Facing job seekers with sincerity, and fully supporting those who are passionate.
HUGE-style recruitment that embodies true hospitality.

For HUGE, hospitality isn’t a concept—it’s a person-to-person promise. That’s why the people who embody our service and uphold our quality are not just employees—they’re the foundation of everything we do.

At the heart of that foundation is Satoko Harada, General Manager of Human Resources. Harada has been instrumental in building HUGE’s HR division from the ground up. She’s led recruitment for both new graduates and mid-career professionals, developed in-house training programs, and, more recently, spearheaded initiatives to recruit global talent. She’s more than an HR leader—she’s a champion of the people who make HUGE, HUGE.

We sat down with her to talk about her passion for talent, the unconventional thinking behind our recruitment strategy, and what the future of the HUGE team looks like.

“My mission is to carry on Shinkawa’s words and pass on our DNA to the next generation,” says Harada. “Through hiring and development, we’ve built a team that shares a true passion for restaurants.”

When HUGE was founded 20 years ago, the team consisted of just three corporate staff and about 15 employees. Today, we’re a family of over 1,700. Behind that growth is a people-first strategy—driven by Harada’s flexible, passionate leadership.

“In most companies, recruiting and training follows a pre-set model. There are industry-standard benchmarks—‘If you follow this flow, you’ll likely get X number of hires.’ It’s very logical and data-driven,” she explains. “But somehow, HUGE never fits that logic.”

Take our new graduate recruitment, for example. From the number of attendees at information sessions to the unusually high selection and offer acceptance rates—our metrics often surprise external recruiters.

“People always ask, ‘Why are your numbers like this?’” Harada laughs. “Honestly, I think it’s because we connect with candidates on a very human level.”

That human approach is also reflected in our evolving hiring flow, which adapts to our company’s growth and changes in the industry. One standout example: our bold decision to move away from a part-time–driven store model and shift toward full-time employee leadership.

Back in 2014, during a time when much of the F&B industry favored hiring part-timers as short-term solutions, HUGE made a bold pivot.

“We wanted to grow and elevate the quality of our service and operations,” says Harada. “And to do that, we knew we needed a more stable team—built on full-time employees.”

So began the “employee shift” project. One of the first initiatives was launching a formal corporate orientation for part-timers—a space to communicate HUGE’s mission and workplace values before they even step onto the restaurant floor.

“Even if they don’t become full-time right away, I want them to leave with a strong impression: ‘That company truly saw me.’ Maybe they join as a part-timer, but they’ll remember us when job hunting, or even years later when changing careers. If HUGE is in the running again, that’s a win,” Harada says.

This idea—adding hospitality to every encounter—is her HR signature.

HUGE is entering the next stage of hospitality. At the heart of it: hiring international team members.

HUGE has set its sights on the future—and that future is global. One of our key strategies for evolving the hospitality industry is the proactive recruitment of foreign nationals and Japanese students returning from abroad.

“HUGE has always welcomed diversity. Since the beginning, many of our staff have come from overseas. For us, nationality has never been a defining factor. We’ve simply shared the same values and grown together—with different backgrounds, that’s all,” says Satoko Harada, General Manager of Human Resources.
“But for a long time, those international team members were mostly part-time. As HUGE expands, we believe full-time international talent is no longer optional—it’s essential.”

Harada explains that hiring people who have studied and trained in global hospitality settings is not just about language skills—it’s a strategy to elevate our service to world-class levels.

In fact, many of our international hires and returnees from abroad are brimming with vitality. They bring strong communication skills, an authentic service mindset, and a fresh global perspective that sparks positive disruption across our teams.

“Some come from top-tier restaurants or hotels overseas. Others have studied hospitality at leading universities. Their natural instincts for service and command of English are obvious strengths—but what’s more, they challenge our long-held assumptions. They bring new air into the room,” Harada says. “They’re the ones raising HUGE to a truly global standard.”

Today, our focus is widening to include even more nationalities and cultural backgrounds. The next goal: to develop non-Japanese managers who can take the reins of store operations.

“It’s our job to give passionate, capable people the opportunity to grow. We want to show people from all walks of life that hospitality has room for them—and that HUGE is where their talents can shine.”

“What kind of people are we looking for at HUGE?”
Harada answers without hesitation:

“People who care. People who notice others and act with kindness.”

At HUGE, hospitality runs through every department—not just the restaurant floor. Whether it’s in accounting, HR, design, or tech, every team member works with the person on the other end in mind. Those who can read between the lines, sense what someone else truly needs, and deliver it with grace—those are the ones who thrive here.

But of course, not everyone is born ready. That’s where our environment comes in.

“Hiring is a long game. You don’t know someone’s full potential after a year—or even two. It’s not enough to hire and walk away. We in HR must work hand-in-hand with the on-site team to uncover each person’s ‘superpower,’ hone it, and give them a stage to shine on.”

This philosophy is embedded in HUGE’s core values—what we call the “10 Promises of HUGE.”
One of them reads: “What’s your superpower? Focus all your time and energy on it.”
We believe in helping people figure out who they truly are—and supporting them in becoming the best version of that.

At HUGE, many of our younger team members are chasing their dreams with fierce determination. And it shows.

“They’re passionate. Honest. Compassionate. And because of that, others naturally rally around them. They’re magnetic,” Harada says. “And when you see them sparkling like that, it’s inspiring. It makes others say, ‘I want to be like that too.’”

These young stars are becoming the role models for the next generation.

“I’d love for people to think, ‘HUGE is a place where you can be truly passionate.’
If more young people feel that way and decide to join us, this company will become even more exciting.”

So what message does Harada want to send to job seekers?

“In the not-so-distant future, HUGE will evolve from a ‘restaurant company’ into a ‘hospitality powerhouse.’
We’re just getting started—and it’s going to be incredible.

So ask yourself: What can I bring to that future?
We can’t wait to find out.”

To be continued.