I have been asked to identify some strategic issues in recruiting. As the Human Resource Manager, what processes would I need to implement to combat these issues?
1. Strategic recruiting (in Tokyo): finding experienced bilinguals
For newly arrived foreign firms, dealing with language and creating a human network are the core issues in establishing and/or integrating a Japanese presence. Usually these issues are addressed by know-how and quality recruiting--the two main points of leverage in competing with Japanese incumbents, who already have a customer base.
Early-stage companies and multinationals in particular depend on "skillful" senior "bilinguals," recruited to provide the foreign headquarters management with a better view of the Japanese market, and to make strategic decision-making reasonably transparent. When you have millions or billions of dollars invested in Japan, it is only natural for headquarters to want a sense of control.
In selecting a candidate for a strategic role, firstly, what is "skillful"? Generally we expect that within a job category it means up-to-date knowledge, a wide and active human network, and leadership capability. Unfortunately, what leadership means in Japan is not the same as what it means in the West, and so a manager trained in the art of Japanese feudal management would be a poor fit for most multinationals. Therefore, many companies either insist on their newly recruited leaders being someone already working for a multinational or someone who holds an MBA from a foreign university.
2. Recruitment and retention has always been an important issue for the Human Resources function and with the 2004 Recruitment, Retention and Turnover Survey recording a 5% rise in the number of organizations experiencing difficulties in retaining people, it has moved to the top of the agenda for many HR Directors. In addition, the convergence of a number of trends over recent years has highlighted a change in the dynamics of recruitment and employee engagement. Employees are more willing to change their jobs more frequently than in the past, and head-hunters are targeting even more junior employees. This, coupled with the flattening of organizational structures, presents the challenge of keeping talented employees and providing them with a rewarding career path.
Some issues that can also be considered are as follows:
? The link between motivated employees, staff retention and the bottom line
? Developing talent through effective career progression
? Recruiting the right people first time
? Improving employee communication & involvement to retain top talent
3. Strategic versus operational considerations
Attention has focused solely on the vacancy to be filled, defining the role and selection criteria. However, the first step in planning the recruitment is to consider broader, longer-term strategic issues. For example:
? is this a work area that should be built up over a period, remain static in staffing, or be reduced?
? should the opportunity be restricted to recruiting that position or extended to include other skill areas that ...
The solution provides the following:
1. strategic recruiting issue in Tokyo on finding experienced bilinguals
2. recruitment and retention issues and how human resource managers can do to combat these issues
3. strategic versus operational consideration issue
4. outsourcing and its benefits