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Challenge of KIRARI

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President of KIRARI, Co., Ltd. wrote a report on how to recruit Filippino Engineers in the Philippines to have their company staff members in Japan, providing the know-how hiring Filipino Engineers.

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Challenge of KIRARI

  1. 1. Challenge of KIRARI, learning and expanding business by hiring Overseas Engineers, matching with SMMC(: Small & Medium Manufacturing Companies) Yoshiki Horiyasu, Kirari Co., Ltd. Be a bridge between Overseas Engineers and SMMC (: Small & Medium Manufacturing Companies) in Japan We, Kirari Co., Ltd., was chosen as one of the companies by METI (:Ministry of Economy, Trade and Industry) as “Networking business betweenYouth and Small & Medium Enterprises” in 2008, proceeding Monozukuri manpower business to solve the recruitment problem such as miss-matching SMMC and the youth. Aside from it, Ninomiya Manufacturing Corporation, whom I am Deputy Manager, founded in 1947, Precision Metal Manufacturing Company, located at Minano, Chichibu, Saitama-prefecture, was a pioneer to establish for hiring the high skilled engineer abroad and have experienced from recruitment to training so far. These 2 (two) companies tackled to address the up-to-date demand of SMMC as to recruit the overseas engineers to comply with their needs and edify them for supporting our customers. The purpose of this business is to connect between the graduates’ (20~29 years old) overseas Engineers who are interested in Japan’s Monozukuri and the companies who intend to hire young engineers to become future core employees, maintaining and increasing the strong Monozukuri Genba as well as attracting the SMMC in Japan. In addition to that, our goal is that we can establish a network with overseas Universities/Colleges to get the know- how of recruitment abroad. In Ninomiya Manufacturing Corporation, experienced manufacturing workers and genba-oriented company supporters gather and discuss how to solve the problems about SMMC to improve performance and that we, as our mission, are to improve performance and provide the know-how with SMMC. Procedure of recruitment and its supporting flow Step 1. Recruitment We’ll meet to HR (: Human Resources) in charge of a company, hearing what they need in their organization, understanding their current situations and problems, in order for
  2. 2. us to have a common vision of the company in the future. We’ll discuss on the personality, characteristics, job descriptions, experiences, nationality, class of visa and Japanese communication level in job to optimize the best route of hiring. (Figure 1.) Figure 1. Find great talent (Locate) Recruitment Strategy  Purpose of hiring/define responsibility/training plan (visioning the organization after 3 to 10 years)  Check environment (workplace, residence) Recruitment  Requirements Preparation  Offering to the Universities/Colleges  Ask candidates for local networks Interview/Hiring  Screening of the documents  Professors’ recommendation and his/her background verification  Examination  Interview over Skype/on-site interview (upon job fair) (Figure 2) Arrangement of Invitation  Preparation of documents for COE (: Certificate of Eligibility)  Arrangement of POEA (: Philippine Overseas Employment Administration)  Participate in Seminar for Overseas Employment  Medical Checkup Training for Language and Culture  (Before coming to Japan) Basic Japanese lesson  (After arrival to Japan) Intermediate Japanese lesson, Study of culture, living and emergency response in Japan Workplace Routine Training  Basic engineering and on-site experiences by Training Instructor
  3. 3.  Workplace rules  Communication with Japanese employees  Career Development Training Specialist for Humanities/International Services for regular engineer and Cultural Activities for internship students of technical university/college are the two categories of COE (: Certificate of Eligibility), we will introduce the best HR company to comply with the company needs. Next is to prepare Application Guidelines. It is important to help the applicants understand the guidelines easily since the situation of employment is different abroad, which is to express that the applicants shall learn the way of working in Japan. On-site job fair may be of good help recruit the engineers. In the interview, we have to be aware of difference of rules for interviewing and regulations, and then background verifications. We should not lean on his/her Japanese language skills only. Of course, it is inevitable to say that Japanese language is a must, though, the key point is to decide what we need and what he/she is. It depends on his/her Japanese language level, though, we can arrange to provide him/her with Japanese language program before entering to Japan if we have prepared a strategic plan of hiring. Step 2. Raise If we hire a Philippine Engineer for the first time, it takes about six (6) months from hiring-decision to his/her reporting to the company in Japan. For us to hire them, we will have to obtain COE (: Certificate of Eligibility). Then Visa will be issued to him/her by Embassy of Japan in the Philippines. Upon entering to Japan, he/she can receive Residence Card at the immigration counter. We have to remind that, after granting the Visa, the Engineer has to get the permission from POEA (: Philippine Overseas Employment Administration). Before entering to Japan, we usually provide the Engineer with Basic Japanese language program conducted by a Japanese teacher who knows about our HR (: Human Resource) development policy residing in the Philippines, that aims to be in the basic level of understanding Japanese language. Besides, they can be aware of differences in working and culture of business in Japan over Skype and e-mails. (Figure 2) After entering to Japan, we conduct 2-weeks intensive training, not only Japanese language but also Daily life education, that is underpinned by Professor Yoshida, Faculty of
