1、JapanSalary&Employment Outlook2017Worldwide leaders in specialist recruitmentwww.michaelpage.co.jpFIND OUT WHATYOURE WORTHIN THIS REPORTRise of domestic brandsPage 05Effectiveemployer brandingPage 07Asia:The worlds next tech hub?Page 062017 Japan Salary&Employment Outlook|3Seizing New OpportunitiesK
2、ey TrendsMade in Asia:Rise of Domestic BrandsAsia:The Worlds Next Technology Hub?Strong Employer Branding:A Key to SuccessJapan OverviewInsights&Salary BenchmarksAccounting&FinanceBanking&Financial ServicesEngineeringHealthcare&Life SciencesHuman ResourcesLegalOffice SupportRetailSales&MarketingSupp
3、ly ChainTechnologyTemp&Contract0405060708262831343741Contents0911141722244|2017 Japan Salary&Employment OutlookSeizing new opportunitiesHealthcare,technology and digital sectors earmarked for growth in AsiaCompanies in Asia are ramping up efforts to seize growth opportunities in the region,despite s
4、lightly weaker global economic sentiment.By investing heavily in mobile-technology start-ups and other innovations,including financial technology(fintech)services,employers are creating new positions with an emphasis on digital skills.Hiring is expected to continue to grow in the next 12 months acro
5、ss the technology sector.Likewise,the healthcare sector is expected to be a bright spot in 2017,due largely to ageing populations as well as a higher demand for quality services.Countries across Asia are expected to continue building up their healthcare systems,resulting in an increase in hiring dem
6、and for qualified professionals across the board.Digital also shows no signs of slowing down,as companies continue to build up their online platforms and e-commerce capabilities.In terms of hiring intentions,44%of employers surveyed across China,Hong Kong,Taiwan,Indonesia,Malaysia,and Singapore said
7、 they would be increasing their company headcount;while 49%said they would maintain their current headcount.Mid-level employees appear to be the most sought-after by companies(60%).Contracting appears to have risen in popularity as a talent solution.In Hong Kong and Singapore,more than half(60%)of c
8、ompanies currently use contractors,primarily to overcome challenges in permanent headcount approvals.Currently,most contractors are in operations,technology,financial services(reflecting the tightening sector)and business support/administration positions.Overall,salary increases in Asia are expected
9、 to remain modest almost half surveyed(48%)indicated that the average increment within their companies in the next 12 months will be between 1 and 5%.While employers have agreed that salaries are an important retention tool,other popular employee engagement initiatives include opportunities for care
10、er progression and learning and development.Throughout the region,diversity and inclusion(D&I)continues to play an important part in company programmes.D&Is popularity in Asia has been on the rise as companies become more aware of the benefits in having different perspectives and skills in their tea
11、ms.Forty-four per cent of employers in China,Hong Kong,Taiwan,Indonesia,Malaysia and Singapore said they were strongly committed to D&I initiatives.The breadth of D&I coverage in Asia is slowly beginning to evolve as well,developing from an emphasis on purely gender to cover other less-represented g
12、roups.Currently,over half(53%)of D&I programmes in the region are primarily focused on gender,followed by age(42%)and minority ethnic groups(34%).2017 Japan Salary&Employment Outlook|5Made in Asia:Rise of domestic brandsAsian-headquartered companies have become increasingly competitive with their em
13、ployee value propositionsAcross most of Asias diverse markets,competition for talent is more intense than ever as domestic brands historically seen as second place to overseas multinationals,as far as candidate preferences are concerned compete with their foreign counterparts for top candidates.The
14、only exception,it appears,is Japan,where working in a well-established domestic firm,like the Toyotas and Panasonics of the country,is seen as more prestigious and stable than top foreign multinationals.Professionals who hope to gain international experience would rather choose to join a local firm
15、and opt for an overseas transfer than join a foreign company.Outside of Japan,the rise and globalisation of domestic brands in other parts of Asia have caught the eye of many employees,who now see the potential and advantages of joining a local firm.China,in particular,has seen the meteoric rise of
16、various local brands,now multinationals in their own right and visible to the world.Of these organisations,21,including Internet giant Alibaba and online travel agency Ctrip,have been listed in Forbes Asias Fab 50 Companies list.The list also includes companies in Hong Kong,Taiwan,Thailand,Indonesia
17、 and Malaysia.Successes and challengesFor many domestic companies,success usually comes from ensuring compatibility between products/services offered and market demands as well as localising their talent pool to leverage employees market knowledge,among other reasons.However,many face the perennial
