Salary and bonus in Japanese enterprises are regular and stable.
Base on the statistics, annual salary increase is common method in Japanese enterprises. 86% of recruiters reveal that their enterprises have been applying this method. However, Japanese enterprises is rarely increasing salary abruptly, the number of enterprises which offer 20% salary increase is 2%; enterprises which offer 15% annual salary increase account for 23%. The common salary increase rate is from 5 – 10% each year (account for 62%).
1-month salary for Tet bonus is a common method in Japanese enterprises, 55% of recruiters said that their enterprises offer 1-month salary; 17% of enterprises said that they have Tet bonus is 2-month salaries and only 4% of enterprises have highest Tet bonus rate is 3-month salary.
Working environment in Japanese enterprises is the most attractive factor for Vietnamese candidates.
When asked about the attractive factors when working in Japanese enterprises, recruiters defined that “good salary and benefit” as well as “stable career” are two most attractive factors for Vietnamese candidates.
However, from Vietnamese candidates, “practice attitude, standard working style” and “professional working environment” in Japanese enterprises are the most attractive factors to them.
Candidates who have Japanese-language proficiency have more communication advantages.
One highlight point is that Japanese language is not the main internal language in Japanese enterprises (only 20% of recruiters said that their enterprises use Japanese as the main internal language). English and Vietnamese are widely used in these Japanese enterprises.
55% of candidates said that their Japanese colleagues prefer to talk to Vietnamese who have Japanese-language proficiency. 30% of candidates said that these employees who have Japanese-language proficiency are appreciated higher in work quality. However, from recruiters’ point of view, “there is no priority for Vietnamese candidates who have Japanese-language proficiency”. Having Japanese-language proficiency just helps them “communicate easier”. This opinion is based on 70% of Vietnamese recruiters and 50% of Japanese recruiters.
Japanese enterprises focus on human resources development.
According to 98% of candidates, they are trained by different methods in Japanese enterprises. 71% of recruiters said that on-the-job training is the most popular training method in their Japanese enterprises. However, new training method has not been applied widely. For example, only 24% of Japanese enterprises apply “Mentor – Colleague adviser” and 7% of Japanese enterprises apply “E-learning” (online training) method.
Based on the statistics, 40% of recruiters said that in their enterprises offer employee transfer programs for Vietnamese employees to work in Japan. 22% of recruiters said that this program is offer for employees who achieve good performances; 16% of Japanese enterprises apply this program for longtime employees. Other opinions show that their Japanese enterprises have employee transfer programs, training courses and business trips for employees to apply; some Japanese enterprises are planning for those programs for Vietnamese employees in the next few years.
50% of surveyed candidates are seeking for a job in Japanese enterprises.
Based on the survey, there are 26% of candidates who have Japanese-language proficiency but have not worked in Japanese enterprises. 77% of those candidates voted for Japanese enterprises is the favorite workplace among Asia companies. Besides, more than a half of those candidates reveal that they are seeking for a job in Japanese enterprises in near future.
From point of view of those potential candidates, Japanese enterprises are attractive regarding to “practice standardized working style”, “work in a professional environment”, also expect an “attractive salary and benefits”.
Japanese enterprises should boost employer branding
In competition with other FDI companies on human resources, Mr. Gaku Echizenya, CEO of Navigos Group, shares some advices for Japanese employers: “Japanese enterprises should take advantages of “working culture” to boost employer branding and attract more potential candidates who want to be trained themselves in a professional working environment as Japanese enterprises. Sharing “culture specificities” and “attractive working environment” to social media is common method which is applied by many enterprises. Furthermore, to break the language barrier, Japanese enterprises should consider applying English or Japanese training courses including extra benefits to encourage employees to improve their language skills after work. Japanese enterprises could open some language courses which are led by their employees who are good at English or Japanese. Currently, new training methods such as E-learning, Gamification are learning method which are highly recommended.