Hiring Advice

 

 

The Robert Walters Global Salary Survey for 2016 has been released. The annual survey contains recruitment market updates, hiring advice and benchmarks salaries across our global markets.

Here we discuss the outlook for Japan in 2016.

 

Hiring trends across Japan

The Japanese jobs market was extremely active in 2015, with steadily improving opinions about the country’s economic outlook creating a more optimistic mood among Japanese and foreign multinationals. Major companies added to their headcount during the year and Japanese professionals, previously cautious about moving jobs, were actively seeking new roles.

We anticipate high levels of hiring activity will continue throughout 2016, especially among employers seeking bilingual professionals.

With Japanese fluency being a requirement for most jobs, opportunities are limited for expat talent. Combined with the demographic forces of a declining population and a less career focused younger generation of jobseekers, we anticipate a widening gap between the growing numbers of vacancies and available local talent in 2016.

Skilled salespeople at every level of the consumer and retail sectors, especially at the senior end of the market, will be in very short supply. We also expect to see greater competition for chemical, application and sales engineers in the manufacturing industry. Across the healthcare sector we anticipate that the demand for assurance and regulatory affairs specialists will be especially high. Financial planning & analysis (FP&A), supply planning and internal recruitment specialists will also be in high demand across most industries.

In the face of such challenges, we recommend that companies focus on retaining their best talent in 2016. Employers need to ensure they provide an attractive working environment, competitive salary and good training opportunities.

When hiring, companies will need to actively promote the benefits of working for their company, bearing in mind that candidates may well have several job offers to consider. Organisations should also be prepared to hire professionals at a more junior level with a view to developing and training them in-house.

There will be some significant variations between industries in the salary increases offered to job movers during 2016. In the retail and consumer sectors, for example, we anticipate increases of less than 5%. In the healthcare and financial services sectors, salaries are expected to be somewhat higher at 5-10%. The highest rises, up to 20%, will be seen for key engineering, sales and supply chain specialists in the industrial sector, as well as for the most in-demand security and data‑orientated IT talent.

About the Global Salary Survey

Now in its sixteenth edition, the Robert Walters annual Global Salary Survey is the most comprehensive review of professional salaries and recruitment trends around the world.

The comprehensive book, covering 24 countries, is free and covers the UK and Ireland, Continental Europe, the Middle East, Africa, Asia, Australia and New Zealand as well as North and South America. The Global Salary Survey is based on the analysis of permanent, interim and contract placements made across each of our geographies and recruitment disciplines during 2015.

Download the Salary Survey

For a more in-depth look at our expectations for the recruitment market in Japan, download the full version of the 2016 Salary Survey.

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How did you hear about us?

Thank you for requesting a copy of the Robert Walters 2016 Salary Survey book.

In the meantime, you can view a copy of our latest 2015 Salary Survey or download our Global Salary Survey App for iOS and Android devices.

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Children born in the 1980’s and 1990’s are set to make up the majority of your workforce by 2025 and are already an important part of the working population.

Understanding what matters most to millennials could help you to attract and retain the brightest and best people for your business. Here we discuss if millennials are really that different from the rest of your workforce and what you can do to retain them.

 

Clear and rapid career progression 

We surveyed over 500 professionals and our key finding was that millennials place a much bigger weighting on career progression than any other group. Millennials want more than just a job, they want a career, with 69% citing a clear career path as the most important factor for keeping them in a job. 91% expect rapid career progression. Our latest research shows that even small changes can maximise millennials’ effectiveness as employees, potential leaders and minimise workplace conflict.  

This is more than the ambition of youth, this generation has grown up being told they are capable of achieving anything and this confidence means they crave responsibility early in their careers. 

Chris Hickey, CEO of UK and EMEA says: “Millennial workers have much in common with their older colleagues in terms of what engages them however, employers risk disconnecting with their millennial workers if they fail to acknowledge the importance they place on career progression.”  

If you can’t offer what your millennials want, be clear about the path to get to the next level and keep talking to them about what is and isn’t possible - open dialogue will go a long way.  

What keeps millennials engaged at work? 

Focus on training

Only 15% of the employers we asked believed personalised training programmes are a priority for engaging employees but nearly a third of millennials said this was one of the critical factors for staying engaged.

 

A social workplace

75% of millennials consider an engaging and fun workplace important or very important, compared to just 58% of Generation X and 45% of baby boomers.

Millennials have very different expectations of their working environment than older colleagues. Perks like free food rate highly on their list and whilst older generations might enjoy these perks too, they matter more to millennials and expectations are higher. Social meetings as part of the induction process are also critical to motivating millennials and are easy measures to implement. 

 

Be open to new technology

53% of millennials say that they are more likely to take a job with an employer that uses the same technology as they do and 42% think employers should adopt the latest technologies, even if the cost is high. But is this just a case of naïveity or a justified challenge to outdated thinking on the many employer’s behalf?  

67% of millennials say technology is the biggest source of intergenerational conflict in the workplace. Chris Hickey says: “This is a hot topic for many of the business leaders I speak to and many are involving their millennials in internal focus group to engage them and make them feel part of the future of the business.”

 

Offer regular formal feedback

With rapid career progression comes the desire for having an influence on the business so spending more time listening to millennials through regular formal appraisals will pay dividends. 91% would prefer to receive formal feedback at least every six months, with some 60% stating they’d like to receive formal feedback every one to three months. 

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The Robert Walters Global Salary Survey for 2015 has been released. The annual survey contains recruitment market updates, hiring advice and benchmarks salaries across our global markets.

Here we discuss the outlook for Japan in 2015.

 

Hiring trends across Japan

In 2014 we saw a number of structural reforms in Japan aimed at improving national competitiveness and productivity. Faced with an ageing population, the government introduced an optional extension of the working age in an attempt to retain valuable professional skills and knowledge within the workforce. This measure meant that many young people’s reluctance to enter long-term careers (preferring flexible, part-time work) did not impact the economy to quite the same extent, although there is still a serious skills shortage.

Throughout the year there continued to be strong demand for bilingual professionals across a wide range of sectors, including accountancy and engineering, construction, manufacturing, new product development and green technology. Sales, medical regulatory and legal professionals were also in particularly high demand. However, demand outstripped supply across the board.

 

Companies will need to meet the expected 10% salary increase for job movers, although this may go up if inflation starts to rise.

With a rapidly shrinking workforce there is currently a chronic skills shortage in Japan with 1.09 jobs to every candidate, rising to two jobs to every candidate in the bilingual market. Indeed, bilingual candidates are proving particularly difficult to source, primarily because most tend to be women (who often leave the workforce in their late twenties to raise children).

As a result, encouraging women back into work is still a key priority for the Japanese government. The skills shortages were especially felt in the accountancy and legal professions, with only 26,000 qualified accountants and 35,000 qualified lawyers in Japan. Those organisations focusing on exceptionally high qualification criteria and protracted recruitment processes struggled to fill roles in 2014.

Companies wanting to expand internationally also struggled to source the requisite workforce skills, resulting in a frustrating hiring environment. In 2015, hiring managers will therefore need to sell the benefits of their companies if they want to secure their target candidates. Focusing on progression, training and a swift recruitment process will be critical, given the competitive nature of the market. Flexible working arrangements will also be essential to encourage women and mature professionals back to work. Companies will also need to meet the expected 10% salary increase for job movers that we saw in 2014, although this may go up if inflation starts to rise. Engineering, IT and sales are the three areas where we anticipate most upward movement on salaries, with a shrinking talent pool giving candidates additional leverage in negotiations. 

About the Global Salary Survey

Now in its sixteenth edition, the Robert Walters annual Global Salary Survey is the most comprehensive review of professional salaries and recruitment trends around the world.

The comprehensive book, covering 24 countries, is free and covers the UK and Ireland, Continental Europe, the Middle East, Africa, Asia, Australia and New Zealand as well as North and South America. The Global Salary Survey is based on the analysis of permanent, interim and contract placements made across each of our geographies and recruitment disciplines during 2014.

Download the Salary Survey

For a more in-depth look at our expectations for the recruitment market in Japan, download the full version of the 2015 Salary Survey.

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The Robert Walters Asia Job Index tracks advertisement volumes for professional positions in Japan, Hong Kong, Singapore, China, Taiwan, and Malaysia.

Latest Index
2015 Q4: Report

 

Highlights

• The number of job advertisements in Asia jumped by 39%. We saw strong momentum after modest job advertisement volume growth in the previous quarter, as companies actively sought the best talent to prepare for 2016.

• Demand for IT professionals was strong in many areas, with the growth of big data in particular driving demand for data scientists/analysts and consultants.