  4. 4. Science and Engineering of Toyo University, expertise with the Engineering education in Japan and abroad, producing the Engineer who can play an active role for long term, based on such six (6) elements as Spirit, Skill, Body, Cooperation, Knowledge, and Think with fine and kid-glove approach, which is our policy of HR training: Spirit – Monozukuri philosophy, Japan culture, and discipline Skill – Know-how of learning and inherit of technology and expertness, Japanese language ability in workplace Body – Action continuity, Concentration and Self-management Cooperation – Teamwork, Communication ability Knowledge – Science and Engineering, IT, Safety Think – Problem-awareness, Planning, Creativity (Figure 3) Employed worker support  Attitude in workplace/human relationship  Engineering enhancement (Guide the way of improvement based on his/herpersonality)  Career counseling  Life (Apply for network of native supporters of doctor, church member Company support  Create a framework for incoming foreign staff member  Manner of utilization of foreign staff members such as communication method  Sustain and strengthen foreign staff members  Corporate transformation with foreign staff members such as productivity growth, organization reform, overseas business expansion Step 3. Strengthening (Growth & Improvement) First, to make the foreign staff member gain foundation is the relationship. Even if they are high skilled and able to speak Japanese fluently, it is hard for them to focus at the workplace without the relationship. Such training as greetings, the attitude to others, and the way of communication to Japanese staff members is very important, while Japanese staff members shall also arrange the work environment and support. Let’s say, what if we would work abroad? We must imagine what and how they worry about. For them to feel comfortable to stay in Japan, such support is needed as physical, emotional, and spiritual. And 3rd party’s consultation is also necessary. And, for strengthening non-Japanese staff, we find out each personnel’s strong and weak characteristics as to arrange best workplace to maximize the good
  5. 5. traits. The Management arrange the workplace environment that their superior compliment them. If the company perceive that the foreign staff members are active in their workplaces then the organizational power is enhanced, such company’s foreigners will be strengthened easily. Japanese superior and colleagues enable also to have the opportunity to improve themselves because of the motivated and smart foreigners, whom Japanese superior and colleagues are eager to teach them. Why is the human resource from the Philippines? Strong factors are: ① Significance of basic knowledge of Science and Engineering, Logical Thinking, Presentation skills, IT skills such as Microsoft Office/Auto-CAD/various program languages, etc. For them to be called “Engineer”, they must get a national license after graduating the course of Science and Engineering of University/College in the Philippines. ② We can hire young 20’s up to late 20’s Filipino Engineers. Average age of the people of the Philippines is 24 years old. The demographic composition of the Philippines is a clear pyramid shape, having a large number of infants and children with less population of the elderlies, that is increasing the workforce. Inflow of FDI (: Foreign Direct Investment) to the manufacturing industry in the Philippines is smallerthan any otherneighbor countries, inducing the high unemployment due to insufficient job creations. Therefore, there is an opportunity for the company of Japan to hire them. ③ Pro-Japanese, happy people, and speak English fluently. There are many young people who have good impression of Japan because of the anime. Cheerful personality makes our company positive note. We can take advantage of their ability to make a deal with foreign companies and our business expansion abroad. Some Japanese companies worry about their change career after being hired, what we should do is to not hire those who are students in Japan or resides Japan but recruit in the Philippines then put themselves in long-term’s working in Japan as to gain both their willingness of contribution and loyalty to our company, that results in high retention rate. (Figure 4) Figure 4 Example of success root of anchorage Phase 1. Take root in company  Pool 20 years old onwards young skilled human resources  Dynamization in-company (Cheerful atmosphere, opportunity driven as leadership,
  6. 6. open-heart for foreign staff members) Phase 2. Strengthening the Engineers  Organizational changes (Engineers’ vital role, enhancing new ideas and awareness of productivity)  Productivity enhancement (Standardizing process, take advantage of IT skills, logical thinking)  Advancement of Management ability for leaders (Growth opportunities) Phase 3. Corporate transformation  Business expansion (Strengthen business abroad, overseas expansion and local networking)  Management evolution (Diversity management, organizational change) Suitable HR (: Human Resources) for each company  There are 6 partnership with universities/colleges, which are each 3 from Luzon and Cebu (Visayas). In the future, there will be another 5 schools from Mindanao and in Luzon. Also, we will have the partnership in Vietnam in 2020. Then, to build a network of those companies who hired non-Japanese, wherein we will share case examples of sustainment and strengthening of foreign staff members, hiring young Japanese staff members, for development of corporate transformation. Again, the ultimate goal of this business is to let each manufacturing company understand the know-how of hiring foreigners. We would like to encourage many SMMC to hire foreigners by the best matching and grow together, raising the SMMC who underpin the Monozukuri in Japan. Kindly contact us as Ninomiya Manufacturing Corporation if you are interested in this business. This article is translated from Japanese magazine “Press gijutsu” issued on December 2019. For this article, you may contact me at hikomatsumura@gmail.com, Harry Consulting Services Japan http://hcs-asia.com/
  • HarunikoMatsumura

    Dec. 4, 2019

President of KIRARI, Co., Ltd. wrote a report on how to recruit Filippino Engineers in the Philippines to have their company staff members in Japan, providing the know-how hiring Filipino Engineers.

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