Recruitment support service for the manufacturing industry to enhance competitiveness from hiring.
Supporting everything to become a "recruitment powerhouse" company that wins in the recruitment and job market.
The recruitment strategy is the most fundamental management strategy within your company's growth strategy. That is why we do not provide partial recruitment support. While improvements to job advertisements, the creation of recruitment websites, and the use of recruitment agencies can temporarily attract applicants, these measures alone do not fundamentally solve recruitment issues. In fact, the nursing care companies we have supported faced a tough situation with very few applications and continued early resignations. So, what did we do? First, we organized the question of "who are the valuable human resources" from a management perspective and articulated the values and commitment. We distilled this into a message that only reaches the desired candidates. As a result, applications gathered at the necessary locations and times, and interviews transformed from a persuasion process into a confirmation process. Even during the COVID-19 pandemic, we achieved record profits and reached zero resignations in 2024 with a workforce of 200 employees. This is not a coincidence. It is the result of designing a system that attracts only the truly necessary talent. We do not provide partial recruitment support. Starting from the key talent for your company, we design a comprehensive strategy that encompasses everything from the concept to media management. Recruitment is not merely about gathering people; it is a management decision that executes the company's growth strategy itself.
basic information
**Service Content and Features/Strengths** 1. Identification of Ideal Talent What kind of individuals truly become assets for your company? What types of people will you intentionally avoid hiring? We will clarify this ideal talent profile from a management perspective. 2. Design of Recruitment Concept Truly desirable, high-performing talent does not choose a company based solely on salary or benefits. We will establish the underlying values and principles that define "What does this company value?" and "What is the meaning of working here?" 3. Construction of Recruitment Website Today's job seekers do not decide to apply based solely on job listings. We will communicate the concerns and information that job seekers want to know through the recruitment website. 4. Production of Recruitment Videos (Employee Interviews, etc.) The "atmosphere" of your company can be difficult to convey through text. We will communicate this atmosphere as accurately and clearly as possible through video. 5. Optimization of Job Listings Job listings are a crucial touchpoint that serves as both the entry point of the recruitment process and the final hurdle. We will improve and optimize them to ensure a consistent message that aligns with the recruitment concept. 6. Job Advertising Media Based on the assumption of where and when ideal talent is looking at job listings, we will place job postings in the most effective locations.
Price information
■Price: 3 million yen (excluding tax) *This is a six-month implementation plan. ■Plan Details: - Initial Measures: Development of a comprehensive recruitment marketing strategy - Construction of a recruitment website / Production of recruitment video content (including company and employee interviews, etc.) - Maintenance and operation of job posting platforms such as Indeed - Development of dedicated recruitment channels (such as YouTube) - Analysis and improvement + regular meetings for current status checks, gathering various materials, and implementing PDCA ■Support after six months: Ongoing support for recruitment/business strategy including strategy, produced content, job postings, and job media (from 150,000 yen per month)
Price range
P5
Delivery Time
P4
In addition, we offer various options for the introduction and support of social media, such as Instagram (starting from 150,000 yen per month), aimed at enhancing corporate value and communication. We will propose the most effective solutions based on your company's situation.
Model number/Brand name
Strategic Talent Acquisition: Recruitment strategy linked to business strategy.
Applications/Examples of results
■Case 1: Kaga Construction Co., Ltd. [Construction Industry] <Challenges> - Labor shortage: Difficulties in hiring young talent, making it hard to attract applicants - High costs: Recruitment costs skyrocketed, resulting in 700,000 yen per hire - Lack of recognition: Struggled to attract applicants compared to other major companies <Results> - Recruitment cost reduced from 700,000 yen to 10,000 yen (98.6% reduction) - Five applicants within less than a month, three hired - Ideal candidates applied, significantly reducing personnel costs - Substantial reduction in recruitment advertising expenses, effectively utilizing management resources ■Case 2: Sun Medical Co., Ltd. [Welfare and Nursing Care Industry] <Challenges> - Difficulty attracting applicants, leading to soaring recruitment costs - Spent over 1 million yen on agents for recruitment - Even when applicants came, they were not the ideal candidates <Results> - Recruitment cost for sales positions reduced from 600,000 yen to 60,000 yen (90% reduction) - Recruitment cost for nursing care positions reduced from 1,200,000 yen to 150,000 yen (88% reduction) - Improved quality of applicants, with an increase in job seekers eager to work here - Reduced recruitment costs by 3 million yen, alleviating management burdens There are many other successful cases, including instances where recruitment costs were halved and a case where a sewage treatment company achieved a recruitment cost of 50,000 yen for unpopular job categories. These success stories are published in the catalog.
Detailed information
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Increase in the number of applicants Instead of comparing conditions such as salary and benefits, it provides job seekers with the motivation of "I applied because of this company."
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■Reduction of Mismatches By communicating values, principles, and company culture upfront, the number of unsuitable candidates applying from the start decreases, significantly increasing the matching rate.
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■Decrease in turnover rate As applications from ideal candidates increase, the retention rate rises, significantly reducing the invisible burden associated with training, handover, and management.
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■Reduction of recruitment costs Even if you spend hundreds of thousands to millions on hiring, employees leave quickly... Such wasteful hiring activities will decrease.
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■Improvement of Corporate Image What does the company value, and where is it headed? The thoughts of the management reach job seekers as words, increasing the number of candidates who want to "work here!"