18、challenge of finding candidates who have an international perspective,strong knowledge of local markets and the requisite language skills.As they find success within their home countries and look to expand overseas or execute successful IPOs(initial public offerings),the search for talent would have
19、 to be taken a step further this means acquiring true Asian knowledge plus experience in other markets.In the past,domestic brands have had to work hard at making themselves more attractive to prospective hires,be it through creating a more international corporate culture,introducing better pay/bene
20、fits,and ensuring clearer project and performance management processes.This is working in China where 44%of domestic employers surveyed said they would provide increments of 6-10%,almost on par with foreign multinationals(46%).Those who are highly successful at hiring have two secrets to success:the
21、y simply hire the right people for the job those who have the right skill sets and share company values and they figure out the most effective platforms to engage their target audiences.3 WAYS TO HIRE THE RIGHT PEOPLE1.PROMOTE YOUR COMPANY VALUES.Does your culture reward teamwork or competitiveness?
22、Or do you value customer service,creativity or innovation?Promoting your company values will help attract like-minded individuals and increase the likelihood of finding the perfect match.2.HAVE A COMPELLING EMPLOYEE VALUE PROPOSITION(EVP).Top performers want to know what sets your company apart.What
23、 does it stand for?How is achievement recognised and rewarded?Aim to promote these attributes through your online platforms,public relations or even word-of-mouth.Remember to separate your employment brand from your consumer brand.3.BE OPEN-MINDED.Often,the best candidates exist outside of your indu
24、stry.A high-potential candidate with strong transferable skills will often do well even in another industry,when given the right training.They may also bring with them new and innovative perspectives that will help move your business forward.6|2017 Japan Salary&Employment OutlookAsia:The worlds next
25、 technology hub?The race to secure top talent is heating up more than ever as companies move to build up technology capabilitiesTechnological innovation in Asia is set to gather further pace in 2017,led by sizeable investments from established companies and start-ups looking to grow and streamline c
26、osts,and stay ahead of their competition.Fuelled by a myriad of factors,including Asias rapid smartphone adoption,the rise of e-commerce and the rush for productivity/automation,almost every company in Asia is investing more in technology and making their business more mobile/tablet-friendly.Within
27、mainland China especially,large amounts of investment are moving towards Shenzhen,where there is an established infrastructure for technology-led manufacturing.In other markets such as Taiwan and Malaysia,a greater concentration of digital innovation will likely be observed in areas like mobile and
28、software development,Internet of Things(IoT),and cloud-computing.Japan too,is expected to explore ways of further building up an ecosystem that would help leverage its status as a technological giant,reported the Wall Street Journal.This includes building bridges between large,established companies
29、and less risk-averse start-ups.Fintechs growthWith the rise of financial technology services,also known as fintech,and governmental support in this area,start-ups as well as established global and regional financial institutions are investing heavily to develop their own technological capabilities i
30、n-house.In markets where mobile and online payment systems remain under-developed,such as in Indonesia and Thailand,fintech services are an opportunity for new players to enter the market.Already,Indonesia has granted new banking licenses to conglomerates,allowing them to launch digital banks.Hong K
31、ongs push for the movement has culminated in several notable outcomes,including the annual Finnovasia conference,which regularly brings together hundreds of attendees from different countries to chart fintechs future in Asia.In Singapore,the countrys monetary authority has also committed to invest S
32、$225 million in fintech over five years.On an international level,more foreign companies are setting up regional headquarters in Asia,drawn by the regions lower operating costs,excellent infrastructure and strategic location that make it easier to expand into new markets.As a relatively young indust
33、ry,the technology market is expected to face a considerable shortage of talent in this space.Employee recruitment and retention will become increasingly competitive,as the rate of technological growth outpaces talent development.Adding to such challenges is the tendency of candidates moving around m
