Bridging Generations: How Matchmaking Between Seniors and Youth Creates Powerful Synergy

The company LibertyGate Inc. (Akita City, Akita Prefecture), which cooperated with this interview, operates AssistA, a service launched by CEO Kaito Sugawara when he was a third-year university student in 2020. The initiative began with a group of university students and has since expanded through franchise agreements with like-minded business owners, growing to 45 companies across 29 prefectures. Members are recruited by each franchise and are mostly university students and homemakers, ranging in age from their 20s to 60s. Common motivations for joining include: “I’m interested in caregiving,” “I want to work in my spare time,” and “I want to contribute to the community.”

In LibertyGate’s case, the fees paid by users vary by region, ranging from ¥825 to ¥1,320 (excluding tax) per 30 minutes. Members receive about half of that as compensation, which also varies by region.

The issues seniors face is diverse.

They often struggle with everyday tasks such as not being able to change a lightbulb, unable to weed the garden, or not understanding how to use a smartphone. Many also give up on activities they would like to do, saying things like “I want to go out, but I’m worried about going alone.”

In fact, the author of this article also has a very elderly father who lives far away and is increasingly unable to go to the barber by himself. Since he has been certified as needing nursing care, the author consulted with his care manager (Note 1), only to learn that if a caregiver accompanies him, it falls outside the scope of long-term care insurance and would cost around ¥3,000 per hour (Note 2).

While private care service rates vary depending on the provider, ¥3,000 per hour is considered on the lower end. Even so, the matchmaking service feels more affordable. Also, considering the author’s father is still mentally young, being accompanied by a younger person might make trips to the barber more enjoyable than going with a professional caregiver. The service seems highly valuable.

On the other hand, there are concerns.

Can young people—of the grandchildren’s generation—communicate well enough to bridge the generational gap with seniors? And how many young people are genuinely willing to support the elderly and spend time talking with them?

Professor Kenya Matsumoto of Kyoto Tachibana University, an expert in intergenerational exchange, explains:

“Among young people, there are definitely those who enjoy talking to people around the same age as their grandparents and like engaging with them. Many of them probably lived in three-generation households or were close to their grandparents as children, so they tend to be good at communication. They’re naturally able to have conversations that suit seniors.

For these young people, helping the elderly and earning money from it may feel more meaningful than working in a restaurant or similar job.

Also, people in their 40s to 50s—the parents of these young people—are generally economically and functionally independent. They often see themselves as being in a position to help seniors, so they expect appropriate compensation.

In contrast, younger people with less life experience often see interacting with seniors as a learning opportunity. Many believe they can grow through these connections, so they are willing to help without expecting significant financial reward.”

On the other hand, seniors benefit from these interactions not only by learning how to use their smartphones, but also by regaining confidence—realizing that they are still capable of being helpful to others.

“In my classes for nursing students, we sometimes recruit seniors to serve as simulated patients. These seniors talk about their real-life conditions—such as high blood pressure or lower back pain—which are normally negative topics for them.

But for the students, these are valuable learning materials. Understanding how painful it is, how it affects daily life, and what kind of support is needed helps them learn. Eventually, even the seniors themselves start to realize that what they once saw as negative aspects of aging can actually be useful. They start to think, ‘Even aging can be of value.’

Watching these cases, I really believe that when seniors and young people support one another, they can build a relationship that brings positivity to both sides.”

To build that kind of positive relationship, proper matching between seniors and young people is key.

Professor Matsumoto continues:

“From my experience covering intergenerational exchange programs, I’ve noticed that there’s usually a key person who manages the human resources on both sides—someone who knows the strengths and weaknesses of both the seniors and the young people, and who also considers personality to make optimal pairings.

In the case of these matchmaking services, I believe they’ve successfully integrated this process into their systems—and perhaps also have a key person behind the scenes playing this role.”

He also points out that this job involves visiting seniors in their homes—people the workers have never met before. Because of this, members are expected to maintain proper appearance and manners, as well as a deep understanding of seniors. Companies have implemented various strategies to ensure careful recruitment and training.

At AssistA, after the initial interview, applicants undergo training at the headquarters to deepen their understanding of proper etiquette and care for the elderly, including those with dementia. Only after completing this training and passing a second interview are they officially registered as members.

“In our first interview, we assess whether the person is suited for the job,” explains Sugawara. “What matters most isn’t whether only this person can provide support, but whether anyone can provide support. If the latter is true, we move them on to the training stage.

For matchmaking, factors like personality and suitability for the requested task are also crucial, so we’ve included them in our system. First, we check whether the location and time slot match the client’s request. Then we select the most suitable candidate from the pool of available members.”

AssistA aims to expand its service area to deliver non-insurance services—that is, services not covered by long-term care insurance—to many seniors through its franchise (FC) network. Many franchisees are local caregiving providers, and the company actively markets to care managers. As a result, most requests come not directly from seniors or their families, but through care managers.

For seniors certified as needing support and their families, care managers are the primary point of contact when problems arise. The author, for example, immediately consulted a care manager when realizing their father was struggling to visit the barber alone.

However, what long-term care insurance services can cover is limited (Note 2). For care managers who often struggle to find solutions, matchmaking services like AssistA, which provide services outside the scope of care insurance, are likely a reliable and valuable resource.

Even seniors who don’t qualify for formal care certification may find their physical abilities limited and feel uneasy being alone. For such seniors, having someone who can come to their aid when needed can be a significant emotional support.

Smartphone use among seniors is becoming increasingly common. Given that requests can be easily made via phone or online, as awareness grows, matchmaking services are likely to become very convenient and accessible options for the elderly.

Professor Matsumoto predicts:

“The aging of the first baby boom generation has begun, and the number of elderly living alone is increasing. Many seniors, even if they have children or grandchildren, prefer not to trouble them with their own needs.

There is a gray zone or gap in the current long-term care insurance system that it cannot fully cover. Matchmaking services connecting seniors with young people represent one model to fill that gap.

Nowadays, some seniors feel more comfortable asking a complete stranger for help, especially if it only costs a small fee, rather than relying on neighbors or acquaintances. I believe matchmaking services will continue to grow over the next several decades.”

Notes:

1. Seniors who want to use long-term care insurance services must undergo certification to determine their care needs (levels 1 to 5). Those certified can access services such as home-visit care (care helpers visit to provide physical and daily living assistance) and day-care services (where seniors go to a facility for meals, assistance with toileting and bathing, functional training, etc.) according to their care level.

Care managers are professionals who support seniors certified at level 1 or higher by creating care plans and coordinating with service providers and local governments.

2. The range of services covered under home-visit care is defined by the Long-Term Care Insurance Act. Services not listed in care plans, those not essential for daily living, services aimed at people other than the care recipient, or tasks the care recipient can do themselves are excluded. For example, ironing, gardening, cleaning rooms unused by the care recipient, shopping outside the usual area, and companionship are considered services outside the scope of care insurance.

About Professor Kenya Matsumoto:
Professor Matsumoto is head of the Nursing Department at Kyoto Tachibana University. He has been involved in social activities such as disaster relief nursing after the 2011 Great East Japan Earthquake and the 2016 Kumamoto earthquake. His publications include books on psychiatric nursing, evidence-based care, and support for seniors by younger generations.

For more information, visit the AssistA website:
[Link not provided here]