Where first impressions are everything, and you’ve only got seconds to stand out. In 2025, the rules of job searching have changed — and if you’re still playing by the old ones, you’re likely missing out. With the rise of AI-powered applicant tracking systems (ATS) and a growing reliance on platforms like LinkedIn, the first person to review your application probably isn’t a person at all. Think of today’s job market like a fast-paced round of speed dating: your resume, your LinkedIn, and your digital presence need to make a strong, memorable first impression — fast. If you've been out of the professional “dating” scene for a while, this guide is your refresh button. Here's how to sharpen your resume and online presence to match the demands of the modern job search. Resume Writing: Making Your First Impression Count In speed dating, decisions are made in seconds — and the same is true for resumes. As an executive search and recruiting firm, we’ve reviewed thousands of resumes, and the reality is: most are skimmed in under 30 seconds. That’s your entire window to spark interest. So how do you stand out? Here's how to make your resume feel less like small talk and more like a connection: 1.Lead with a Standout Summary It’s your opening line — make it smart, specific, and hard to ignore. To survive the 10-second scan, start strong. Use a professional summary at the top of your resume to highlight your most relevant experience and strengths. While reverse chronological structure is standard, it may not showcase your best assets up front — that’s where a well-tailored summary steps in. Think of it as your “hook,” customized to each job you apply for. 2. Keep it Brief, Keep it Brilliant You’ve got 30 seconds to impress — don’t turn a highlight reel into a documentary. Concise resumes outperform long-winded ones. If you're early in your career, keep it to one page. If you’re an experienced professional, stick to the rule of 1 page for every 5-7 year experience, putting more description into the roles that have the most relevance to the job you’re applying for. Employers don’t need your whole story — just the best chapters. 3. Match the Keywords, Make the Cut Speak their love language from the start to get a second look. AI tools screen resumes by searching for key terms pulled straight from the job description. Use these to your advantage — mirror the language used in the job post, especially in your summary and experience sections. This shows alignment and helps you pass automated filters. 4. Quantify Your Qualities Show, don’t tell — prove your value in cold, hard stats. Employers and AI alike are drawn to measurable impact. Instead of vague responsibilities, highlight outcomes: “Increased revenue by 25%,” “Cut processing time by 40%,” etc. Numbers catch eyes — and build trust. 5. Tailor Every Time Don’t use the same resume for every job — tailor it like you would your outfit for a first date. No two jobs are the same, so no two resumes should be either. Customize your resume for each role, emphasizing the skills and experiences that match that specific opportunity. Relevance is everything. 6. Keep it Clean and Recruiter-Ready First impressions matter — sloppy presentation sends the wrong signal. Avoid clutter, unusual fonts, graphics, or inconsistent formatting. Stick to a clean, readable design that plays well with both ATS and human eyes. You wouldn’t show up to a date looking disheveled — your resume shouldn't either. LinkedIn: Online Dating for Employers In the modern job search, LinkedIn is your digital first date — and sometimes, your only one. Before anyone calls you for an interview, they’re likely checking your profile. A half-finished page is like arriving late and mumbling through small talk. But a complete, polished LinkedIn? That’s a confident “hello,” a strong handshake, and maybe even a “let’s grab coffee.” Here’s how to make your profile recruiter-ready: 1.Headline = Your Opening Line Make it compelling, not just your job title. Your headline appears in search results and defines your professional brand. Use it to show both what you do and how you bring value. “Project Manager | Delivering Scalable Tech Solutions for Fast-Growing Startups” tells a better story than “Project Manager.” 2. Profile Photo = Digital Eye Contact Would you go on a date without showing your face? Neither would recruiters. Profiles with a clean, professional headshot get far more views and engagement. Choose a photo with good lighting, a neutral background, and a friendly, confident expression. 3. About Section = Your Elevator Pitch Make them want to connect — not move on. Write a first-person summary that tells your story: your strengths, what drives you, and what you're looking for. Avoid buzzword overload and focus on authenticity. This section is your chance to sound like a real person, not a bullet list . 4. Experience = More Than Just a Job List Show impact, not just responsibilities. Just like with your resume, list your roles, but go further — include bullet points that highlight results, projects, and metrics. Anyone can list a job title — few explain the value they delivered. 5. Engage to Get Noticed There may be plenty of fish in the sea, but you won’t know unless you cast your line. LinkedIn rewards activity. Comment on posts, share industry insights, follow companies you're interested in, and connect with people in your field. The more visible and engaged you are, the more likely opportunities will come your way. Conclusion: Speed Dating Meets the Job Hunt In today’s competitive, AI-filtered job market, you don’t just apply — you pitch. Recruiters and systems make fast decisions, and your resume and LinkedIn profile need to make every second count. Think of it like speed dating: clarity, confidence, and customization win attention. Whether you're submitting a resume or updating your online presence, every detail matters — because your next opportunity might be just one scroll, click, or keyword away.