• The rise in the number of advertisements for accounting and finance professionals continued as companies actively sought professionals who can support efforts to improve overall cost-effectiveness and facilitate sound business decisions.

• In Japan, job advertisement volumes increased across all disciplines and levels of seniority.

• The impact of rising foreign tourist numbers has driven growth in the retail sector particularly within the hotels and entertainment, and restaurant sub-sectors. The construction industry is also experiencing demand. 

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Q1. What services does a recruitment consultancy provide?

Recruitment consultancies add value to businesses by sourcing professionals with the relevant experience and qualifications that best match a company’s staffing needs.

At Robert Walters Japan, we specialise in permanent and contract recruitment across all professional industries and seniority levels. Our consultants provide a consultative and non-prescriptive approach to the recruitment process to ensure we introduce bilingual professionals relevant to companies competing in Japan and the global market.

Q2. Does Robert Walters provide temporary or contract recruitment services?

Yes, in addition to our permanent recruitment business that covers all professional sectors, Robert Walters Japan also offers temporary recruitment options through our dedicated contract division.

Our contracting division accesses an unrivalled in-house database containing the latest profiles for bilingual contractors seeking temporary, direct contract or 'temp to perm' opportunities to provide specialised skills and staffing flexibility to hiring organisations.

Robert Walters thoroughly adheres to Japanese Labour Laws, which allows us to provide a dependable, hassle-free recruitment process for accounting, operations, IT and support-related contract positions.

Our consultants provide a consultative and non-prescriptive approach to the recruitment process to ensure we introduce bilingual professionals relevant to companies competing in Japan and the global market.

Q3. What is the fee structure for Robert Walters’ recruitment services?

Robert Walters only charges a hiring organisation after the successful placement of a candidate into your company. This process minimises your risk with using our services and demonstrates our longstanding success as a recruitment firm.

While contract terms can vary significantly between industry and job function, our fee structure is highly competitive with market rates.

Q4. How does Robert Walters differ from other recruitment consultancies?

Established in 1985, Robert Walters is an award-winning business and one of the world’s leading global, specialist professional recruitment consultancies. With international offices across the world, our truly global footprint enables us to meet the demands of candidates and clients whose needs extend beyond local markets. That is how we have become one of the largest and most trusted recruitment firms worldwide.

In Japan, Robert Walters has grown into the largest, foreign recruitment firm in the country. Our focus on servicing globalising firms means that internationally-minded job-seekers typically trust Robert Walters to manage their careers. As a result, the majority of the professionals in our candidate database are highly bilingual and experienced working in international environments.

Q5. What is Robert Walters’ track record in Japan?

Robert Walters currently operates two offices in Japan in Tokyo and Osaka. Since our Tokyo branch opened in 2000, we have grown our recruitment specialisations to now encompass all professional industries and jobs functions for this market. We pride ourselves on our long-term partnerships with numerous businesses in Japan from established multinationals to small and medium-sized organisations. Robert Walters also services Western Japan and Kansai-based companies through our office in Osaka.

As an endorsement to our success with supporting businesses in the Japanese market, Robert Walters Japan was awarded the British Company of the Year 2011 by the British Chamber of Commerce in Japan.

Q6. Do your recruitment consultants possess any specialist experience or training?

Robert Walters consultants are all highly trained and the majority were professionals in the industry for which they now recruit. All of our consultants also undergo continual development through our structured training programmes. These factors ensure that our recruitment consultants are fully equipped to accurately identify and satisfy any staffing needs your company may encounter.

Q7. What type of candidates do you introduce to companies?

Robert Walters employs a number of search and selection procedures to identify the highest quality of bilingual, globally-minded candidates in the market, across all levels of seniority.

We also access one of the most comprehensive databases of skilled professionals in Japan. For globalising businesses, the majority of the professionals in our database possess business-level or fluency in English. Our proven techniques ensure that only the highest calibre candidates with the most relevant skill sets are introduced to fulfil your specific job requirements.

Q8. How do I get started with using Robert Walters’ recruitment service?

Contact us today. One of our recruitment specialists will contact you to find out how we can tailor a recruitment solution to best fit your unique staffing needs.

 

 

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From initial job request to after-placement care, our consultants are prepared to assist you throughout the process.

 

 

 

 

Step 1 - Submit a job request to our recruitment specialists

Send us a detailed description for your job opening along with other requirements that describe suitable candidates for your role. Requests can be made by uploading your job specifications through our website or contacting us directly by phone or email.

Step 2 - Meet with our consultants

After we receive the details of your request, our recruitment consultants will contact you to arrange a consultative meeting. Here, we will partner with you to identify recruitment strategies most suitable for your business.

Step 3 - Recruitment contract

Robert Walters consultants will work with you to create a contract that best match your recruitment, timing and pricing requirements. These terms are tailored to your specific needs, so contracts may vary between companies.

Step 4 - Introducing candidates to your business

Our consultants will perform an extensive recruitment search to identify professionals that best match your needs. Your hiring managers will then begin receiving CVs for only the most appropriately selected candidates.

Step 5 -Candidate interviews

Robert Walters will help you arrange suitable times for hiring interviews with your preferred candidates. This is a great time to assess their fit as potential employees, but also attract strong talent by promoting your company.

Step 6 - Hiring and post-recruitment support

Once you have selected the experienced professional you would like to add to your organisation, Robert Walters will work with you and your future employee to finalise offer letters, salary negotiation and start date.
Robert Walters will also provide post-recruitment support to ensure the continued satisfaction of both parties.

Speak to us

Get in touch with us today. One of our recruitment specialists will find out how we can tailor a recruitment solution to best fit your unique staffing needs.

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Having a clear framework for interviewing will ensure that no questions are left unanswered and that you have a fluid, but structured conversation. It will also ensure you come across to the candidate as credible and professional. It's advisable to split your interview into three distinct areas: an introduction, core questions and then a conclusion.

 

 

Setting the scene

A good interview starts with a good introduction. In this part of the interview you're aiming to relax the candidate (so you get better answers later) and perhaps even yourself if you're unaccustomed to interviewing. Additionally, this is the time to set the scene for what will follow and what you intend to cover.

A good interview starts with a good introduction. In this part of the interview you're aiming to relax the candidate.

You might want to start by looking for areas of common ground between you and the candidate. A good place to start would be their interests. Hopefully as the candidate gradually becomes more relaxed, their personality will be revealed.

It's also useful at this stage to give the candidate insights into the company, its history and the future, as well as your background and how you fit into the company.

Core questions

This is where you ask the candidate to run through their CV in detail asking open ended questions on their relevant work experience. For example:

• Tell me about the team you have been working in?
• What were your likes and dislikes in your past positions?
• Describe a typical working day
• What results did you achieve?
• What have been your biggest achievements?
• What didn't you like about your role, and what were your reasons for leaving?

Wrapping up the interview

This is the time to encourage the candidate to ask questions, giving you a last opportunity to sell your role and organisation. At this stage it's worth letting the candidate know the steps in the recruitment process and timelines you're working to. If you feel the interview has gone well and you like the candidate it may be worth reconfirming their pay and notice period and ask the candidate if they have any questions or reservations about the role. Finally ask them to call their recruitment consultant with their feedback once they have collected their thoughts.

Do you need further advice on conducting interviews?

If you are new to interviewing or if you want to ensure you are using the latest methods, (including competency interviewing techniques) contact us today to arrange a one-to-one interview skills coaching session.
 

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"Recruiting professionals in a candidate shortage market"

The paper was compiled from the results of a poll the company conducted in June. The survey received responses from 180 HR managers at companies in Japan and South Korea and 1,484 bilingual professionals with specialised skills.  Download the whitepaper

Summary of the paper

According to the survey, more than 70 percent of the bilingual professionals say they would require pay raises of at least 10 percent when changing jobs. On the other hand, it was learned that less than 20 percent of companies had hiked pay to respond to the shortage of talent.

More than 70 percent of the bilingual professionals say they would require pay raises of at least 10 percent when changing jobs.

Many of the companies say that in lieu of paying higher salaries, they tried to cope with the shortage over the past year through employee training, reshuffling work duties among their offices or instituting transfers from overseas offices. In addition, nearly half the companies loosened their hiring requirements.

More than 80 percent of the HR managers say they feel it is difficult recruiting suitably qualified professionals  . The survey also revealed the effects of the shortage on businesses. These include lower productivity (cited by 38 percent of respondents), failing to meet deadlines/struggling to address client companies’ expectations (32 percent) and reduced morale among employees (16 percent).

Nevertheless, one in five of the personnel managers had no plans to consider measures to address talent shortages in the future. Therefore, they are required to accurately grasp the hopes and desires of the human resources they want to hire while adopting a flexible stance in their recruitment activities.