34、ore frequently than in other sectors,attracted by better opportunities and remuneration packages.To overcome this shortage,companies are beginning to recruit beyond their industries and national borders.Talent flow is likely to be technology-focused rather than business-focused.Salaries are likely t
35、o increase as well.5 TIPS TO RETAIN TOP TECHNOLOGY TALENT 1.KEEP ON TOP OF MARKET SALARY RATES.Specialists can command material increases,so the first step in retaining your technology talent is to frequently review the market rates on offer.It is essential that you communicate to internal stakehold
36、ers the vital importance of at least matching if not exceeding the going rate,and getting budget allocation accordingly.The laws of supply and demand apply.2.LOOK TO THE START-UP WORLD.With Silicon Valley setting the standard for technology employment,it may be wise to look to start-up culture and t
37、ry to replicate some aspects of what makes technology start-ups so attractive.For example,technology specialists thrive on challenges and new experiences.3.FLEXIBILITY.If budget is still difficult to find,there may be an opportunity to make up for it with perks like flexible working options.Bearing
38、in mind that a technology specialist may work best uninterrupted at home,or even at night,a lenient work schedule can also be a way to get the most out of your team.4.INVEST IN TRAINING.Training is an investment to maximise your teams capacity and improve your employee retention rate.Hence,this shou
39、ld be an important piece of the budget puzzle not an afterthought.Technology employees typically enjoy learning new skills.The opportunity to earn CV-enhancing qualifications like CCNA,MCP,PRINCE2 or Certified ScrumMaster,is valued.5.DISCUSS CAREER PATHS.To prevent technology staff becoming dissatis
40、fied or restless with their job,it is worthwhile at annual review time and throughout the year to ask what each employee is looking for in their career whether it is the opportunity to try new things,new roles or to transfer to another location.2017 Japan Salary&Employment Outlook|7Strong employer b
41、randing:A key to successCompanies that are able to effectively communicate their culture and values to employees are staying aheadMore companies in Asia are paying attention to employer branding as a way to stand out in the increasingly competitive field of talent acquisition and retention.Already,5
42、6%of employers surveyed said that their organisations practise employer branding actively.Traditional incentives such as salary increases remain one of the top considerations for candidates,especially in mainland China and emerging markets like Thailand and Indonesia.But other factors,such as career
43、 progression,training,work-life balance,and corporate values,are also rapidly becoming more of a“pull”factor for an increasing number of employees,particularly the millennials.This is especially true in Taiwan where salaries tend to stay relatively flat.Companies that succeed in employer branding ar
44、e those that can communicate clearly to employees what they stand for,and the culture and values the organisation promotes.Often,such companies have multi-channel digital strategies to promote their brand internally and externally.Almost two-thirds(55%)of the companies that practise employer brandin
45、g engage with potential and current employees using internal and external social media platforms.In Indonesia,for example a relatively young market that is among the worlds most active users of Facebook and Twitter 50%of employers use social media to reach talent under the age of 30.Start-ups that d
46、o not have enough resources to build their employer branding also often turn to social media to communicate their corporate journey and mission as part of their attraction and retention strategy.Diversity and inclusionIncreasingly,more companies are ramping up their efforts in diversity and inclusio
47、n(D&I)to build their employer brand.International firms are typically at the head of the curve with D&I,often because they have policies mandated by regional or head offices,and many of them are seeking to localise their workforces to become more representative in the markets they operate in.While D
48、&I efforts can be better encouraged on the domestic front,local companies that are taking the biggest strides in this area are typically those looking to expand abroad:for example,several Chinese banks opening in Hong Kong and technology businesses expanding across the globe have made determined eff
49、orts to look more attractive to international talent,and this has included having clear policies on D&I.The good news is that majority of employers across Asia(93%),comprising local firms and foreign multinationals,have said that they are committed,in varying levels,to supporting their D&I efforts.A
50、mong all,Singapore stood out,with 91%of employers affirming their commitment to D&I,as the local government continues to champion such efforts.Throughout Asia,gender appears to be the top focus of most companies D&I programmes,with slightly over half(53%)of companies making a clear push for recruiti