw from GAFA's examples regarding talent development and value creation.
1. Education That Builds Personal Value — Liberal Arts and the Freedom to Learn
American higher education, particularly liberal arts education, emphasizes the cultivation of “transferable skills” rather than specific specialized knowledge. By studying a wide range of subjects across disciplines, regardless of whether they are liberal arts or science-based, students build a foundation that is resilient to change, including logical thinking, problem-solving abilities, and communication skills. In recent years, there has been a movement in Japan to adopt this approach.
Additionally, education is designed to include practical learning experiences beyond traditional classroom instruction, such as project-based learning that addresses real-world challenges. This approach cultivates students' ability to “create new value” rather than merely “acquire knowledge.” This value-creation-focused education serves as the foundation for building an autonomous career path.
2. Why Job Hopping Is the Norm — Career as an “Asset” Rather Than “Affiliation”
At major American companies like GAFA, the more talented the employee, the more frequently they change jobs. This is not only because there is no culture of lifetime employment like in Japan, but also because the values surrounding careers are completely different.
In Japan, there is a strong sense that “careers are nurtured by the company,” but in the US, the idea that “careers are built by oneself” is deeply rooted. Companies are viewed as “platforms” where one can maximize their skills and value and grow.
If you want to create greater value and achieve greater self-growth, it is only natural to seek the optimal environment for that purpose and change jobs. In the United States, changing jobs is an active “investment” in self-growth and is by no means a failure.
Companies also retain employees not by “locking them in,” but by making them feel that “they can always challenge themselves at this company” and “there are the best growth opportunities here.” If growth opportunities stagnate, talented individuals will not hesitate to move on to the next stage.
3. A culture of continuous learning creates value — Education is a strategy, not a benefit
GAFA views employee education not as a mere “benefit” but as a “strategic asset” that enhances corporate value.
For example, Google has an internal university called “Google University,” which offers a wide range of specialized courses.Microsoft has established an environment where all employees can independently enhance their skills through its learning platform, “Microsoft Learn.” These initiatives are based on the belief that enhancing the value of each employee directly contributes to the company's competitiveness.
In today's rapidly changing market and technological landscape, it is essential for employees to continuously “reskill” in order for companies to adapt to these changes and remain at the forefront. Investment in education is a crucial “engine” for ensuring future business growth.
4. Even when people move on, value remains connected — Innovation born from talent mobility and educational culture
The reason companies like GAFA are able to continue to innovate even in a culture of active job hopping is because they have a unique cycle that combines ‘education’ and ‘talent mobility.’
This cycle is supported by the following elements.
・Talent with cutting-edge knowledge: A culture of continuous learning cultivates talent with the latest knowledge and skills.
・Value creation capability: Possessing autonomous ‘value creation capability’ that is not dependent on a specific company allows them to perform effectively in any environment.
・A mindset that is not afraid of change: There is no fear of maximising one's value by changing the environment.
As a result, even when talent moves between companies, GAFA has created a structure that promotes the accumulation and sharing of knowledge and technology throughout society. The insights and experience gained by an individual at multiple companies can be utilised at the next company and become the seeds of new innovation.
Summary: Education is the core of human resources strategy
What we can learn from GAFA is that education and human resources strategy are inseparable.
・Employee learning = corporate competitiveness
・Autonomous career development = creation of new value
・Job-hopping culture = a system that never stops learning and growing
With these concepts at its core, individuals have the determination to continue learning, and companies do not hesitate to invest in supporting them. Education is a "‘strategy’ that strengthens employees, makes companies flexible, and empowers them to create the future for the market. Japanese companies will also need to shift the focus of their talent strategy from “retention” to ‘providing development and learning opportunities’ to advance globalisation.
Source
Google overhauls internal learning platform to focus on AI, 'business priorities'