As Japan approaches the so-called “2025 Digital Cliff,” a quiet revolution is unfolding across the nation’s labor market. For decades, the country has been known for its conservative hiring practices, language-driven employment filters, and rigid corporate structures. But demographic decline, global competition, and a long-overdue digital transformation are reshaping the very DNA of how Japan works—and who gets hired. At Makana Partners, we recognize this moment not just as an economic turning point, but as a powerful opportunity to help both professionals and businesses navigate one of Japan’s most significant talent transitions in modern history. The Crisis—and Opportunity—Behind Japan’s Digital Push Japan is currently facing a shortfall of over 220,000 tech professionals , a gap that, if unaddressed, could cost the economy as much as ¥12 trillion ($78 billion) annually. The situation has become urgent. Companies across nearly every industry are undergoing large-scale digital transformations, updating legacy systems, investing in cloud infrastructure, and seeking to incorporate AI and automation into workflows. What was once optional modernization has become business survival. Yet, while the demand for digital talent has surged, the supply has not kept pace. Japan's traditional hiring pipelines—centered on young university graduates and long-term employment—simply can't meet this demand. As a result, hiring managers are rethinking what qualifies as a "tech candidate." Increasingly, they are looking beyond technical backgrounds and actively recruiting professionals from other domains who bring transferable skills, problem-solving ability, and the willingness to retrain. A Growing Pathway for Non-Tech Professionals One of the most compelling trends in Japan's evolving job market is the rise of career changers. Professionals from finance, manufacturing, education, and even hospitality are now pivoting into roles in IT, product management, cybersecurity, and data analysis. For the first time in decades, there is real permeability between industries—and it’s being supported both by government policy and private sector need. Several forces are driving this openness. Japan’s aging population continues to shrink the domestic workforce, which has loosened language and experience barriers across many industries. In fact, many companies are now willing to hire bilingual or even English-only candidates, especially in startups and multinational environments. At the same time, the pandemic normalized remote and hybrid work, further increasing the accessibility of tech careers, particularly for professionals outside of Tokyo. This democratization of opportunity also comes with attractive compensation. Entry-level tech roles in Japan often start at around ¥8 million annually , well above the national average salary of approximately ¥4.6 million. More experienced professionals in high-demand areas like AI, cloud infrastructure, or machine learning can command salaries of ¥12–15 million or more. Challenges That Still Remain Despite the growing opportunities, the path into Japan’s tech ecosystem is not without obstacles. First, the learning curve can be steep. Most roles in data science, software development, or cybersecurity require hands-on skills, technical fluency, and demonstrable project experience. Simply having business domain knowledge is not enough. Second, age remains a subtle but real barrier in certain sectors. While companies are more open to mid-career hires than ever before, professionals over 40 may find fewer entry-level training pathways unless they bring clear, high-leverage expertise. That said, these barriers are softening—especially in roles that blend industry experience with tech transformation, such as digital project managers or transformation leads. Lastly, competition is rising. As more people make the transition into tech, especially from traditional corporate roles, differentiation becomes critical. Candidates need to invest in certifications, build project portfolios, and demonstrate how their past experience maps onto digital-first roles. Strategies for Successful Transition For professionals considering a shift, the key is to start with a realistic skills audit. What are the underlying problem-solving, communication, or project management skills they bring from their current role? How do those map onto emerging needs in Japan’s digital economy? From there, targeted upskilling is essential. Areas like Python programming, data visualization, cloud infrastructure (AWS, Azure), and information security are among the most in-demand. Online programs, coding bootcamps such as Code Chrysalis , and industry-specific certifications can provide the needed foundation. But beyond technical skills, the ability to demonstrate impact—through freelance work, case studies, or open-source contributions—will often determine hiring success. Networking remains a critical component. Recent data shows that more than 75% of tech hiring in Japan happens through referrals or informal connections . Attending local tech meetups, joining Discord communities, or engaging in mentorship programs can open doors that job boards alone can’t. The Role of Makana Partners For Makana Partners, this shift represents a dual opportunity. On one side, we’re well-positioned to support professionals through career mapping, skills alignment, and role targeting in the fast-changing tech landscape. On the other, we can help clients—particularly those in industrial, manufacturing, or legacy sectors—source, assess, and retain hybrid talent: professionals who bring both industry experience and newly acquired tech skills. We also recognize the growing need for market intelligence . As Japan’s job market becomes more fluid, clients are increasingly looking for partners who can help them understand competitive compensation benchmarks, talent availability by region, and evolving candidate expectations. Makana Partners is building that data-driven capability. Finally, we see long-term value in building partnerships—with coding schools, bilingual communities, and tech recruiters—to help shape the next generation of Japan’s digital workforce. Our role isn’t just to react to the market, but to help steer it. Looking Ahead Japan’s 2025 job market is not simply evolving—it’s accelerating. The forces of technology, demography, and global competitiveness are converging to create a once-in-a-generation labor market realignment. At Makana Partners, we’re not just observing that shift—we’re helping lead it.

