by Jason Hatchell
According to Manpower’s 2015 Talent Shortage Survey, Japan continues to lead the world with a whopping 83 percent of employers reporting difficulty filling jobs. This figure underscores the importance of ensuring acceptance at the most critical step in the recruitment process – the offer stage.
While much has been written about the difficulties foreign firms face in hiring Japanese talent, relatively little has been written about how to close candidates once they are in your recruitment pipeline in Japan. A transparent closing process to be shared by the employer, recruiter, and potential employee is critical in ensuring success for your firm in Japan.
Even before recruitment begins, the employer needs to decide if the position to be filled is a ‘value’ hire or a ‘strategic’ hire:
Value hires are characterized by a high number of candidates in relatively unskilled roles, with candidates likely being paid lower salaries. For value hires, corporations need minimal flexibility in terms of salary and benefits to attract and retain candidates. Value hires are often applicants to your company, affording your firm nearly all of the power in the recruitment process.
On the other hand, strategic hires are characterized by a much smaller number of qualified candidates in the market. These candidates are often in management or technical roles, without which your company could not function. Confusing these strategic “A” players who need to be courted with value hire applicants can result in offer drop-offs very quickly. Given the difficulty of filling jobs in Japan, nearly every prospective employee should be considereda strategic hire. As such, nearly all recruitment in Japan would benefit from a clearly-defined, transparent offer process.