The article clearly identifies the source of this challenge:
HR culture
I’ve worked in HR in the US. To say it is unbearably broken doesn’t begin to cover it.
Japan’s rigid hiring rituals are specific but I’ve encountered quite a bit of rigidity in HR culture in the US as well.
As we see nearly daily here on HN, the “filter process” HR uses is highly resistant to change and based on traditions that are objectively useless and horribly biased.
Somehow we seem to miss that economists are not the best experts to consult with here. Put another way - fix HR and suddenly economists wouldn’t need to “explain” so much when it comes to labor market dislocations.
So why haven’t we fixed these issues?
I know hundreds of people in HR trying to address these challenges. They invariably run into the fact that executives and hiring managers are the source of the misconceptions driving these systemic problems. That’s not a category of people who get overridden in companies.
I encountered this even in my own startups. Board members and company leaders believed they had near clairvoyance on how to hire - despite rarely being correct in practice.
tl;dr; The people (execs, hiring managers) who set the expectations around hiring have an unreasonable and inflexible dedication to their assumptions about how hiring should be done, leading those given the job of managing the hiring process (HR) to design woefully inefficient and biased hiring processes, leading to endemic dislocation in the job market that destroys the lives of people who didn’t pass the first check-point in their careers.
Checkout “DIY University” for more history on this issue. This is a problem that can, and has, destroyed nations.