In the food service industry, where severe labor shortages continue, the Specified Skilled Worker (SSW) program enables companies to secure immediate, job-ready talent. This article explains the hiring process, support plans, key operational points for restaurants, and concrete strategies for achieving long-term success, including the path toward upgrading to SSW Type 2.
The food service industry has long struggled with labor shortages that directly affect business growth. Many restaurants face common challenges: part-time recruitment does not go as planned, employees quit soon after being hired, the cost of hiring Japanese staff continues to rise, job openings attract few applicants, and the workload on existing staff keeps increasing. These issues are shared by a large number of restaurant operators.
At the same time, more and more companies have recently begun to turn their attention to hiring foreign workers. Among the available options, the Specified Skilled Worker (SSW) program has attracted strong interest as a practical system that allows restaurants and food service businesses to hire workers who can contribute immediately on the job. However, in reality, many companies and HR personnel still do not fully understand the details of this system.
In this article, we focus specifically on the food service sector and provide a clear explanation of how the SSW system works, how it can be effectively utilized, and how it connects to long-term career development, including the future path toward Specified Skilled Worker Type 2.
The Specified Skilled Worker status is a residence status established to address labor shortages in designated industries in Japan. In the food service field, holders of this status are permitted to engage in core operational tasks such as cooking, customer service, and assisting with store management.
Previously, the only residence status that allowed foreign nationals to work full-time in restaurants was the “Skilled Labor (Cook)” status. Other foreign workers engaged in cooking or customer service were mostly part-time workers with permission to work under “Student” or “Dependent” status through activities outside their permitted scope.
The greatest feature of the SSW program is that it is a residence status that allows individuals to engage in actual on-site work as part of the operational workforce. In addition, because the required skills and knowledge are verified through official examinations, employers can expect a certain level of work competency. Unlike hiring and training inexperienced part-time staff from scratch, companies can accept workers who already possess minimum industry knowledge, practical skills, and Japanese language ability at the time of hiring.
When food service companies consider using the SSW system, the following advantages are often highlighted:
SSW Type 1 allows employment for up to five years. Unlike part-time workers who often leave after short periods, these workers can be trained and employed as full-time staff, contributing to workforce stability at the store level. Furthermore, by obtaining SSW Type 2, employment can be extended beyond five years.
As long as the job duties meet the standards of the food service sector—such as cooking, sanitation management, customer service, and assisting with shift management—workers can be assigned to a wide range of responsibilities. In companies that operate multiple locations, some SSW workers are even being trained as future store managers or assistant managers.
In recent years, job advertisement costs have risen sharply, and even with ongoing recruitment efforts, it has become difficult to secure staff. In contrast, SSW workers tend to have higher retention rates, making it easier for companies to recover their recruitment and training investment.
The general process for hiring SSW workers typically follows these steps:
a. Organizing the Hiring Plan (Confirming Job Compatibility)
First, the company confirms that the job duties align with the food service sector standards.
b. Finding Candidates
Candidates may be sourced through overseas sending organizations, domestic SSW-focused job listings, or by transitioning from the Technical Intern Training Program.
c. Interviews and Skills Verification
Companies confirm that the candidate has passed the required practical skills and Japanese language examinations.
d. Employment Contract and Support Plan Preparation
Under the SSW system, employers are required to provide lifestyle support and consultation frameworks. Therefore, employment terms and detailed support plans must be prepared.
e. Immigration Application and Entry (or Status Change)
f. Start of Employment and Ongoing Follow-Up
Support services may be handled either by a registered external support organization or in-house by the company itself.
As of the Cabinet decision in June of Reiwa 5 (2023), the food service industry is now also eligible for SSW Type 2. Today, many companies are developing their workers with a long-term career perspective in mind. For companies that are accepting SSW workers for the first time, it is especially important to establish a structured training and development system from the early stages.
Based on the points discussed above, food service companies should focus on the following perspectives when utilizing the system effectively:
● Determining Job Compatibility
Applications may be difficult if the role is limited to simple hall staff duties alone. Including core operational tasks such as cooking and hygiene management makes it easier to meet the requirements of the food service sector.
● In-House Support vs. Registered Support Organizations
Although monthly costs are involved, many companies rely on external support organizations until they become familiar with the system. On the other hand, companies of a certain size often shift to in-house support to reduce costs and ensure stable long-term operations.
● Presenting a Clear Career Path
For example:
SSW Type 1 → Supervisor → Assistant Manager Candidate → (Eventually) SSW Type 2
Companies that can present a concrete future career vision are more likely to attract high-quality talent and achieve long-term retention.
For the food service industry, which continues to suffer from labor shortages, the Specified Skilled Worker system is not merely a hiring method. It is a framework for stabilizing restaurant operations and fostering future core personnel. By adopting the system early and establishing proper training structures in the workplace, companies can significantly strengthen their competitiveness.
Hiring foreign workers should be viewed as an investment in business continuity. As a strategic option for supporting the future of restaurant operations, the number of companies utilizing the SSW system is expected to continue growing in the years ahead.