Comparisons between Japan and South Korea

• The shortage of bilingual talent was felt more acutely by recruitment managers in Japan than in South Korea. Even so, the ratio of South Korean companies that had already set up measures to respond to future shortages of human resources was 44 percent, higher than their Japanese counterparts at 35 percent.

• Among the South Korean personnel managers, 32 percent had raised employees’ standard pay and 16 percent improved benefits over the previous year to recruit suitably qualified professionals. Japanese HR managers implementing the same measures were 19 percent and 8 percent, respectively.

• As for the appeal of switching jobs, 71 percent of bilingual professionals in Japan cited higher pay than at their current workplaces. That ratio exceeded the 52 percent recorded for their South Korean counterparts.

• Nearly 70 percent of both the Japanese and South Korean bilingual professionals say they are attracted to the prospect of having a new position or doing challenging work. Around 30 percent of them have a sense of dissatisfaction over a lack of rewards at their current workplaces.

• Bilingual professionals who say they find job security attractive accounted for around half of respondents in both countries: 52 percent in South Korea and 46 percent in Japan.

• More of the South Korean bilingual professionals (47 percent) than their Japanese counterparts (38 percent) say they feel absolutely no resistance to changing jobs.

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The Robert Walters brand stands for innovation, vision and leadership in the global recruitment market. We are committed to our business and passionate about our brand. Since 1985, our solutions are tried and tested, ensuring we represent only the highest calibre candidates in the marketplace.

1. Global presence with a local touch

As a truly global recruitment consultancy we can provide truly scalable solutions. Our international presence enables us to source not only from our extensive network of Japanese candidates, but also from our regional and global networks. Whether you are a multi-national or a smaller regional organisation, we have the global coverage and local knowledge to meet any recruitment need.

2. Our candidates

Our recruitment methods and sourcing strategies ensure we identify only the highest calibre of candidates. Our comprehensive database is a proven source of the market’s highest quality candidates and the majority of the professionals we represent are able to operate effectively in both Japanese and English. Each of our candidates also receives personal guidance to help them respond effectively to the job opportunities we identify.

3. Non-commissioned approach

Our business philosophy is to offer our clients a consultancy-based service, rather than recruitment based on volume. By employing a non-commissioned approach, our consultants remain focused on sourcing candidates that best match a client’s needs, rather than simply chasing commissions.

4. Professional consultants with professional qualifications

Our greatest asset remains our people. We actively recruit our consultants from specialist practice areas such as accountancy & finance, banking, law, IT, HR and sales & marketing, engineering, supply chain and logistics. This degree of specialisation allows Robert Walters to gain insight into the pertinent issues affecting your business.

Since 1985, our solutions are tried and tested, ensuring we represent only the highest calibre candidates in the marketplace.

5. An award-winning business

Robert Walters has a proven track record of providing the highest quality recruitment services – demonstrated by the number of awards we have won across the globe.

6. A trusted advisor delivering tailored recruitment solutions

At Robert Walters, we partner with our clients to deliver recruitment solutions that are tailored to the unique needs of every organisation. As a trusted advisor, we leverage our unrivalled expertise and industry knowledge to ensure the right individuals fill the right roles within your business.

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Are you making common HR mistakes?

Navigating through economic uncertainty can have a significant impact on the future health of your business.

Human resources often play a critical role during these times to ensure that the best staffing resources are available when conditions begin to improve.

Complete hiring freezes

Making sweeping hiring freezes will not help a company in the long run. Instead new hire requests should be evaluated on a case by case basis.

Ask the department head:

• Is this position critical?
• Will leaving this position vacant put stress on existing staff?

Navigating through economic uncertainty can have a significant impact on the future health of your business.

Human resources often play a critical role during these times to ensure that the best staffing resources are available when conditions begin to improve.

There are creative ways to get round a hiring freeze: could the position work on a part-time/job rotation or flexi-time basis? A temp or contractor can also help relieve workload pressures without adding to your headcount.

Headhunting talented professionals in the industry should be an on-going strategy so that the company will be in a stronger and more competitive position to lead the growth when the market recovers.

Failure to plan

Although we are currently in a downturn, it will definitely not last forever. Look at your business and determine where your weaknesses and strengths are in terms of your HR function. HR departments that cease all their HR functions now will find themselves having to play catch-up when things improve, which they eventually will. This is also an ideal time for companies to implement new systems, update training materials/literature and generally catch up on ‘housekeeping’.

Don’t overlook your star performers

Now is the time to focus on your best performers. Do they need up-skilling or training? This is especially valuable if you are not able to give them a salary increase/promotion/bonus. They will still feel valued and hopefully loyal to the company. Are there non-monetary ways you can reward them? E.g. additional leave, training, life coaching.

Most prudent employers are not pushing down base salaries as this generally has a catapult effect on retention when the market conditions start improving and when there is more hiring activity in the market. Some companies have even increased the base salaries for a group of employees identified as key resources as a part of their retention strategy.

Long delays between interviewing applicants and making an offer

The best talent will always be sought after, even in a downturn. Taking weeks or months between the interview and the offer stage will almost guarantee your company the missed opportunity on their first choice candidate for the position. Ideally, before starting the recruitment process, HR should have lined up the schedules for all key decision makers who will be playing a role in the selection process, ensuring that the entire selection process can be completed over a 2-3 week period.

Access to the line management

If you are the first line of screening for a new position, make sure you have a thorough understanding of the role, key challenges, ideal background and experience. Do not be afraid to question antiquated stereotypes if you feel this will prevent the company from getting the best person for the job. If you are using a recruitment consultancy, try to select one that genuinely specialises in the area/sector you are recruiting for – and consider giving them access to the line manager. The likely outcome is that the role will be filled more quickly - which will eventually save you time and money and earn you a big pat on the back from your boss!

Contact us today. One of our recruitment specialists will find out how we can tailor a recruitment solution to best fit your staffing needs.

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Robert Walters contract teams are specialists in sourcing temporary staff that fit your company’s unique requirements. We are fully licensed and compliant with Japanese Labour law and help businesses of all kinds benefit from a flexible workforce.

Our teams in Tokyo and Osaka provide temporary solutions across a number of disciplines including finance and accounting, IT, and business support and administration.

 

Benefits of Employing a Professional Contractor

• Temporary Cover
  A temporary resource can help ease the workload during busy periods, projects or product launches. sickness or maternity cover. This flexibility allows your business to operate productively with minimal disruption.

• Budget Flexibility
  Employing temporary resources allows businesses to efficiently manage staffing levels and budgets and rapidly adapt to changing workflows.

• Accessing Specialised Skills
  Experienced contractors provide businesses with skills and knowledge gained from a variety of companies and assignments.

• Staffing Options
  Contractors provide employers with the flexibility to manage heavy or fluctuating workloads despite uncertain demand or permanent headcount freezes.

• Speed of Response
  Many temporary staff are immediately available without having to serve the notice required by permanent employees.

Why Partner with Robert Walters Contract Teams

Robert Walters is focused on understanding your business. Every candidate we present is interviewed and assessed by our experienced consultants, ensuring we provide candidates that fit your organisational culture.

Every candidate we present is interviewed and assessed by our experienced consultants, ensuring we provide candidates that fit your organisational culture.

Our fully compliant, bilingual contract administration team provides a professional and efficient payroll service and can organise work visas where required.

Our consultants access one of the largest databases in Japan of bilingual professionals seeking temporary, contract and interim roles across all professional sectors.

We provide a fast and efficient service, reducing the period of time you are without an employee.

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Though contracting has become a rewarding and respected career choice for bilingual professionals in Japan, many misconceptions remain. Find the answers to some of the most commonly asked questions by employers below.

 

 

Q1. Are the legal and compliance issues for hiring contract professionals complex or risky?

There are serious legal and compliance risks if businesses work with an unlicensed or non-compliant supplier. However, Robert Walters is a fully compliant, licensed provider of contractor services with an exemplary track record in Japan.

We have the experience and expertise to provide secure and risk-free contract solutions that are fully compliant with Japanese Labour Laws. We partner with legal specialists to stay up-to-date with regulations so that our clients can enjoy the benefits of a flexible workforce.

Robert Walters is a fully compliant, licensed provider of contractor services with an exemplary track record in Japan.

Q2. What types of employment contracts are available in Japan?

Read more about the options available to employers in our useful guide to contract types in Japan.

 

Q3. Is the quality of candidates for contracting positions different to candidates seeking permanent positions?

Not at all. The contract workers we manage are highly skilled. These professionals choose contract positions for a variety of reasons whether for career flexibility or the result of a larger volume of contract opportunities available due to market conditions. Many permanent employees actually start their careers as temporary workers.

