Business opportunities, good products, the challenge, personal and professional growth, improved income and corporate reputation are all motivators to bring the best qualified people to your doorstep to stay.
In Japan, the quality of relationships both externally and internally is a critical aspect as to whether individuals are attracted to join a new employer.
This is true in most cultures. However, creating and maintaining relationships takes on a special hue in Japan.
Relationships are a matter of personal trust first and foremost, followed by other things, such as whether the sale is completed or a new position is finalized.
Broken Relationships and Repair
The economy has placed significant strain on relationships in the workplace. Changes in Japanese labor law has added to further alienation in the employer and employee relationship.
Most firms need to restore trust within the work environment and constructively approach the task of enhancing the quality of and respect for relationships in order to lead to recovery.
Starting Point: Building Trust
An internal environment that builds trust and improves relationships is critical to business success in the Japanese market. The starting point is to hire the appropriate professionals who will achieve this.
Quality professionals are still in demand and, with Japan’s recovery and demographics, it will be an increasingly competitive environment for the attraction of leadership and specialized talent.
The globalizing of organizations, which requires international skills and attitudes in Japanese professionals, makes the task even more daunting.
Foreign-affiliated companies have always had issues with attracting the best talent—one reason being the lack of trust as to whether a foreign-affiliated company will take care of them like a domestic company would.
The circumstances that have resulted from the recession have not improved that image. Building trust and strong relationships, as well as strategically planning how to compete, helps to manage the severe competition for talent that is ahead.
Building Trust and Relationships for Successful Hiring
01, Executives should always be looking for talent as he/she interacts within their particular industry since executives can always attract key talent more efficiently than anyone else in the organization. They can demonstrate the importance of building relationships in all they do.
02, Executive involvement in the hiring process at all levels is important; it assures corporate fit and the overall quality and potential of those working in the organization.
03, The HR professional must represent the company and its values and focus on building trust in the company.
04, Assessments must be fair and professional, based on solid analysis without bias to race, nationality, sex, age, university or other factors. Character and values of the individual must be matched with corporate values.
05, Interviews should be discussions around truthful descriptions of opportunity, potential, as well as current credentials.
06, Headquarters and regional personnel need guidance to interview individuals from the context of Japanese business requirements.
07, Treat each potential employee respectfully and civilly. Remember many individuals are consumers of your products and services or may even show up in the competition.
08, Trust is built when hiring processes are timely and expectations managed with appropriate communication.
09, For key positions, engage a search company with good relationships in the business community that understands how to sensitively manage your relationships in line with your firm’s best interests.
Japan will continue to be a key and lucrative market for most ACCJ member companies, but Japan will require some modifications to corporate globalization initiatives. Japanese will always build relationships their way.
Those firms that build trustful relationships among employees from hiring to finalization of employment will have the cutting edge to attract the best and create the foundations for prosperity.
For more information, please contact:
email: info@oakassociates.co.jp
Web: www.oakassociates.co.jp
• Tokyo: 03-5472-7072
• Osaka: 06-6441-2581
Oak Associates Supporting Clients to Create Trust and Relationships
Oak Associates was founded in 1980, the first foreign, individually-owned K.K. permitted under reformed regulations.
Since then, we continue to understand the importance of building trust and relationships for successful business, and have endeavored to earn trust and build relationships in the Japanese marketplace.
Oak Associates:
- Is loyal to clients who value loyalty and fair play, performing best when there is trust on behalf of both parties.
- Has supported over 300 market entry firms to learn about building trust and relationships in Japan through HR consulting support, training and searching for their first professionals.
- Has enhanced the organizations of many large multinationals to build internal organizations that are professional and respect relationships.
- Embraces the philosophy that no matter the status of an individual seeking opportunity, they leave our office with something that will help them in the future; our relationships from over the years help our clients identify professionals and leadership to strengthen their organization.
- Has earned the trust of women as we have supported and promoted their advancement in the work force.
- Strives to maintain an internal culture that values co-operation and a collegial work environment, using the best from each professional.
- Has chosen to support clients in a retained search model, as we prefer to be a business partner, understanding each client in-depth.
“At Oak Associates we find satisfaction in relationships and believe through relationships, success has the greatest probability.” – Founder, Oak Associates, Charlotte Kennedy Takahashi
