Japanese Talents In China Face Talent Crisis

Recently, many executives of Japanese funded enterprises have asked us such a question: "when recruiting talents, companies are always unable to recruit talents that the company wants. In Japan, employees are highly loyal to the company, which may be due to the unique management mode of Japan, such as lifetime employment system and annual sequence system. But in China, employees' job hopping phenomenon is significant, loyalty to the company is very low, how to reverse this situation, retain the talents needed by the company, the growth rate of talents inside the company is slow, and it can not keep up with the needs of career development, and how to reverse this situation?"

According to our consulting experience, in China, Japanese enterprises attract and retain talented people. Apart from the fact that their corporate culture is largely unable to integrate with China's environment, there are still many deficiencies in the personnel system.

We suggest that we solve this problem from the following aspects:

1. Create excellent.

Employer brand is the brand of an enterprise in the talent market.

Although many Japanese enterprises have well-known product brands, this does not mean that enterprises have the same influence in the talent market.

A good brand image of an employer will play a positive role in attracting employees.

Respect for employees is the cornerstone of employer brand building. From the point of view of human resources, salary, welfare, career development planning, training, authorization and other fields all run through how the enterprise treats employees and how to consider the interests of employees. Only in this way can enterprises fully respect their employees, thus establishing good reputation and gaining the advantage in fierce competition for talents.

Two. Communication, communication, and so on.

In Japanese funded enterprises, we find that because employees do not understand the company's strategy, the company's policies, the company leaders attach importance to themselves, and so on, the proportion of employee turnover caused by misunderstandings between the two sides accounts for a large proportion.

In Japanese funded enterprises, the top management is almost exclusively the Japanese sent by the Japanese headquarters, or the Japanese who are now using it. There are some obstacles in their communication when reporting themselves. Under such circumstances, enterprises should establish effective communication mechanisms to ensure a stable working environment for employees and dispel the concerns of employees.

Effective communication mechanism can be divided into three levels: 1., the communication between senior managers and employees.

The contents include conveying the company's future development goals, strategies, values to employees, and for employees who are most Japanese companies entering the Chinese market and planning to enter the Chinese market.

Under the sustained and rapid development of China's economy, the competition among enterprises has evolved into competition for talents, and the core competitiveness of enterprises is the competition of talents.

Many Japanese enterprises in China have experienced a serious talent crisis.

Guide the development direction; 2. human resources department communication for employees.

The contents include explaining employees' relevant policies and systems to employees, actively organizing staff activities, improving employees' sense of belonging; and 3. direct superior staff oriented communication.

It includes directing staff work, evaluating and feedback on staff performance, and listening to employees' career development needs, and promoting employee development goals.

Three. Establish a scientific career development mechanism.

In today's enterprises, employees' demands for salary growth and their own development are very high.

When employees can not "see" their own development prospects in the company, often lead to the loss of a number of outstanding employees.

In the Japanese funded enterprises, because most of them adopt a single management sequence channel, employees can hardly achieve personal development unless they are promoted to "chief" or "minister". However, the number of management jobs in enterprises is limited. When there are no vacancies, employees will lose confidence in their future development and can only find a new way.

Through the establishment of the career development mechanism, on the one hand, all employees can see "Career Path", which is hopeful in the company. On the other hand, there is also a fast track (Fast Track) for employees who want to develop rapidly, so as to meet their higher self development needs in the company.

Four. Establish

In addition to emotional retention and career retention, enterprises still need treatment and retention.

In Japanese enterprises, the salary structure is more average and the increase of salary is relatively slow, which is contrary to the desire of Chinese employees to develop rapidly.

Therefore, enterprises need to design long-term retention and incentive key staff through effective remuneration.

At the same time, in Japanese funded enterprises, it is necessary to clarify the ability requirements of different levels of posts, and develop a competency model to enable employees to be clearly expected.

Based on the company's development goals and capability requirements, the core talents of enterprises are selected, and the system of ability training for core talents is improved, while enhancing the ability of the core talents and enhancing the sense of belonging and cohesion of the core talents.

To sum up, the problem of brain drain on top managers of Japanese enterprises is due to a variety of reasons. Reasonable countermeasures should be taken to reduce the loss of talent, so as to ensure the competitiveness of Japanese enterprises and create greater value.