Q4. Isn’t hiring a contractor an expensive solution?

No, the costs associated with unfilled positions or staff shortages, such as projects running late, substandard service to customers, or staff turnover related to working in an overworked, understaffed environment are often far greater than the cost of hiring a temporary worker.

Also, the cost of hiring a temporary worker is easy to manage. Clients only pay for the hours worked, and there are no additional fees. A single, monthly charge rate includes all direct (wages) and indirect (insurances, pension, payroll etc) employment costs, and all recruitment sourcing and screening fees.

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 Do you have a strong employer brand? It’s a question that any company looking to hire new talent should ask themselves. However, before contacting your marketing team to design a complex branding strategy, ensure that you are getting the basics right.

For many people, the impression of a company is formed early on in the recruitment process. Once a job seeker makes contact, the experience that they have throughout the entire process should be a positive one. Here is one simple practice that you and your employees can do to improve your employer brand.

Ensure those who apply to your company have a 5 star experience

Candidates applying for a role with your company should be treated with courtesy and respect throughout the recruitment process. The way you engage with applicants from the very start of the process creates a perception of your company. You can contribute to whether it is a positive or negative experience for them.

How can you ensure a good experience for your candidates?

• Respond promptly to all applications
• Ensure the experience for candidates attending your office for interview is a positive one. A warm welcome from the receptionist, ambient interview rooms and a well-trained interviewer are key
• Ensure your interview tools are designed to be fair and transparent
• Provide feedback to candidates at all stages of the process
• Keep applicants informed of delays or changes to the process
• When unsuccessful, ensure candidates receive meaningful feedback
• Seek feedback from successful and unsuccessful candidates on the interview process to enable improvements

Harness the power of word of mouth

According to a recent McKinsey report, 70% of buying experiences are based on how the customer feels they are being treated. In this candidate short market you are selling your role and your company to the best people in the marketplace. Harness the theory of six degrees of separation. This theory explains that everyone is six or fewer steps away, by way of introduction, from any other person in the world. From here, you van ensure a positive experience for anyone that applies to your company. 
Every person that applies for a role with your company should be treated with courtesy and respect.

Elaine Mooney, HR Manager for Robert Walters Ireland says: “The person you interviewed this morning may not be suitable for your current role, but their brother’s colleague just might be.”

Ensuring all applicants have a great experience means both successful and unsuccessful candidates are more likely to speak positively about your company and the people who they speak to may well be your next great hire.

Contact us today. One of our recruitment specialists will find out how we can tailor a recruitment solution to best fit your staffing needs.

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Robert Walters Japan

We've been a driving force in Japanese bilingual recruitment market providing high quality candidates for our clients and access to the best jobs for over 15 years. We always put the interests of our clients and candidates first and run the non-commission recruitment firm in Japan. That means we can find the best fit for employer and job seeker and don't push people into unsuitable roles.

With offices in Tokyo and Osaka, Robert Walters Japan specialises in permanent and contract recruitment solutions across all industry sectors including accountancy & finance, banking & financial services, legal, compliance & risk, engineering & operations, general management & consultancy, human resources, information technology, sales and marketing in the fields of retail, healthcare, online as well as supply chain, logistics & procurement. 

In spite of economic and political uncertainty created by Brexit and the US election, many markets across the world experienced strong economic growth and increased hiring activity in 2016. In fact, our latest research shows that 83% of hiring managers were affected by talent shortages in 2016. 

With this continuing in 2017, we predict a number of markets will continue to be affected by talent shortages, putting more emphasis than ever on the retention of existing staff. Based on our research and findings from the 2017 Global Salary Survey, we’ve outlined our top tips to ensure you retain your best talent, in a highly competitive hiring landscape.

Offer clear career progression

In candidate short markets such as Japan, we’re seeing increasing demand from professionals for non-financial benefits such as structured career progression. Have regular meetings and review sessions with your staff, and ensure you are clear about KPIs and progression paths. Ambiguity can leave people frustrated and keen to move elsewhere in order to progress to the next level. Ensure you retain key staff by offering good career progression opportunities and through giving regular feedback on what staff need to do to move up the ladder. 

Don’t put off hiring

With over 80% of employers in Belgium and Ireland saying they were affected by talent shortages in 2016, this is a trend we expect to continue throughout 2017. For markets experiencing high attrition rates, our advice is to ensure extreme workloads don’t get pushed on to existing team members. There is a difference between upskilling, and overloading people with extra work to bridge skills gaps, and it’s important to identify which members of staff are happy to take on more responsibility. Forcing an increased workload onto those who don’t want it, can lead to further talent shortages, which could leave you struggling to fill client demands. 

If you need to fill a position, start looking as soon as possible - it can often take longer than anticipated to find the right fit for a role.

Focus on upskilling 

A good way of counteracting talent shortages is to focus on getting more out of your existing employees. Providing staff with opportunities for further training or the chance to take on new responsibilities, is a valuable retention strategy and can prevent the emergence of skills shortages if staff do leave. Many employees relish development opportunities so this can have the added effect of increasing loyalty amongst your staff.

Communication is key

It may sound simple, but something you can never do enough is to actually communicate with your staff. Ensure employees have regular catch-ups with management so you are up to speed with any concerns they may have. You could also ask staff to take part in employee surveys. This can be a great way for people to air issues privately and for you as an employer to get a feel for the general mood in the office. Discovering issues that may be causing frustration amongst your team could be an important preventative measure towards retaining those who are on the cusp of making a move. 

Counter with more than just cash

What steps can you take to prevent a staff member from leaving who has been offered a position elsewhere? 65% of employers tell us that they have given counter offers of cash in order to retain staff. While it can be tempting to throw money at the situation, our research shows that 40% of professionals who were offered a cash only counter offer, go on to restart their job search within a year. Remember, staff who are thinking of leaving your organisation may be doing so for reasons other than remuneration. Offering additional benefits like flexi-time, clear career progression or more autonomy in their role can ensure that people stay with the company for longer.

Work perks and additional benefits can make a huge difference

We’ve all heard of the types of perks staff receive at Silicon Valley’s large tech companies. Google has a dry cleaning service and an onsite gym. At Facebook you can enjoy free food all day and have your holiday snaps processed. While these perks may seem overly generous they are fast becoming the norm as companies compete for the best talent. If you’re not already doing so, consider introducing initiatives such as free breakfasts or subsidised gym memberships. In the long run, the return in terms of employee satisfaction and commitment will far outweigh the financial costs.

Contact us today. One of our recruitment specialists will find out how we can tailor a recruitment solution to best fit your staffing needs.

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As global demand for technical expertise and digital skills continues unabated, there is growing competition amongst employers to hire professionals with these skill sets. This is particularly true across Asia, where countries such as Malaysia, Hong Kong and Japan are seeing heightened demand for skill sets in e-commerce, cloud technology, cyber security, mobile, web development, IT and digital marketing. In addition, we are also seeing strong demand across Australia and Europe. In Ireland, extreme talent shortages in areas such as cyber security, is leading employers to recruit suitable talent from overseas.

As competition for tech and digital professionals increases, here are our top tips to give you the edge over competitors when sourcing the best people for your organisation.

Review your recruitment processes 

In many global markets where there are candidate shortages, jobseekers will often be considering multiple job opportunities at the same time. One of the key ways to ensure you secure the candidate you want is through timely and efficient management of your recruitment processes. Taking too long to make a decision on a hire could result in losing them to someone else. It’s also important to follow up with candidates regularly throughout the process to ensure that they are kept in the loop, and a good recruitment partner can help you with this.

Work on your employer brand 

Strong candidates will evaluate a company’s employer brand before applying for or accepting a job. In China, 67% of professionals say they actively use social media to gather information on companies when job hunting. Therefore, it’s important to be intentional about promoting your employer brand online. Proper management of assets such as your website and social media channels can help you to present your brand in the best possible light. Use these channels to show potential employees your workplace culture and to highlight some of the best things about working at your company.

Look for ‘passive’ jobseekers

Often your ideal candidate is already employed and not actively hunting for a new role so they are a passive candidate. However, research we conducted in the UK shows that 94% of candidates are open to new opportunities even when they’re not actively job hunting. Even if the person you’re looking for is employed elsewhere, they may still be open to an exciting opportunity. A good recruitment partner can help you to access the passive market.

Be aware of shifting priorities 

The way people work is changing, and we’re now seeing a growing trend of candidates choosing roles based on the quality of work and projects they will have a chance to be involved in. In Hong Kong and Taiwan in particular we’re seeing jobseekers increasingly demanding a stimulating and collaborative working environment. Promote interesting projects to your tech candidates in order to create a more attractive proposition.

