Hiring Differences between Japan and Elsewhere # 2
(日本語は別投稿）
It`ll almost be 3 years since I`ve started at SAS and there`s definitely been lots of learnings, biggest being the difference in hiring practices between each country.
Last post`s focus was on the creation of the requisition itself, so now turning my focus towards interacting with candidates.
A unique aspect of recruiting in Japan (that I`m sure ALL that are involved in recruitment in Japan will tell you) is that Japan is candidate poor. In other words, your opening of a new position and subsequently posting your role in your career portal does not guarantee an application.
In even simpler terms, if you want folks to join your company/your team/your role, you`ll be doing the leg-work and sending messages.
As such, the dynamics of the first interaction is less interview and more matchmaking; less of "what can you offer" and more of "this is who we are, are you interested in sharing more about yourself."
And more often than not the fantastically talented folks that I speak with (if we`re connected, know that I think you are fantastically talented 😄 ) are happy in their current role BUT open to hear more.
Which is why in interviews in Japan I am more than happy to spend extra time towards discovering what the candidate`s career anchor is and to work with the candidate to see if the role I have on offer is aligned to that anchor.
On the flip-side, questions that I get very often from candidates in Japan (but rarely elsewhere) is team structure. Or specifically, the amount of detail that candidates in Japan want (who is my reporting line, dotted reporting line, my colleagues, what team, what division, etc) typically exceed the amount of detail asked elsewhere.
(Photo of Japan Talent Acquisition team with Manager in Australia)
#Recruitment #TalentAcquisition #Hiring
Head of Product - Japan, Citrix
2moBasket in the back makes you look that way:)