We interviewed with Mr. Ian Rogers and Ms. Nami Idani of the Human Resources Department’s Personnel Division from Sysmex corporation about hiring foreign new graduates studying overseas universities..
When did you start working on recruiting foreign personnel?
Mr. Ian: We began recruiting foreign personnel in earnest in 2011. Until then, we had been recruiting overseas personnel, mainly foreign students, in Japan. But in 2011, when the Career Center of the Indian Institute of Technology began actively offering internships overseas, we participated in this program, together with a recruiting agent, which was the starting point for our full-scale overseas recruitment.
Since we had no experience in recruiting foreign personnel directly from overseas universities, we were able to accumulate knowledge by exploiting agents’ assistance with how to approach students, arrange interviews, and so on. If you are hiring foreign personnel for the first time, I think it is very effective to use agents.
However, while using agents, we noticed some problems in communicating with students. By using a human resource agent as an intermediary, communication with students was not only indirect, but our message and thoughts were not being delivered in our intentended ways. Therefore, we began approaching university career centers directly with the aim of increasing contact with students and clearly communicating the company’s philosophy and expectations of students. We received a very positive response from universities, and as a result of increased communication with career center staff and professors, the relationship of trust between our company and students seems to have been strengthened.
Do foreign employees hired overseas also work in Japan at first?
Ms. Idani: Yes. We have affiliated sales companies and local subsidiaries in each region, but the head office functions in Japan. So new graduates work in Japan first. After acquiring skills, they can work overseas in R&D, marketing or regulatory affairs, regardless of their field or expertise.
How much importance do you place on Japanese language skills?
Ms. Idani: Japanese language skills are not required. In past years, most of our foreign employees join our company in October, but those who cannot speak Japanese are required to take Japanese language training via the web three months prior to joining the company. We also have them come to Japan one month before they join the company to participate in face to face Japanese language training. During this period, we help them learn Japanese and become accustomed to life in Japan so that they can work with feeling safety and at home.
Although Japanese language skills are not required, we continue to provide support for Japanese language study even after they join the company. The reason is the scope of their work will be expanded if they are able to speak Japanese.
What are the differences between hiring Japanese and foreign workers?
Ms. Idani: Foreign employees differ greatly from Japanese employees in terms of culture and religion, so we look to see if they have an understanding of Japan and can adapt to the Japanese environment. For example, we look at whether they have lived in multiple countries and absorbed a variety of cultures, or whether they have lived away from their parents, to determine whether they would be able to fit in Japan.
Mr. Ian: However, it also depends on the position. For example, if you are a specialist with high-level skills in AI or ICT, cultural differences will not affect your work much. If you have a good reason for working at our company and seem to fit in with the company culture, we may hire someone who does not seem to have much understanding of Japan.
Ms. Idani: Another selling point of our overseas recruitment is that we are very generous in providing feedback to students. I think this is made possible by the small number of applicants compared to domestic recruitment and Ian’s personality. I believe that the point that students are concerned about during the selection process is “their own evaluation,” and I believe that regardless of whether they pass or fail, we can help them grow in the future by giving them a clear understanding of this point.
Mr. Ian: It is equally important to communicate not only with the person making the offer, but also with the person who was not selected. By providing proper feedback on the reasons for rejection, students are more likely to be convinced and have more confidence in our company. As a result, the students will tell their career center, professors, and friends about us, which will increase our popularity and the number of applicants for the following year. I think it is important to communicate directly with students in order to build your company’s reputation.
What do you consider to be the challenges in recruiting foreign talent?
Mr. Ian: It is a balance between skills and retention. High-level personnel can make an immediate impact, but there is a high risk that they will leave after a few years. On the other hand, there are people who fit the culture of the company and seem to stay, but need two to three years of training. It is very difficult to find a balance between the skills we want and the retention rate.
Ms. Idani: Many foreign employees think that if they achieve results in one to two years, they will go to another company or country to enhance their skills. They may seek immediate results and show little interest in anything other than what is directly related to their careers. If you have the skills and can deliver results, that is fine, but most do not. They need lectures and on-the-job training on how to do the work, but we have a hard time getting them to understand the need for those things.
Mr. Ian: Even after joining a company, it is sometimes more difficult for foreign employees than for Japanese people to adapt when team members or supervisors change. We often have major organizational changes every few years, and there are cases where the new boss speaks only Japanese, which can be confusing.
Is there anything you are trying to do to retain foreign employees?
Ms. Idani: We have made company-wide bulletin boards, internal regulations, and some training programs available in English, provided Halal food in the cafeteria, and set up a player’s room. We also established a Diversity Promotion Section in the Human Resources Department in 2017, which promotes diversity and inclusion initiatives not only for foreign personnel.
The consultations we receive vary, some are related to the Japanese system, such as taxes, pensions, retirement benefits, and social security, while others are about everyday matters, such as where to buy a suit. Support desks have also been set up at the companies to which foreign employees are assigned to provide support equally, with the aim of creating an environment in which foreign employees can work with safety.
Finally, please tell us about the changes that have occurred in your company as a result of hiring foreign personnel.
Mr. Ian: There are three things. The first is a change in technology. By recruiting highly-skilled employees worldwide, the technology level within our company would be raised. The second is the change in atmosphere as the company becomes more globalized. When a foreigner joins a Japanese-only team, the members are shocked in a positive way, and their way of thinking and awareness change. I myself feel that the workplace is becoming more globally minded, and the overseas branches seem to feel the same change in the Japanese headquarters. And third is cross-cultural understanding. This is the most important point, and it is a great help to our company. it is very valuable that workers who can understand the culture of both their home country and Japan and communicate with both sides.
Ms. Idani: I also feel a change in awareness and atmosphere, and I think that the presence of foreign employees in the workplace has given the entire company the mindset that English will become even more essential in the future. Another advantage is that I can learn about the hiring process in other countries. For example, many companies overseas conduct YouTube interviews, and by watching videos before the interview, they are able to determine communication skills and personality to some extent. It is a good learning experience to be able to study such methods from overseas, and I would like to incorporate this into domestic hiring as well.
Mr. Ian: Foreign personnel provide a variety of knowledge to our company. Even if their time in Japan is limited, the know-how and knowledge they bring will be an asset to other employees. I believe that the return on investment is very significant.