Offer work-life balance

One of the key trends which is continuing to grow globally, and in particular is emerging across Asia, is the increasing number of professionals placing a higher emphasis on work-life balance, rather than just remuneration. Offering flexibility to your employees with initiatives such as flexi-time and telecommuting can make a huge difference to how attractive your company will be to potential employees.

Be flexible in your criteria

Digital is a constantly evolving and changing arena, so try not to be too rigid in your hiring requirements, particularly if you’re operating within a candidate short market. It is better to hire someone who is dynamic and willing to learn and then grow their skill set with the changing needs of the business. Consider offering additional training if required, this will also be an attractive benefit to a potential employee.

Benchmark your salary offering

In a hyper competitive market, it’s vital you offer the market rate if you’re to have the best chance of securing the talent you’re looking for. Keep up to date with market trends. Through benchmarking your salary rates against competitors, you can get a good sense of what the going rate is for tech talent in different areas and at different levels of seniority. Most good recruiters will talk to you about current salary levels even if you’re not hiring right now.

Contact us today. One of our recruitment specialists will find out how we can tailor a recruitment solution to best fit your staffing needs.

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Many hiring managers are used to a transactional relationship with a recruiter, but that's before they meet a consultant from Robert Walters.

We work differently. We focus on developing long-term relationships with our clients - a relationship you want to continue.

Our approach has resonated with our clients over the last 30 years and it's why we recruit for the leading businesses in Japan. Our teams will work to earn your trust and build a consultative relationship.

As part of this we produce industry leading market research and hiring advice to help you attract and retain top professionals for your business.

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Salary benchmarking allows companies to establish whether their senior executives’ remuneration packages are in line with the rest of the market. Here, we explore it in more detail.

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When firms hire critical senior-level appointments, the stakes are high. The basic salaries on offer for these roles are exceedingly high and employers will be looking for a candidate who meets all requirements in terms of their experience, is the right fit for the position (and organisation) and will commit to the company for a significant period of time. For the employer, finding the right person is absolutely key as he or she will be integral to overall organisational success. The selection process therefore has to be extremely rigorous.

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In the past, ‘equality’ was seen as the priority by many businesses, even if it simply meant ensuring compliance with government legislation on equal opportunities. However, as organisations have come to recognise the strong business case for a diverse workforce, the emphasis has shifted to developing policies which actively encourage candidates from diverse backgrounds to apply and to shape an inclusive company culture.

Developing an effective diversity strategy depends on collaboration between stakeholders throughout the business, and clarifying who has responsibility for driving change is essential.

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Workplace policies that fail to create inclusion and equality risk costing businesses as talented professionals leave their workforce and go to rival companies or set up their own. In order to avoid that, it's important for businesses to change how they manage maternity in order to improve their workplace and become more inclusive to working mothers and fathers.

Here are a few key changes businesses can embrace in order to attract, retain and promote their female talent and nurture the emotional intelligence of their employees.

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Many employers see contracting simply as a temporary solution until a permanent hire is found, helping to bridge shortfalls in staff numbers and manage short-term growth.

There are many different advantages to taking on contractors, here we explore the numerous values contractors can bring to a company in all shapes and size, and how they can benefit businesses across all sectors. 

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The Government of Japan and other entities are currently encouraging companies to lift bans on “side businesses”. It's a practice in which employees undertake work that is separate from the company.). This is a part of a move to bring about a change in working patterns in Japan. From 2017 through 2018, we've seen a trend where companies are increasingly permitting their employees to engage in side businesses.

Concerns about risks relating to labour management, excessive working hours, industrial accidents, and the risk of information leaks are rising. But what factors are motivating the companies which are moving towards lifting the ban on side businesses? Also, how popular is the practice of sideline work likely to become as the ban is lifted? To answer these questions, Robert Walters Japan administered a large-scale questionnaire to company employees. We particularly targeted people who are using their English abilities and specialised skills at the front line of Japanese business. Based on the responses, this article offers some ideas on how to make the ban work for businesses.

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A reference check can shed light on a candidate's character; more so than a resume or interview. Understanding the methods and benefits of a reference check will help to reduce resume fraud and other hiring risks.  

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Associate Professor Michael A. Osborne of the University of Oxford has predicted that 47% of the total jobs in the United States will face the risk of being automated by the year 2030. Many other pre-eminent, global executives have made similar statements, leading to these predictions being referred to as the “AI Menace.”

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Hiring the right person for a role is never easy — but dealing with the fallout from a bad hire can be even more challenging. Today we examine the red flags to watch out for…

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Recruiting top talent can be challenging, but it is also an essential part of developing your business and meeting its long-term goals.

Improving the way you hire will not only maintain the smooth operation of your business, but also ensure you attract the best talent on the market.

To help you hire more effectively, we’ve collected our top tips on how to create a stand-out recruitment process.

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From providing volunteering opportunities to offering tailored development training packages, there are plenty of non-financial ways to attract the best candidates. 

They say money makes the world go round, but for many candidates salary isn’t the only factor considered when accepting a job offer.

While incentives used to be limited to popular perks such as stock options and mortgage allowances, candidates are now looking for a wider range of benefits. Ensure your hiring processes are meeting expectations by considering these five points.

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A managerial hire has the power to make or break your department, so it’s essential you get it right.

Recruiting a new manager can be one of the most important and influential hires you’ll ever make.

A good manager should be experienced, dynamic, trustworthy and have strong leadership skills — but finding a candidate who ticks all these boxes is a challenge.

Here are some questions to ask yourself to make the process a little easier.

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An effective job description is the first step in finding the right talent for your company. Not only will it help you sell the role to prospective candidates, it will also allow you to make informed hiring decisions that meet the needs of your business. 

But how do you craft a great job description? To help, we’ve created this step-by-step guide including advice from Joshua Bryan, Financial Services director at Robert Walters Japan.

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About mentorship programmes

Mentorship programmes involve assigning existing employees at a company to provide support for new recruits. These assigned employees are different from the new recruits' direct superiors. They are selected from people around the same age or with a similar employment history as the new employees. These programmes ensure that new employees have someone who they can easily talk to if they have any issues.
Typically, the more experienced employee who provides support is called a "mentor,". The new employee who receives support is called a "mentee."

Differences from coaching programmes

Coaching programmes are similar to mentorships. They involve experienced employees called “coaches” who provide support to new recruits or younger employees.
However, mentoring is different to coaching. Coaching programmes focus on providing support in terms of tasks at work. Mentorship programmes mainly function to give individual support regarding interpersonal relationships and career development. To put it in simple terms, mentorship does not involve support for the actual work at hand. As such, people are not selected as mentors if they belong to the same division as the mentee, because they may have direct vested interests in how tasks progress.

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RPA, also referred to as digital labour, is currently attracting attention as a tool for automating tasks. It's best-known for its potential to address ever-growing labour shortages in a shrinking population. More companies have gradually come to deploy RPA as a means to boost efficiency and resolve labour shortage issues. One other prominent and long-standing task automation tool is the macro function in Microsoft Excel. It works to perform actions programmatically and achieves similar results to RPA. While macros have several areas in common with RPA, there are also significant differences between them. This article highlights the areas that set these two tools apart. Then we go into detail on the main characteristics of each one. The advantages and drawbacks of deploying them will also be discussed. 

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About EVP (Employee Value Proposition)

Employee Value Proposition, or EVP, means the value that companies can provide for their employees.

Some features of an EVP include work-life balance, favourable employee benefits, and assistance in attaining qualifications. By working to attain and enhance their EVP, companies can prevent current employees and future candidates from moving to another company. Whilst encouraging employees to keep working at the same company, an EVP can also persuade jobseekers to choose that particular company over others.
However, it is important to remember that many other companies will generally offer a standard set of employee benefits and similar perks; you will need to consider a unique EVP to set your company apart from the rest.

Why an EVP is essential

It is no longer the norm for employees to remain at the same company for a very long time, as changing jobs has become more common than ever before. Companies are seeking new ways to ensure that they do not lose talented individuals to their competitors, and an EVP is an essential factor in preventing this problem.

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Increasingly complex working environments mean organisations want employees that are adaptable and resilient. But how can you spot these qualities in candidates?

When hiring new talent, you may think technical prowess and interpersonal skills are all that matter. But in the stressful modern workplace, resilience is an increasingly sought-after skill.

So how can you ensure candidates have the resilience needed to succeed within your business? To help you find that all-important talent, we provide some unique insights.

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From LinkedIn posts to Glassdoor reviews, today’s candidate comes to interviews armed with a wealth of information and a different set of expectations. How can hiring managers make sure they’re prepared?

