This article investigates the capacity of Japanese companies to integrate non-Japanese employees into headquarters in Japan, following recent initiatives to recruit significant numbers of foreign fresh graduates from universities in and outside of Japan. Grounding the research in the literature on diversity in workplaces and through an interview study with young foreign employees and representatives from human resource departments, this article argues that the nature of Japanese training regimes, mismatches in expectations between employees and employers and a denial of authenticity inhibit the successful integration of young foreign employees. Based on the Japanese case, we question in general terms the complementarity between diversity and inclusion and different kinds of training regimes. The article also points to the possibility that companies use diversity initiatives instrumentally to develop their existing core labour forces with a view to stabilize rather than fundamentally change the status quo.

本文研究了日本公司最近采取的从日本国内外大学招募大量外国应届毕业生的举措，从而研究了日本公司将非日本员工纳入日本总部的能力。本文以关于工作场所多样性的文献研究为基础，并通过与年轻的外国雇员和人力资源部门代表的访谈研究，认为日本培训制度的性质，雇员与雇主之间的期望不匹配以及对真实性的否定会产生抑制作用。外国年轻雇员的成功融合。基于日本的案例，我们一般性地质疑多样性和包容性以及不同种类的培训制度之间的互补性。