Resignation Agencies in Japan: A Response to Overwork

In an earlier blog post, I touched on karoshi (過労死)—a grim reality in Japan that translates to “death from overwork.” This is not just a phrase; it reflects an institutionalized phenomenon where excessive work hours, relentless pressure, and a culture of endurance push employees beyond their limits, sometimes with fatal consequences. While karoshi represents the most extreme outcome, it is only the tip of the iceberg. Beneath it lies a deeply ingrained work ethic that discourages taking breaks, leaving toxic workplaces, or prioritizing health.

The problem isn’t just overwork; it’s also the difficulty of escaping it. Many Japanese employees fear more than just losing a paycheck—they fear disappointing their colleagues or facing direct opposition from their employers. Some companies even refuse to accept resignations, use intimidation tactics to retain staff, or prolong the process to make quitting painful. In less extreme cases, social expectations equate job-hopping with irresponsibility and quitting with failure, making many feel trapped.

This widespread difficulty has led to the rise of taishoku daikō (退職代行), or resignation agencies—businesses focused solely on helping employees quit their jobs. These services have surged in popularity, acting as intermediaries between workers and employers. For a fixed fee, typically around ¥22,000 ($150) for full-time employees, a resignation consultant submits the employee’s resignation, negotiates the return of company property, and manages communication to ensure a smooth departure. In most cases, the employee never has to speak to their employer again.

At first glance, the existence of these agencies might seem like an odd quirk of Japan’s workplace culture. However, they are a direct response to the systemic pressures that have made karoshi a national issue. Both phenomena illustrate a society where employees feel disempowered—where quitting a job, a straightforward act, has become so stressful that many are willing to pay to avoid it.

Yet, resignation consultants also signify a shift. The growing demand for their services indicates that younger generations are increasingly rejecting the notion that endurance equals virtue. More workers recognize that a job is just a job, not an unbreakable lifelong contract. While resignation agencies provide immediate solutions for those struggling to leave, they highlight a larger question: Why is quitting still seen as a shameful act in Japan? What needs to change for workers to prioritize their well-being without requiring an intermediary?

The rise of resignation agencies may not end Japan’s overwork culture, but it could spark a conversation—one that challenges the deeply rooted belief that work should always come before personal well-being. Perhaps, in time, Japan will shift from a culture that necessitates resignation consultants to one that makes them unnecessary.

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