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■Company Growth By being able to welcome the necessary personnel at the right time, a state is created where management can use its energy for the next investment and the next challenge.
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News about this product（31）
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That guy is seriously useless, right?
There are commonalities between employees who can't perform and freelancers who can't perform. As I've been involved in recruitment support while also providing support for freelance entrepreneurs, I can't count how many times I've heard lines like these. Regarding an employee hired with high expectations: "I was really looking forward to this because of their impressive academic background, but they can't even do something as basic as this. Why can't they understand this without me having to point it out every time?" Regarding a freelancer contracted with high expectations: "They were super quick to respond at first, but now it takes them until the next day to get back to me after they 'think about it.' I can only assume they're slacking off." Whether it's hiring employees or contracting freelancers, I've heard these kinds of complaints countless times. Of course, employees or freelancers who receive such complaints have no future. Employees will gradually be pushed to the sidelines, ultimately making their work environment uncomfortable enough for them to quit. For freelancers, one day they might suddenly find their contract terminated. ...For more, please see the "Related Links" below. *Facebook login is required.
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Communicate with Generation Z!!" → "I'll sue for harassment.
Being in the hiring field, I often think... Isn't it much better to hire experienced individuals in their 40s and 50s rather than the self-centered Generation Z? Why? One reason is harassment. There was an incident with a client. The company was a SaaS firm with about 50 employees and was growing rapidly. To continue this growth, they decided to establish a new marketing department. The client requested support for in-house marketing development. However, at that time, I heard an unbelievable statement from an employee assigned to this department: "I don't want to do it." I understand that there are differences in values due to generational gaps. However, they said "no" to a company directive. In fact, something similar happened in our company as well. For example, just the other day, a young employee asked me about what kind of career development they could achieve in marketing throughout their life. Considering independence and job changes, I seriously thought about what the best approach would be for them. ...For more, please see the "Related Links" below. *Facebook login is required.
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I've been doing this for 10 years and earn 350,000, while new graduates earn 320,000. I can't keep doing this, so I'm quitting.
Such people are rapidly increasing now. The reason is to win the recruitment competition. If you are in the field of job recruitment, you can deeply understand that hiring is genuinely becoming stricter year by year. Especially for small and medium-sized blue-collar workers. Recruiting for this demographic is really tough. Naturally, as the number of people continues to decrease, a competition for talent acquisition arises. As a result, the countermeasure that companies have implemented is to raise the salaries of new graduates. And what happened is what was mentioned at the beginning. The salary gap between a veteran who has worked for 10 years and a new graduate has disappeared. From the veteran's perspective, this can make one want to say, "Huh? Are you kidding me?" In fact, I can relate a lot because I have experienced the same thing. Before I took this job, I worked in the restaurant industry. I worked for a local dining chain with an annual sales of about 3 billion yen, so there were nearly 70 employees. However, the restaurant industry has always been unpopular, and there has been a constant shortage of managers. Therefore, the company raised the base salary for university graduates significantly to hire managers and to hire as many university graduates as possible. ...For more, please see the "Related Links" below. *Login to Facebook is required.
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Huh? Real wages are up for the first time in 13 months?
Honestly, I don't feel it at all. From the perspective of a business owner and also from the viewpoint of supporting recruitment, this number feels quite off. It’s likely that the response rate from large companies is inevitably high. In the first place, large companies have an abundance of internal reserves. Therefore, for them, this level of wage increase is still not a big deal. However, small and medium-sized enterprises are different. The president of a company doing subcontracting in the automotive sector said, "The pressure from large companies and primary contractors to lower prices is so intense that wage increases are impossible." As for the president of a care-related company, he said, "There will be some increases due to revisions, but even if wages go up by 10,000 yen when they are already low, it doesn't change the fact that they remain low. Moreover, the speed at which social insurance, taxes, and prices are rising is faster, so it will be offset immediately." Many restaurants are also struggling to pay the minimum wage due to skyrocketing raw material costs. ...For more details, please see the "Related Links" below. *Login to Facebook is required.
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I will decline the job offer because my wife is opposed to it.
Recently, there was a true story at our company. We receive about 100 applications every month, so we are fortunate enough to be able to select and hire people. There are quite a few candidates from major companies and those with high academic backgrounds, so honestly, we have a lot of options. Among them, there was someone we really wanted to hire. Before officially hiring them, we had them work on one of our projects on a trial basis as a contractor to see if it would be a good fit for both sides, and we were able to say, "We would love to have you as a full-time employee." This person had a typical programmer career and was very talented. Their work was meticulous and fast, and above all, they seemed to have a genuinely good personality. They spoke softly and seriously, and their presence naturally improved the atmosphere. Therefore, we definitely wanted to hire them. So, we offered them a job. However! In the end, they declined the offer. Why? The reason was that they couldn't get their wife's understanding on the matter. This person currently lives in Osaka, and to become our employee, they would need to move to Tokyo. They were willing to do so. ...For more details, please see the "Related Links" below. *Login to Facebook is required.
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Our company, as a member of Japanese society, aims to contribute to the evolution of society by delivering truly valuable products and services to the world through the skill of sales writing. We believe it is our responsibility to possess the skill to accurately and dramatically communicate "the value that the product or service holds." As a result, we believe this will lay the foundation for a hopeful and prosperous society where everyone can live not according to someone else's values, but according to their own values and in their own way.