Masayuki (Masa) Koito is a Director at Makana Partners based in Japan. Having more than 20 years of executive search experience. His practice area focuses on senior level search within financial industry including investment bank/bank, asset management, insurance, fintech and also covers ESG/sustainability, data scientist, outside director positions across industries. Prior to joining Makana Partners, he worked for Tiglon Partners as an Executive Director for 7 years, UBS Securities as a Recruiter/HR for 1 and half years, Global Sage as a Director for 4 years, Sheffield Haworth as the Head of Research for 2 years, Russell Reynolds Associates as a Research Consultant for 1 year, Eban as the Head of Research for 10 years and Nishimura & Partners. Masa studied music (jazz/bass) in New York for 4 years. He has a Bachelor of Law from Aoyama Gakuin University (Tokyo, Japan). Headhunt like Jazz As a headhunter, I always strive to remain flexible. It is essential to be adaptable in order to respond to the needs of clients across various industries, positions, and candidate profiles. The demand for talent constantly changes, and the ability to swiftly adjust to these shifts is crucial in today’s talent services landscape. Additionally, being able to provide support not only within Japan but also globally is an important aspect that sets a competitive headhunter apart. Just like improvisation in jazz, it is crucial to respond quickly and effectively to unpredictable situations in the field of talent services. While AI and technology are streamlining processes, it is clear that a more flexible approach that goes beyond traditional frameworks is needed in this era. Even as AI analyzes and filters vast amounts of information in real time, we, as headhunters, must focus on assessing the "human value" of candidates. The meaning behind the title "Headhunt like Jazz" is that, even as technological advancements continue, the creative aspects of our work—such as our ability to adapt to unexpected situations—remain vital. Just like a jazz session, we adjust and improvise according to the needs of both clients and candidates to achieve the best possible match. This is the mission that I believe we must continue to uphold moving forward. ジャズのようなヘッドハンティング ヘッドハンターとして、私は常に柔軟でありたいと考えています。クライアントのニーズに合わせて、幅広い業界やポジション、そして候補者層に対応できるような柔軟性は、現代の人材サービスにおいて不可欠です。特に、企業が求める人材は日々変化しており、その変化に即応できるよう、柔軟なアプローチが求められます。さらに、日本国内にとどまらず、グローバルにサポートを提供できることが、競争力のあるヘッドハンターの条件でもあります。 ジャズにおける即興演奏のように、人材サービスの分野でも、予測不可能な状況に迅速かつ効果的に対応することが重要です。AIやテクノロジーの進化によって、業務が効率化される一方で、従来の枠にとらわれない柔軟なアプローチがより一層求められる時代です。AIによって多くの情報が瞬時に分析され、選別される中で、私たちヘッドハンターは「人間的な価値」を見極めることが大切だと考えています。 「ジャズのようなヘッドハンティング」というタイトルに込めた思いは、技術革新が進んでも、私たちの仕事におけるクリエイティブな部分や、予想外の状況に即応する力が重要だということです。クライアントと候補者それぞれのニーズを、まるでジャズのセッションのように即興で調整し、最適なマッチングを目指していくこと。それが、今後も持ち続けるべき使命だと考えています。

日本の製薬業界におけるエグゼクティブ人材市場と産業動向の概要 Overview of Japan’s Pharma Executive Talent Market and Industry Trends 1. 日本の製薬業界におけるエグゼクティブ採用の最近の傾向 Recent Trends in Executive Hiring in Japan’s Pharmaceutical Industry 日本の製薬業界では、景気変動の影響を受けにくい特性から、エグゼクティブ人材の採用ニーズが増加傾向にあります。国内外の企業において、マーケティングやMedical Science Liaison（MSL）などの本社機能に特化したポジションでの採用が活発化しています。また、デジタル化とオムニチャネル戦略の進展に伴い、データ分析やデジタル関連職種の求人も増加しています。 加えて、コンサルティングファームやIT企業出身者といった異業界からの登用も顕著です。オンライン面接の普及により、地理的制約を超えた人材アクセスが可能となり、AI技術を活用した採用プロセスの効率化も進んでいます。企業は「エンプロイヤー・ブランディング」に注力し、多様性の推進を背景に、女性や外国人エグゼクティブの登用が加速しています。 