Job Hunting Difficulties Even at Harvard: The 'Harsh Reality' Faced by World-Class University Students (Part 2)

This is an AI-summarized article of the
PIVOT Official Channel's "[Why are world-class university students targeting jobs in Japan?] Japan's cost-performance is not bad / Ghibli's influence / Learn from Singapore / Challenges for Japanese companies / Membership-based employment is cutting-edge / Students who prefer regional areas / European students value heritage"
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The first part is here

Introduction

In recent years, there has been growing interest in working in Japan among students at the world's top-tier universities. This article explains the background behind why they view Japan as an attractive place to work and the specific strategies Japanese companies should implement to attract and successfully hire high-level talent. This will provide new insights for business professionals interested in global talent acquisition.

Why world-class students are targeting Japan

There are multiple factors behind the increasing number of world-class students considering employment in Japan. First, many students value the salary level relative to the cost of living, or what is known as
good cost-performance. Especially before the COVID-19 pandemic, it was at a level comparable to major Western countries. Additionally, the quality of life in Japan, political stability, and public safety are factors cited as attractions.

A strong longing for Japanese culture from childhood is also a factor that cannot be ignored. Cultural experiences like games, Ghibli works, and sushi are linked to their fond memories, and the development of social media has heightened the image of Japan as an "ideal land." Furthermore, some European students have expressed interest in the heritage (history and tradition) of Japanese companies, and some feel proud to become a part of that history.

Japan's membership-based employment may also align with their employment needs. While some students feel uncertainty about the future of job-based employment due to the development of AI, membership-based employment, which allows them to discover their own aptitude through diverse work experiences and provides employment stability, can appear to them as an attractive "cutting-edge system."

Challenges and strategies for Japanese companies to succeed in hiring

It is a fact that applications from world-class students are on an upward trend, and cases of hiring are beginning to appear even at major Japanese companies. However, there is a major challenge in that Japanese companies lack the
"receptacle" to actively hire them. Aspects such as the short-term rotation of HR personnel and a culture that prioritizes achieving existing KPIs are hindering challenges to new hiring methods.

Many companies are concerned about mismatches or friction in hiring foreigners, but it is necessary to be prepared to start hiring with the premise of such friction. It would also be effective to build a support system where hired foreign employees can become mentors for students who follow. Also, hiring high-level talent should not be a temporary effort, but one that is

tackled continuously from a long-term perspective of 5 or 10 years. Neglecting this risks leading to a future decline in the quality of the domestic new graduate pool.

The tendency for the Japanese language requirements sought by many Japanese companies to be too high is also an issue. Many students start learning Japanese with the goal of working in Japan, but if native-level proficiency is required, the pool of candidates becomes extremely limited. It is also important to

lower the language barrier by considering placement in departments where work in English is possible or in overseas business divisions. Japanese companies are required to correctly evaluate their own unique strengths
, such as their membership-based employment and history, and make efforts to communicate them attractively to the world.

Practical actions and application examples

1. Active recruiting activities at top overseas universities: Just as Singapore did in the past, send national staff to top overseas universities to directly appeal the attractiveness of working in Singapore. Japanese companies should also build networks with overseas universities and increase touchpoints with students by setting up company information sessions and internship opportunities.
   

   
   

2. Redefine Japan's strengths and create global hiring messages: Communicate membership-based employment not just as "stability," but as an opportunity for
   diverse career development and long-term growth support. Also, appeal to the company's history and tradition as "heritage" that coexists with innovation, and tell a story that allows world-class students to
   feel proud to work.

Summary and Call to Action (CTA)

For world-class students, Japan is beginning to be recognized as an attractive place to work. To take advantage of this opportunity, companies need to develop an acceptance system and strategically communicate their true strengths. Let's take on the challenge of hiring global high-level talent from a long-term perspective to enhance the competitiveness of our companies and of Japan.