A Vision for Bridging Generations and Leveraging AI

Shogo Higa, Head of Talent Acquisition, Japan at Infineon Technologies

Shogo Higa is the head of talent acquisition at Infineon Technologies, leading in the industry for over 10 years amidst the ever-competitive Japanese market. His expertise includes international trade, marketing and business, besides multi-dimensional recruitment. Higa firmly believes in the bigger picture by identifying genuinely all-rounded candidates in the competitive talent pool and leveraging all the available resources to their fullest. 

In an interview with HR Tech Outlook, Higa emphasizes how finding the right talent is important. With a forward approach, he advocates for utilizing internal talent through strategic upskilling to drive resilience and meet the demands of a fast-evolving industry—highlighting the importance of adaptability as a cornerstone of long-term success in the competitive global tech landscape. Higa addresses the importance of AI in enhancing talent management, bridging generational gaps and creating a sustainable, skilled workforce.

Stepping into a New Chapter

My career journey began in sales, not HR when I joined Foxconn as a sales representative. I was among the first in Japan’s sales industry to manage original equipment manufacturer (OEM) and original design manufacturer (ODM) businesses for digital cameras. Foxconn produced compact, mid- to low-end digital cameras for renowned brands like Casio, Sony and Panasonic and I was responsible for managing these key accounts for several years.

I then transitioned to Mitsubishi Corporation, one of Japan’s largest and most prestigious trading companies, where I worked as a trader specializing in petrochemical materials such as ammonia, methanol and ethanol. This role provided me with valuable insights into global trade and supply chain management.

Following my time at Mitsubishi, I joined Amazon Japan as a buyer, where I expanded my expertise by taking on additional responsibilities for electronic compliance. This role allowed me to deepen my understanding of operational and regulatory processes over the course of two years.

Most recently, I led talent acquisition for Kyndryl, the IBM spin-off focused on IT solutions. In this role, I was responsible for recruitment efforts across Japan and the Greater China Area, including Taiwan, Hong Kong and China. My work in this capacity further honed my leadership skills in building and managing diverse talent pipelines.

In October, I embarked on an exciting new chapter at Infineon. While I’m still settling into this fresh role, I am energized by the opportunities ahead and eager to contribute meaningfully to the organization.

Tackling Workforce and Talent Gaps in Semiconductors

The semiconductor industry has long been recognized for its challenges. When business is thriving, global demand for semiconductors surges, as evidenced by the pandemic-era shortage that persisted for nearly two years. Among the industry’s most pressing issues is human resources—attracting and retaining top talent in a competitive market. In Japan, this challenge is particularly acute.

Japan’s talent market is dominated by established players like Nissan, Fujitsu and Hitachi, making it difficult for newcomers, especially German companies like Infineon, to compete. A significant hurdle lies in language skills. Many candidates from these established companies lack English proficiency, which poses challenges for a company like Infineon, where collaboration with German headquarters and engineering teams in global sites such as India is crucial. This language barrier is not unique to the semiconductor industry but is a common issue across various sectors in Japan.

“Our HR system includes advanced AI analysis tools where employees register their backgrounds, experiences, skill sets, languages and industry expertise—whether in semiconductors or other fields.”

Currently, the semiconductor industry is experiencing a downturn. In boom periods, hiring demands skyrocket, yet during slowdowns, companies are often forced to downsize. Striking the right balance is a persistent challenge. Layoffs during downturns can make it exceedingly difficult to rehire skilled talent when business rebounds, creating a cyclical talent shortage.

Another critical issue is the aging workforce in Japan’s mature semiconductor industry. Many professionals are now in their 40s, 50s or even 60s, leading to a significant age gap within companies. At Infineon, as in other organizations, this gap is evident. While there are many experienced employees in their 50s and a growing younger generation in their 20s, there is a pronounced lack of mid-career professionals. This generational divide is further amplified by Japan's broader demographic trend as an aging nation.

Navigating these challenges requires strategic thinking and a long-term approach to workforce planning in an increasingly competitive and evolving global industry.

Integrating AI into Workforce Development Strategies

My current focus is on developing an internal system that enables employees to transition into different sectors within the company. This involves creating internal training programs and other initiatives to refresh and enhance their skill sets. A critical part of this effort is anticipating how the business will evolve over the next five to 10 years. I’m committed to preparing our workforce for these changes while placing a greater emphasis on nurturing emerging talent, particularly recent graduates and new hires from universities.

One of the most exciting aspects of this initiative is the integration of AI functionalities into our talent management system. AI analysts assess each employee’s skill set and match them to newly available positions. In addition, our HR system includes advanced AI analysis tools where employees register their backgrounds, experiences, skill sets, languages and industry expertise—whether in semiconductors or other fields. This data provides valuable insights for future workforce planning, helping us gain a comprehensive understanding of the skills within the organization.

With this system in place, we can shift away from constantly seeking external talent for new positions. Instead, we can leverage our internal talent pool, effectively reallocating employees based on their capabilities and career aspirations. This approach streamlines talent management and aligns technology and strategy to create a more dynamic and adaptable workforce.

Building Strength through Internal Talent Growth

As a leader involved in talent management, your focus extends beyond evaluating an individual’s skill set. It’s essential to analyze their personality and abilities, identifying opportunities for long-term growth and development. This approach helps uncover potential add-ons or enhancements that can contribute to their professional journey over time.

With a shrinking talent pool and an aging population, finding exceptional candidates in the market has become increasingly challenging, as most are already identified and engaged. In this context, I believe the priority should shift to leveraging and developing the potential within your current workforce. By investing in their growth and advancing their skill sets to the next level, you can build a stronger, more capable team to meet future challenges.

AI

Semiconductor

Supply Chain

Marketing