In today’s talent-short market, the power in the interview room has shifted to the candidate. Additionally, employers are facing a new set of candidate demands as younger talent focus on company culture and potential to make an impact as well as their salary package and staff perks.

With this new power dynamic, hiring managers are increasingly finding themselves being ‘interviewed’ by candidates. We explain how to make the most of this process to find the best talent for your business. 

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Managing people is no longer simply a responsibility - there is now an increasing recognition of the importance of the skill of people management. How well or badly a team is managed can affect employee retention, productivity, creativity and even your employees’ health.

So it makes good business sense to be an effective people manager. If you are unsure about where to begin, here are five steps to get started.

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Hiring a contractor can be a great way to give your business a short-term boost, but how can you be sure you’re getting the best talent?

Whether you’re looking for a short-term fix or simply exploring different recruitment options, hiring a contractor can be a great option for your business.

But filling contractor roles requires a different approach to permanent positions, which is why we’ve compiled some tips on hiring the best contractors.

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With technology ever-changing, it’s key to have the best tech talent at your company so you can evolve with the times. But how can your business attract this talent?

For many companies, attracting the best talent is a challenge – especially in the ultra-competitive tech sector. In a marketplace full of opportunity, companies need to strive ever harder to make themselves stand out from the crowd.

While this may sound daunting, some simple evolutions in your recruitment process can go a long way. To help you out, we’ve compiled some key advice.

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Mobile hiring solutions is driving the recruitment market. At the forefront of the market’s evolution is one-way or on-demand video interviews, which have emerged as a resource and time saving solution for hiring managers with a high volume of interviews to complete or who simply cannot attend a face-to-face interview.

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Working from home or remote working can provide professionals with a more flexible working style and in some special circumstances, it can be essential. With the rise of remote working, businesses need to ensure that their managers and team-leads are well geared up to ensure successful remote management that drives productivity in their remote workforce.

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In recent years, the introduction of technologies and services in the field of human resources called “HR tech” has been progressing worldwide. As the use of cloud computing and big data increases the efficiency of operations, HR jobs will shift from management tasks to management strategies such as acquiring talented professionals. In preparation for the coming era of AI collaboration, HR departments are expected to have a strategic role such as being actively involved in management strategy planning while taking advantage of data utilisation and management strategy.

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As a business leader, you simply never know when your organisation is going to face hardships. Whether it’s due to reasons within or entirely outside of your control, inspiring leadership is needed more than ever when times are tough. 

Staff can often become overwhelmed by all the pressure and uncertainty that comes during turbulent times, making it especially important that leaders are able to ensure their employees stay inspired and motivated. Here are some useful tips on how to guide your staff through stormy waters.

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In recent years, global companies have placed more emphasis on corporate culture matching in the context of realising the full potential of highly skilled employees. While corporate culture is sometimes used in traditional Japanese companies, the phrase carries a slightly different meaning in global companies.

As a specialist recruitment consultancy working with global businesses, Robert Walters Japan highlights the increasing importance of corporate culture for organisations seeking to hire global talents.  

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Creating a comfortable environment for both the candidate and the hiring manager is key to a productive interview, regardless of whether it’s taking place face-to-face or via Skype. But with a few different factors in the mix (poor internet connectivity to name but a few), how can you ‘avoid the awkward’ when conducting an interview on Skype?

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When you’re looking for new employees, face-to-face meetings tend to be the ultimate decider in whether you will hire someone to join your organisation. However, sometimes face-to-face meetings are not possible. Digitising your recruitment process can provide multiple benefits including speed to market, diversified shortlists and wider reach of employer brand.

Here are our top tips for digitising each step of the process and hiring great talent remotely.

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As businesses take further steps towards telework and digital onboarding, it’s crucial to give new joiners a personalised experience and positive first impression. With all the nervousness that comes along with starting a new position, this can be intensified when beginning remotely. So how can employers keep new talent engaged and enthused about their new role?

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Creating the right connection with a candidate, as well as assessing their cultural fit and technical capability, is key to making the right hiring decision. But how can you feel confident when making an offer to a candidate that you’ve never met face to face? Here are our top tips to tackle the final hiring decision when taking on the challenge of doing it remotely.

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Keeping employees engaged is vital to productivity and retaining talent. As telework becomes increasingly widespread, managers will need to adjust their leadership styles to ensure employee engagement out of the office.

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As work from home continues to be the “new norm”, this has left many employees vulnerable to the effects of self-isolation on their mental health and wellbeing. What kind of measures should be taken to maintain the mental health of employees working remotely? Here, we highlight the importance of mental health management and ways to support your team’s mental health while working from home. 

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Covid-19 has challenged some of the preconceived views on employee productivity in the office. With a large share of the global workforce successfully working from home, it’s brought into question the rigid office schedules and working policies most organisations are governed by.

So, what can we expect in the new normal? Based on findings from our global survey on the future of work, we discuss potential changes in three main areas of work.

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With the state of emergency lifted, we are starting to see everyday life gradually return to some semblance of normalcy. Nevertheless, COVID-19 continues to leave a lasting impact and some aspects of life may never be the same, including the way we work. To help adapt to the new normal, we have prepared a guide for HR departments on how to approach work styles. 

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After a few months of working from home, most people have now found their new normal. At the same time, many companies are now planning for a safe return to the office. However, what that office environment will look like will depend on the strategies implemented.  

Robert Walters surveyed over 2,000 global organisations as well as 5,220 professionals worldwide to better understand how businesses and employees envision the new world of work. Here, we discuss several options organisations can use when planning their return to the office.

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After a few months of working from home, most people have now found their new normal. At the same time, many companies are now planning for a safe return to the office. However, what that office environment will look like will depend on the strategies implemented.  

Robert Walters surveyed over 2,000 global organisations as well as 5,220 professionals worldwide to better understand how businesses and employees envision the new world of work. Here, we discuss several options organisations can use when planning their return to the office.

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The COVID-19 pandemic has forced every leader to start managing unprecedented changes to their organisation. One of the biggest challenges leaders are facing is effectively transitioning their teams back to the workplace in an environment where very little will be the same in the short term—and perhaps not in the longer term either.

Teams will need to adapt to working from the office again, which will require new views, practices and expectations. Here are our management tips to ensure success as your team returns to the workplace.

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The world continues to live under a shadow of uncertainty. Many businesses are struggling with the economic downturn brought by the pandemic in what is known as “COVID-19 shock.” Overcoming it will not only require lifestyle adjustments to curb infections, but also a re-examination of how we approach business.

The standard formulas for success no longer hold true in the new normal. The key to emerging from the COVID-19 shock will be to adapt and grow without turning away from difficult situations. Here, we explain why a growth mindset is integral to weather the storm. And how your team can work towards this mindset even under special work arrangements. 

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A global survey conducted by Robert Walters in May 2020 indicated that 88% of employees want to continue teleworking even after COVID-19 ends. As professionals’ attitudes towards work change, it is very likely that flexible work styles will become the norm in the post post-pandemic era. How should HR departments handle the transition from traditional to flexible, location-independent work styles? We have prepared a guide summarising key points to keep in mind for organisations when designing or updating their employment systems.

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The way we work is changing rapidly. The remote working experiment as a result of COVID-19 measures showed employers that working from home does not hurt their workforce’s productivity level. At the same time, employers recognise that remote work provides a welcome opportunity to save costs on travel expenses and office space.

Aside from the changes that COVID-19 has brought to offices, job automation has disrupted the way we work significantly. We now have the technology to automate repetitive tasks, a development that affects not only what we do, but also how and where we carry out our work. HR business partners play a strong role in preparing employees for the different elements that shape the future world of work.  

A new approach to performance management

Redesigning the performance measurement system is likely to make the most noticeable impact in an HR department’s quest to make a strategic business impact. Giving continuous feedback yields the best results in your employees, as the described situations will still be fresh in the employee’s mind. Through modern technology, employees can get feedback from all relevant stakeholders in the organisation, not solely from their manager. This gives a 360° impression of an employee’s performance. New technology can also help determine who the top performers are. This information is useful, as research shows that the top five percent of employees perform 400% better than average employees (source: http://www.hermanaguinis.com/PPsych2012.pdf). Rewarding only top performers with bonuses is not only fair, it will also eliminate the time-consuming and arbitrary process of rating the relative performance of all your employees, to determine the value of their bonuses.

