---

A recent survey by Tokyo-based consulting firm Shikigaku has shed light on a curious workplace phenomenon in Japan: the so-called “old man who does nothing.” According to the study, nearly 49 percent of employees in their 20s to 30s reported that their company had at least one older male colleague who seemed to contribute little to actual work.

A Common Workplace Observation

The phrase does not literally mean that these employees never work, but rather that they are perceived by younger colleagues as disengaged or unproductive. Respondents described behaviors such as taking frequent breaks, spending extended time chatting, browsing the internet instead of working, or staring blankly at their desks.

The survey focused on companies with over 300 employees, and all respondents were under the age of 40. This means the findings reflect the perceptions of younger generations in larger corporations, rather than being a complete picture of Japan’s workforce.

Cultural and Structural Roots

Experts suggest that Japan’s traditional seniority-based employment system may partly explain the phenomenon. In many firms, older employees retain their positions and salaries even if their responsibilities decrease over time. This system was originally designed to reward loyalty and long-term service, but it can result in a mismatch between pay, expectations, and output in today’s changing corporate environment.

The use of the Japanese term “ojisan” (middle-aged or older man) in the survey underscores that the label is more about perception than a fixed age group. What one worker sees as idleness may, in some cases, be tasks or roles that are less visible to younger colleagues.

Not Just a Joke

While the phrase “old man who does nothing” has been used lightheartedly in Japanese media, the survey points to deeper concerns about workplace productivity, generational differences, and corporate reform. Younger employees, who often face heavier workloads, may view the seeming inactivity of older colleagues as a sign of inefficiency or inequality.

At the same time, the results highlight the need for companies to better define roles, create opportunities for meaningful contributions at all career stages, and move away from outdated employment models that prioritize seniority over performance.

The Bigger Picture

Japan is already grappling with an aging workforce and declining population, making it more important than ever to harness the potential of older employees. While nearly half of younger workers say their companies have “old men who do nothing,” the challenge lies in transforming this perception—by providing clearer responsibilities, retraining opportunities, and creating intergenerational workplaces where experience and energy can complement one another.