Presumably, many students or working parents want to enter Japanese enterprises, especially those with certain Japanese skills. The following is the knowledge I brought to you about the interview strategy of Japanese enterprises. Welcome to reading.
Japanese companies are successful in job hunting: understand the corporate culture before joining the company.
Strict style and relatively tense working atmosphere;
Attach importance to employees' loyalty to the enterprise and encourage employees to serve the enterprise for life;
Highlight grades and advocate seniority.
Japan's corporate culture is different.
Among foreign-funded enterprises, Japanese enterprises are a unique landscape. Compared with the innovative corporate culture in Europe and America, Japanese corporate culture is rigid and rigorous, and it pays special attention to the integration of job seekers and corporate culture when selecting talents. If the Japanese-style professionalism can be reflected in job hunting, the possibility of successful application will be greatly increased.
Pay attention to rules and have a strong sense of responsibility.
Rigidity and seriousness are a very prominent feature of Japanese corporate culture. They pay attention to the sense of responsibility, every employee is very clear about his responsibilities, and the boss also attaches great importance to the working attitude of his subordinates. Do things in an orderly way; Strong planning; Lack of encouragement for new ideas. When employees ask for leave, they should not only apply to their superiors in advance, but also express their apologies and thanks to their colleagues. Because of your vacancy, colleagues have to cover the shift and do something they don't need to do.
The level is "strict"
The hierarchical system of Japanese enterprises is relatively clear, ranking according to seniority. The "younger generation" always starts from the basic simple things, and everything should be humbly consulted, reported more and discussed more. The "seniors" have the obligation to teach and guide, and they also have the obligation to take responsibility. The seating order of the meeting and who sits first are all particular. At work, the orders of superiors need to be executed unconditionally, and there is no room for bargaining. If the work is not done well, the boss will be angry if he says so. This strict management system will make people who are not familiar with Japanese culture feel uncomfortable.
Emphasize loyalty
Compared with the danger that employees of European and American enterprises are fired at any time, the "rice bowl" of Japanese employees is relatively stable. As long as it does not violate the "dogma", Japanese companies will not easily dismiss their employees. Although there are not many long-term promotion opportunities for local talents, as long as they have a good work attitude, they will never lose their current positions. This has a lot to do with Japanese companies attaching importance to employees' loyalty to the company. In the eyes of Japanese entrepreneurs, a person who abandoned his former company is absolutely untrustworthy.
Experience trumps ability.
In Japanese companies, sometimes experience is more important than ability. They believe that no matter how excellent a person is, he is not excellent without the influence of time. The longer he honed and accumulated more experience, the greater the possibility of promotion and salary increase in the future. If you want to work in an enterprise and make a clear career plan, Japanese enterprises should be a more suitable choice.
Reminder:
Hidden rules that freshmen need to pay attention to.
Staying in the middle reaches is the best strategy. This rule is especially suitable for college graduates who have just entered the workplace. To develop in Japanese enterprises for a long time, you must be patient. In the subconscious of many Japanese people, "not falling behind" is the best state. If a person is too keen on self-expression, it will not only lead to resentment and resistance from colleagues, but also the boss may feel threatened and be ruthlessly suppressed.
Pay attention to teamwork. Japanese enterprises attach great importance to team spirit and emphasize division of labor and cooperation. I hope to get ahead as soon as possible, pursue personal achievements at work and lack dedication, which is a big taboo for Japanese-funded enterprises. Enterprises are meticulous in observing and assessing newcomers who have just entered the company, even including eating and making phone calls. They are too pursuing individuality to survive in Japanese enterprises.
Recruitment interviews pay attention to details.
Japanese companies generally don't like to participate in job fairs in supermarkets, thinking that this will not only affect the company's image, but also easily expose the company's institutional settings in crowded places. Japanese companies are used to publishing recruitment information through special job fairs, headhunting service or job websites.
In talent selection, what recruiters want to know most when asking job seekers is whether job seekers can work here for a long time. For this purpose, Japanese companies ask questions very carefully in the recruitment process, down to your living habits, personality and hobbies. Japanese enterprise recruiters pay more attention to the job experience on the resume of job seekers or the internship experience of recent graduates, and will ask job seekers one by one the reasons for leaving their jobs or the internship situation. Some job seekers are blank for a period of time between two jobs, and recruiters will show great interest in this "blank".