Learning and development for leaders

The leaders of the future need a new approach to managing their workforce. Managers may no longer fully understand the job their employees are doing. And remote work will make it difficult for managers to keep an overview of what employees are doing at each moment of the day. Future-proof managers need to feel confident about extending more autonomy to their employees and to focus on results rather than worked hours. Leaders also will need to be more empathic to the work-life balance of employees and assume more of a motivational and connecting role. HR managers struggle to develop these management skills among their mid-level and senior leaders. The best way for HR to prepare their leaders for the workplace of the future is by pairing them with another leader with complimentary skills– the so-called role modelling method of learning.

Work will become more challenging in the upcoming years for many reasons. Employees will look up to their managers for guidance in navigating these changes. And great leaders will need the support from their HR business partner to live up to their full potential.  

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For years, HR has advocated for but not been granted, a seat at the table. In many organisations the department is seen more as a back-office role that concentrates mainly on employee policies, contracts, and benefits. COVID-19 forced companies to extend more influence on HR for the sake of keeping their business afloat.  

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How do cuts and remote working pose risks to staff morale? Constant disruption and change over long periods can create a sense of extreme instability amongst workers. HR teams are often at the forefront of business change – coaching managers on how to deliver difficult news in line with HR best practice, designing crucial remote working policies, and unfortunately, often cutting back on services or headcount.

For core staff, a sense of positivity despite a tough climate, is more important than ever before. This may seem nonsensical or at best extremely difficult given the circumstances, with many companies choosing instead to focus on merely gritting teeth and “getting through” the bad patch. But for HR, prioritising a robust and inspiring workplace culture and focusing on values that were established prior to changes, give a more solid foundation for recovery in the long-term.

This solid foundation offers employees support in continuing their day-to-day tasks, in providing tools they can use for transition, and in offering a sense of hope as we all look to emerge into a post-COVID-19 society.
As a bonus, maintenance and even improvements to company culture, cost nothing except for time and effort. The rewards in terms of employee engagement will be notable.  

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By forcing organisations to figure out how to make telework succeed, Covid-19 has accelerated the digital shift of the workplace by years. No one could have expected that a global pandemic would be the catalyst for a long-overdue revolution for workplace flexibility. Now organisations are gradually returning to the office with many keeping telework as an option for employees. Business leaders are contemplating their future working models.
So, has Covid-19 been enough of an experiment for organisations to change their workplace flexibility practices and think beyond telework? Here are some areas organisations need to consider in their decision-making process.

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Disagreements in the workplace are inevitable and are often viewed negatively—but this does not always have to be the case. Having differences in opinion can be an opportunity for innovation and growth. But when communication is lacking, it can also lead to emotional conflicts.

With widespread implementation of remote work leading to less face-to-face interactions, communication issues among teams may arise more frequently. Managing conflicts among a remote or hybrid workforce requires different strategies than when everyone is present in the office. In this article, we recommend five conflict management measures to adopt amidst new working styles.

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Job-based employment, which has been practised mainly in Europe and the United States, has spread to Japan in recent years. Unlike in membership-based employment, an employee in a job-based employment system is assigned a clearly defined job description. They can perform specific tasks in accordance with that job description.

In some cases, some may be hesitant to adopt job-based employment due to concerns about teamwork. Introducing it directly into an organisation or corporate culture formed by membership-based employment can create a mismatch. How can a company transform its organisation and culture to maximise teamwork and improve results while implementing job-based employment?

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Nowadays, more companies are acknowledging the importance of recognising and utilising a diverse workforce. However, the introduction of diversity and inclusion in Japan seems to be lagging behind due to the long-standing membership-based employment system. During Japan's period of rapid economic growth, membership-based employment was a good way for companies to secure a long-term workforce for their growth. In order to achieve this, a highly homogenous organisation was preferred.

Nowadays, organisations have come to understand that creating a culture that recognises and respects each member’s differences leads to business growth. This article explains how organisations can work towards achieving diversity and inclusion.

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With the rise of telework due to Covid-19, many professionals have expressed a desire to continue teleworking and envision the workplace of the future to be more flexible. On the other hand, the experience of working remotely has reminded people of the importance of working together in a shared space for better communication and teamwork.  

Given this context, the primary function of the post-pandemic office is expected to shift from a place to work to a place for fostering innovation and collaboration. While the role of office space will change, this article highlights the benefits of coming to the workplace and provides tips on how to maximise the value of the office. 

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Across the globe, many people are working longer and harder than ever before. Despite an increased focus on topics like work-life balance and wellbeing, 82% of professionals we surveyed globally reported experiencing burnout even before the pandemic.

In this article, we explore strategies organisations can use to help battle burnout among hybrid and remote workforces to ensure employees maintain a healthy relationship with their work.

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The Covid-19 pandemic and other social developments are changing finance professionals’ preferences and wishes. What do they currently find important in their work? As a finance leader, how do you keep them loyal to your organisation? And how will you attract new talent? 

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The finance function was the least negatively hit throughout the pandemic – with just seven percent of professionals across the globe reporting having to work reduced hours or take a voluntary salary reduction, according to new research by Robert Walters.

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The COVID-19 pandemic forced employers and workforces to scramble towards hybrid working: a mix of office and offsite working. But while necessity is the mother of invention, it’s not always the mother of perfection.

Many organisations are now operating with hastily constructed working models that contain hidden gaps, risks, inefficiencies and threats.

As a result, many are missing out on achieving the full benefits of a highly effective hybrid working model.

In this report, Weighing Up The Benefits of a Hybrid Working Environment, we answer some pressing questions for employers and hiring managers:

• What are the symptoms of dysfunction in hybrid working – and how can you prevent or solve these?
• What aspects of hybrid working can help attract and retain the best talent?
• What impact does hybrid working have on traditional bricks and mortar workplaces

To help answer these questions – and more – we surveyed thousands of employees worldwide. We also spoke with Robert Walters leaders globally, and drew upon recent research and expert views shared by other thought leaders. This report distils these insights to offer practical insights and solutions for employers and hiring managers, worldwide.

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The COVID-19 pandemic forced employers and workforces to scramble towards hybrid working: a mix of office and offsite working. But while necessity is the mother of invention, it’s not always the mother of perfection.

Many organisations are now operating with hastily constructed working models that contain hidden gaps, risks, inefficiencies and threats.

As a result, many are missing out on achieving the full benefits of a highly effective hybrid working model.

In this report, The symptoms of dysfunction in hybrid working - obstacles & solutions, we answer some pressing questions for employers and hiring managers:

• What are the symptoms of dysfunction in hybrid working – and how can you prevent or solve these?
• What aspects of hybrid working can help attract and retain the best talent?
• What impact does hybrid working have on traditional bricks and mortar workplaces

To help answer these questions – and more – we surveyed thousands of employees worldwide. We also spoke with Robert Walters leaders globally, and drew upon recent research and expert views shared by other thought leaders. This report distils these insights to offer practical insights and solutions for employers and hiring managers, worldwide.

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Today, companies are no longer competing for talent with their direct competitors nor within industry. While big brands, deep pockets, and great employee benefits used to make for an attractive proposition, today’s workforce values more than just perks and financial rewards and are finding it in start-ups. Indeed, the number of professionals working in start-ups has grown by over 20% in the last 12 months.

In a recent Robert Walters global poll, 50% of professionals would prefer the experience of working in a start-up over the stability of an established company. With the number of professionals working in start-ups increasing, it is clear there is movement of employees from established organisations to new age ventures.

In this e-guide Robert Walters, together with start-up leaders, share insights on the three start-up characteristics that make them more attractive to professionals:

• Career growth​
  
• Innovation​
• Culture​

These insights offer practical solutions on how more established organisations can incorporate these to win the fierce competition for talent.

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It’s well known that there has been a gold rush when it comes to FinTech formations over the past 10 years, resulting in rapid expansion often limited by how quickly it takes to build out skilled teams. 

The Global FinTech Talent Report aims to help companies in the FinTech sector with this challenge by giving them industry-specific market insights, hiring trends, specialist recruitment advice and salary data, in order to attract, hire and retain top talent.

 

What’s inside? 

In this report we share insights into market trends, talent availability and salaries across the world’s largest FinTech hubs:

• Australia
• China
• Japan
• Netherlands
• Singapore
• Spain
• United Kingdom
• United States

These insights offer practical solutions for employers and hiring managers in the FinTech sector globally. 

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Today, companies are no longer directly competing for talent against competitors nor within their industry. While big brands, competitive salaries and great employee benefits used to make for an attractive proposition, today’s workforce values more than just perks and financial rewards and are finding it in start-ups. This article examines the characteristics of start-ups that make them attractive and suggests ways for established companies to incorporate these traits to recruit the best talent.

1. Career Growth

One of the attractive qualities of working in start-up companies is the potential for career advancement. Our recent global survey shows that an increasing number of company employees (28%) want to work with autonomy, which is common in start-ups.

