Why a Labor and Social Security Attorney Office That Once Failed at Digitization Was Able to Try Again
"The reason we stopped using the system wasn't due to its performance, but rather our own circumstances," says Mr. Koichi Nakajima, representative of the Nakajima Labor and Social Security Attorney Office. Although they first introduced "Office Station Pro" about 6 or 7 years ago, they were too busy at the time to get it established and eventually stopped using it. However, in July 2025, circumstances changed, and they decided to reintroduce it. The office's approach of continuing operations by using both paper and digital methods with the mindset that "you don't have to transition perfectly" should provide realistic hints for many labor and social security attorney offices that are hesitant about digitization.
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Challenges Before Implementation, Deciding Factors, and Effects
【Challenges Before Implementation】
Mailing costs (about 20,000 yen per month) for procedures involving individual numbers were mounting due to operations centered on paper and e-Gov.
Attempted to introduce a system in the past, but could not take the time to learn it due to being busy, so it did not take root.
There were limits to paper-based work flows when promoting remote work.
【Deciding Factors for Implementation】
Repeated requests from government offices to client companies to "introduce electronic applications" increased the need for a response.
A system led by Mr. Iwata was established, and there was a prospect of being able to entrust operations after implementation to him.
After comparing multiple services, we were satisfied with the balance between price and security.
【Effects of Implementation】
Reductions in mailing costs for procedures involving individual numbers are now expected.
It has become easier to process work even in a remote work environment, expanding the range of work styles.
Information accumulation in the ledger has progressed, making it easier to transition from paper management to database-type operations.
Digitization that failed once. The reason they still decided to reintroduce it.
The Nakajima Labor and Social Security Attorney Office mainly supports the construction and transportation industries, primarily in Osaka. Their work breakdown is 30% for Type 1 business, 20% for Type 2 business, and 50% for Type 3 business, and they are characterized by a stance of standing by the entire management as a "general clinic for companies."
They first introduced "Office Station Pro" 6 or 7 years ago. However, at that time, Mr. Nakajima was handling labor and social security attorney work almost by himself, and he could not find the time to learn or set up the system, so they ended up leaving it behind without using it much. Mr. Nakajima clearly states, "It was not a problem with the system's performance, but entirely our own circumstances."
There were two direct triggers for the reintroduction.
The first reason is direct contact from government offices to client companies.
A specific pension office began repeatedly contacting client companies—rather than Mr. Nakajima—requesting that they "please adopt electronic filing." Initially, Mr. Nakajima handled this by having calls forwarded to him, but when clients began saying, "We need you to do something about this soon," he realized he could no longer ignore the situation.
The second reason is the establishment of a system that allows for a division of roles.
For this re-introduction, a system was established where Mr. Iwata, a financial planner and staff member who commutes between Tokyo and Osaka, leads the implementation and operation. This is the biggest difference from the previous attempt. "Being able to leave it to him was a major factor," says Mr. Nakajima.
How to balance paper and digital—a realistic stance of being "in the middle of the transition"
The Nakajima Labor and Social Security Attorney's Office does not currently consolidate all operations into digital. They use a hybrid approach: handling things on paper for companies that prefer paper-based communication, and using digital for companies that can communicate via email or data. They are operating with the understanding that they are "currently in the middle of a transition."
Operations where digitization is particularly easy to advance: Hiring and termination procedures
Since individual numbers are required for qualification acquisition and loss, sending documents by paper requires registered mail, which incurs costs. The main reason for using digital is to reduce these mailing costs and make history management easier.
On the other hand, there are situations where paper and in-person counters are prioritized
In cases where documents like separation notices are needed "right away," electronic filing can take several days to reflect. Taking advantage of their location near the Umeda Hello Work office, they sometimes choose to handle urgent matters at the counter. They clearly distinguish between situations where they use digital to reduce costs and situations where they use paper to prioritize speed.
"To be honest, it would be easier to manage if everything were consolidated. If we process things on paper, we end up doing double work by entering the data later or scanning and saving it. However, the circumstances and sense of urgency of our clients are also important, so I believe that this hybrid approach is the most realistic for now."
Two factors that supported the establishment of the implementation: division of roles and support system
Clarification of role division
The system is set up so that Mr. Nakajima handles client relations and external negotiations, while Mr. Iwata is responsible for registration work and operations. This is the biggest difference from the previous attempt. Deciding "who will drive the system" has become a prerequisite for successful adoption.
The presence of telephone support
Mr. Iwata recalls, "I made many inquiries by phone during the first six months of use, and not once did they say, 'I will check and call you back.'" He noted that in the early stages of implementation, phone support was more helpful than chat because it allowed him to "rephrase and confirm what he wanted to ask."
Also, the feeling that "you don't have to input everything from the start, but can build up information little by little" has been a factor in lowering the hurdle for continuous operation.
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Implementation effects and future prospects
It has been about six months since the implementation, and they are in the middle of verifying the cost-effectiveness over a full year. However, the following changes have already been realized.
Reduction in mailing costs for documents containing individual numbers (previously costing about 20,000 yen per month for Letter Packs, etc.)
Became able to process work even in a remote work environment
Cases have emerged where electronic processing for social insurance procedures is faster than paper
Regarding the future, they also expressed an intention to direct the surplus capacity created by digitization toward sales activities. The goal is to shift from individual approaches via fax and phone to efficient customer acquisition utilizing websites, social media, and web advertising.
A message to offices anxious about the transition
"Trying to do it perfectly from the start is a heavy burden, so I think it's best to start with what you can. It takes courage to switch from paper to electronic, but once you actually do it, there are parts you can get used to little by little."
"We also failed once. That is why I can say that who leads the process and how roles are divided is more important than the system itself. You don't have to change everything at once, so I think it's fine to find a form that suits you while using both paper and electronic methods appropriately."
Even if you fail once, you can try again once the structure is in place. Prioritize using paper and electronic methods in a way that suits the workplace rather than a complete switch to electronic. The case of the Nakajima Labor and Social Security Attorney Office should serve as a relatable role model for labor and social security attorney offices nationwide aiming for a 'sustainable transition' rather than a 'perfect transition'.
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