In addition, Japanese recruiters very much hope that the two sides can fully understand each other in the conversation, not only the recruiter asks the job seeker questions, but also the job seeker's understanding of the recruitment enterprise. Japanese companies hope that job seekers can judge for themselves whether they can work for a long time through their understanding of the company. However, there are also many taboos in the interview process. The most taboo is that you have applied for or worked in many companies. This will not improve your social status, but will leave a negative impression on recruiters who are fickle and like to change jobs. It is worth mentioning that Japanese companies attach great importance to the first impression in the interview. The factors that have a great influence on the first impression are the talent and temperament of the candidate, followed by clothes and looks.
Reminder:
Small details of applying for a Japanese company
Resume authenticity: Japanese companies pay attention to details when selecting talents, and will carefully understand the information involved in resumes. Any false ingredients may be exposed in the interview. Say one thing, never brag about yourself, but introduce it realistically.
Modest attitude: smile and be modest in the process of applying.
Formal dress: The Japanese concept is that strict dress reflects strict work attitude and is a kind of courtesy. You'd better dress formally. Men can wear suits and ties, and women can wear professional clothes.
Punctuality: Punctuality is the most basic and important quality of Japanese enterprises. No matter how many reasons you have, you can't change the fact that being late brings trouble to others. It is worth noting that unpunctuality means not only being late, but also being early.
Detailed work experience: Japanese companies attach great importance to the work experience of job seekers. When job seekers introduce themselves, they should introduce their work experience more. College graduates with no work experience can introduce the projects they have done during their internship.
Fluent speech: clear and concise answers to questions, clear organization, and some appropriate gestures will leave a positive and clear impression on the interviewer.
Pay attention to manners: Politeness is especially important in the interview process. Gently open and close the door, bow after entering the door and say "I'm sorry" softly. After the interview, leave politely and quit gently.
Broaden the promotion space for local employees.
It is generally believed that among Japanese enterprises, there is very limited room for China employees to rise, because most senior managers are sent directly from Japanese headquarters, while only a handful of domestic employees can be promoted to department managers. This situation is changing. It is reported that in many Japanese enterprises, it is common for local employees to hold middle management positions, and the number of local-born general managers is also increasing.
Mr. Li, who has worked in Japanese enterprises for nearly 10 years, told reporters that due to the special management culture of Japanese enterprises, the promotion space of employees in China has been broadened, but the promotion speed is relatively slow. This also follows the thinking of Japanese enterprises on seniority. He said that even excellent fresh graduates need at least four years to go from a blank sheet of paper to the position of department head (section chief).
Japanese companies will have a positioning for employees in recruitment and probation period, which is divided into comprehensive value and general value. Employees with comprehensive value will take up management positions in the future, and there may be more room for improvement. With the gradual deepening of the localization of Japanese enterprises, Japanese-funded enterprises are also doing as the Romans do, seeking to adapt to the management methods and corporate culture of local talents and shape their competitiveness. I believe more local people can find development space in Japanese enterprises.
Comprehensive coverage of enterprise training
It will be difficult for fresh graduates to get employment in Japanese companies. However, once you can work in a Japanese company, you will get much more training opportunities than ordinary companies. Japanese companies spare no effort to train employees, which has become an important feature of Japanese corporate culture. Enterprise training is not only limited to technical and management skills training, but also includes personality cultivation of enterprise members and enterprise moral culture. Toshiba (China) Co., Ltd. has more than 20,000 employees and 65 subsidiaries in China. In 2003, the company established a virtual Toshiba China Education Institute to provide educational services for its enterprises. The president of the company, Nobuyuki Hirata, told reporters that by March 2006, about half of Toshiba's white-collar workers had received training and education here. Toshiba China Institute of Education publishes an education plan once every six months, and subordinate enterprises can sign up for training according to their own needs. Zhai Yongjiu, director of the personnel department, said: "General training is often devoted to teaching a kind of knowledge. Toshiba China Institute of Education is more about providing employees with the ability to improve their skills and solve existing problems. "
In addition, the leadership of Japanese companies will also directly participate in employee training. The traditional practice of "master with apprentice" is a unique phenomenon in Japanese enterprises. Japanese bosses, or "predecessors", will be particularly enthusiastic about telling newcomers some details that can't be seen in the operation manual, and these details are often particularly important. Sooner or later, a newcomer "debuts" depends largely on whether he is lucky enough to meet a warm and conservative "master". It is suggested that fresh graduates should have a modest attitude and a studious spirit, which is the key to determine whether newcomers can grow up quickly.
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