Start-ups don’t have large teams, so their employees must complete any necessary task, regardless of job title. From performing a human resource function one day to assisting business development the next, start-ups teach employees the ins and outs of a company, increasing their value as a professional. On the other hand, large companies tend to have many teams, each specialising in a particular field, which provides fewer opportunities to gain a variety of experiences. This environment in which everyone can demonstrate their abilities in multiple fields provides excellent growth opportunities for building a career.

How to create growth opportunities like start-ups:

• Provide discretion and autonomy in job duties
• Provide opportunities for different departments to collaborate and learn about each other's work

2. Innovation

Start-ups, and entrepreneurs more broadly, embody the core principles of innovation to drive commercial outcomes. They embrace failure and risk taking and respond to challenges and opportunities with ease because of their agility. They see failure as a learning experience to improve a product or business and are constantly tweaking, pivoting and iterating their business models, design, product or service to fit their market and create customer value.

Innovation, by its very nature, involves risk and failure. In fact, many start-ups fail, yet failure is integral to the success of those that survive. In other words, the “failure” culture of start-ups is the driving force behind their innovation.

Be more innovative like start-ups:

• Fail as early as possible to minimise the cost
• Build a culture of continuous learning

- Identify organisational skills gaps
- Build a model where employees embrace learning on the job and strive for self-improvement
- Invest in learning opportunities that are accessible to all
- Provide and support funding for personalised learning methods

• Organize small teams with autonomy to speed up innovation

3. Distinct Corporate Culture

Since start-ups are often run by a small team working closely together, their “culture” is typically a reflection of the founding team’s passions and personalities. In most situations, each individual working in a start-up contributes to the overall culture. Start-up culture is aimed at breaking down the barriers and hurdles of growth that more established corporations might have and is known for being creative, laid back and passion-driven.

Four key factors that make up the feel of the ideal start-up culture:

1. Passion is what defines the existence of the business and acts as a great motivator for the team.
2. Personality is what makes the start-up unique and cannot be found anywhere else.
3. Agility enables knowledge and information to flow at a pace that greatly improves the business. It’s the more visible factor as it can be identified in the way workers work, offices are organised and brainstorming sessions are carried out.
4. Authenticity allows freedom and respect of everyone’s own identity. Bureaucratic companies tend to have processes for everything and a strict decision-making chain. The opposite is within the start-up culture values.

Establish a start-up culture:

• In addition to skills and experience, hire people who fit the overall company culture well
• Create a flatter leadership structure that encourages more engagement
• Adopt flexible working styles
• Implement a flexible employee benefits plan that employees can use at their discretion
• Provide a productive and enjoyable workplace

In recent years, employees have become increasingly aware of the importance of differences between established companies and start-ups. Therefore, companies need to be quick to incorporate the best aspects of start-up culture in order to attract the best talent.

For a more comprehensive overview on how your organisation can take cues from start-ups to increase its Employee Value Proposition, read our e-guide ‘Act like a start-up and recruit the best talent.’ 

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With the shrinking labour force due to declining birth rates and an ageing population, companies concerned about talent shortages are racing to secure excellent people. As diverse work styles become increasingly commonplace, companies will need to strengthen their appeal as an employer.

This article explains how promoting the use of childcare leave can be an effective recruitment strategy.

Japan’s childcare leave usage rate

In Japan, the burden of housework and child rearing still tends to be disproportionately placed on women in many households. According to our survey, 72% of women at foreign-affiliated companies and 66% of women at Japanese companies took childcare leave while continuing to work after pregnancy. In contrast, only 17% of men at foreign-affiliated companies and 11% of men at Japanese companies took childcare leave. The most common reason given by female employees who answered that they did not take maternity leave was that they resigned (61%). This seems to indicate that many women leave their jobs for one reason or another after pregnancy or childbirth. Although the percentage of men taking childcare leave is on the rise, having exceeded 10% for the first time in a 2021 survey by the Ministry of Health, Labor and Welfare, a bias toward women bearing the burden of childcare still exists.

Merits of promoting childcare leave

Although childcare leave is traditionally seen as an employee benefit, it also has advantages for employers:

• Attracting new talent: A high childcare usage rate among both male and female employees projects an image that a company offers flexible work styles. In particular, more young men have expressed willingness to take childcare leave year by year. A company wanting to increase their attractiveness as an employer can appeal to candidates that it offers flexible working conditions to suit a wider range of lifestyles.
• Higher retention rates: Everyone wants to work for a company that openly shows that it cares for its employees. Providing widespread access to childcare leave is an excellent way to make employees feel cared for and contributes to creating a comfortable working environment. By supporting employees through various life stages, companies can hold onto its existing talent.

How to increase childcare usage

In our survey, many male employees who cited a lack of childcare leave and a difficult workplace atmosphere as reasons for not taking childcare leave. Additionally, a certain number of women who took childcare leave changed jobs or unintentionally took on different duties after returning to work. To prevent such issues, it’s important to create an environment where employees can take childcare leave with peace of mind. Here’s what companies can do to achieve such an environment:

• Streamline operations within the organisation to develop a system where employees can cover for each other.
• Promote initiatives (e.g., standardisation and creation of workflows) that do not allocate tasks within the company to only one specific person.

Flexible work styles for all life stages

The pandemic has triggered work style reforms in Japan and the rest of the world, moving towards more flexibility. Given this, now is a golden opportunity to embrace change as increased work style flexibility offers an environment that is more conducive to promoting childcare leave.
With Japan’s working population in continuous decline, companies wishing to attract and retain talent can stay ahead by offering an environment that is easy to work in and can accommodate diverse lifestyles and different stages in life.

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Hiring trends in the world's leading financial services cities

Globally the industry is still primarily influenced by New York and London. However, we are seeing key players across APAC, such as Singapore, Tokyo and Sydney, growing in momentum. As we continue to emerge from the aftereffects of the pandemic what does this mean for the world’s leading Financial Services cities? Will we see a shift in the roles and skills across the industry? 

In this e-guide, we dive into 8 leading Financial Services cities, looking at the hiring trends over the last two years, what result this has had on the talent landscape, which skills and professionals are in demand, and what our specialist recruitment teams, globally, expect to see over the next 12 months.

In this report you’ll find in-depth data for:
- Tokyo
- New York
- London
- Singapore
- Paris
- Sydney
- Frankfurt
- Hong Kong

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Against the backdrop of a declining work force, the push for greater diversity, and the government's promotion of active female participation, an increasing number of companies are focusing on the development of female leaders and managers.

However, although the number of female leaders is increasing, the gender ratio is still far from 50-50. (Survey results)

It’s important to view increasing the presence of female managers not only as a government initiative, but also as a measure that will lead to a better working environment for all employees, and to make their work more engaging. Some surveys also suggest that companies with more female managers and executives perform better than other companies. They have seen improved business outcomes as a result of greater diversity within their teams.

In this article, we share advice on what companies can do to develop female leaders and promote women's active participation.

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Understanding the Japan business and recruitment landscape

Robert Walters will be hosting an exclusive event, that will provide an opportunity to learn about the Japan business and recruitment landscape from Jeremy Sampson, Managing Director, Robert Walters Japan & South Korea. 

Jeremy has 16 years’ experience working in Japan and has a wealth of knowledge in a market that that may appear complex from the outside. If your company is looking to expand into Japan or scale your Japanese business Jeremy will be able to provide insider insights on:

• Talent availability in Japan
• Key considerations for starting a business in Japan
• Market sentiment

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Thank you for registering your interest in Understanding the Japan business and recruitment landscape.

Kindly note that due to the limited number of seats available, we will only notify those who have successfully secured a slot at the event.

We greatly appreciate your kind understanding.

Next Stage for Second Harvest Japan:
Developing a sustainable organization to further its mission

Robert Walters Japan is excited to be the exclusive partner for Second Harvest Japan’s search for a new CEO. Incorporated in 2002, Second Harvest Japan (2hj) became the first food bank in the country. For more than 20 years it has pioneered the development of a new public asset: a food safety-net. They have introduced innovative approaches and concepts to both getting food to those in need as well as fundraising. Their ambitious goal is to see a society in which everyone in Japan has a reason to say, “Itadakimasu” each night and that no one goes to bed hungry. Their mission of working with others to develop this safety-net reflects their core values of partnership and equality with all stakeholders. We strongly back 2hj’s values and mission and we are committed to supporting their talent recruitment so they can continue to carry out their mission and reach their ultimate goal: People have enough food.
We recently sat down with the founder and CEO, Charles McJilton, to learn more about the organization, its values, vision, and future as well as what would be an ideal candidate.

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