The pharmaceutical sector in Japan has shown resilience against economic headwinds, with a notable rise in executive hiring. Specialized positions in marketing and MSL are in high demand, and digital transformation is fueling recruitment in data and tech roles. Companies are increasingly drawing talent from consulting and IT industries. Virtual interviews and AI-driven screening have broadened candidate pools and enhanced recruitment efficiency. Emphasis on employer branding and leadership diversity—especially the inclusion of women and international professionals—is reshaping executive hiring strategies. 2. エグゼクティブ職の給与動向と報酬パッケージ Salary Trends and Compensation Packages for Executive Roles 近年、日本の上場企業における役員報酬は上昇傾向にあり、成果連動型報酬や株式報酬の割合が増加しています。2023年度には、年収1億円を超える役員が1,120人となり、報酬開示企業も509社と過去最多を記録しました。特にCEO報酬の2/3が変動報酬というケースもあり、欧米型報酬制度が定着しつつあります。例えば、武田薬品のCEOの報酬は20億円を超える例もあります。また、物価上昇や政府の賃上げ推進により、一般従業員の給与も上昇しています。 Compensation for executives is trending upward, with performance-based and stock-linked pay gaining prominence. In FY2023, 1,120 executives earned more than ¥100 million, with 509 companies disclosing such information. CEO compensation in global firms can be especially high—Takeda’s CEO, for instance, received over ¥2 billion. Broader wage inflation and government initiatives are also lifting salaries for general employees. 3. 必要とされるスキルと顕著なスキル不足 In-Demand Skills and Notable Skill Shortages 製薬業界には高い専門性を持つ人材が多数存在する一方で、特に外資系企業においては、英語での発信力や自己主張力が不足しているケースが多く見られます。そのため、バイリンガルで異文化適応力を持つリーダー層への需要が高まっています。 薬事分野では、国際経験と英語力の両方を兼ね備えた人材が不足しており、育成型採用が進められています。さらに、デジタルスキルや戦略構築能力を備えた人材も希少で、メディカルアフェアーズにおいては実務経験と幅広い視野を持つプロフェッショナルが求められています。 While the industry boasts a technically proficient workforce, there remains a shortfall in business communication skills—particularly English fluency and assertiveness in multinational settings. Consequently, there’s strong demand for bilingual, culturally adaptive leaders. Regulatory roles suffer from a lack of internationally experienced candidates. Additionally, digital skills and cross-functional strategy expertise are scarce, especially in Medical Affairs, where broad, interdisciplinary experience is essential. 4. エグゼクティブ人材に関する研修・教育の動向 Key Developments in Training and Education for Executive-Level Pharma Talent 企業はエグゼクティブ人材の育成を戦略的に進めており、リーダーシップ研修やグローバル人材開発プログラムを導入しています。部門間のローテーションやMBA留学支援などにより、多様な経験を提供しています。加えて、階層別研修やメンター制度の導入も進んでおり、実務経験を通じてリーダーシップを育む機会が増加しています。 特に、異文化間でのコミュニケーション能力向上に向けたプログラムや、国際プロジェクトへの参加による実践型研修が重視されています。 Pharma companies are increasingly focused on cultivating future leaders through structured training programs. These include rotational assignments, MBA sponsorships, and tiered leadership development initiatives. Cultural competency and communication enhancement are key themes. International projects and mentoring frameworks are being leveraged to provide real-world leadership exposure and global readiness. 5. 日本の製薬市場の発展動向（国内企業および外資系企業） Market Development Trends in Japan’s Pharmaceutical Industry – Domestic and Foreign Players 日本は世界第3位の製薬市場であり、2022年の市場規模は約1,060億ドル、2026年には1,180億ドルに達すると予測されています。政府は薬価制度の見直しとイノベーション促進に注力しており、スタートアップ支援や創薬に関する5カ年計画も進行中です。 国内企業は、バイオ医薬品、再生医療、デジタルヘルスといった先端分野への投資を拡大しています。外資系企業も新薬の導入や共同研究を強化しており、国内外企業間の競争と協業が並行して進行しています。 Japan’s pharmaceutical market remains vital, valued at approximately $106 billion in 2022 and expected to grow to $118 billion by 2026. Policy shifts favoring innovation, startup support, and streamlined drug development are underway. Domestic firms are investing in biologics, regenerative medicine, and digital health, while global players are increasing new drug launches and partnerships. The environment is one of both competitive and cooperative engagement. 6. 2026年の人材および市場の展望 Predictions for the Talent and Market Landscape in 2026 今後、エグゼクティブ人材を巡る競争はさらに激化すると予想されます。英語力とデジタルリテラシーを備えた次世代リーダーへの需要が高まる中、異業種や海外からの人材登用が進む見通しです。 報酬面では、成果連動型報酬のさらなる普及が見込まれ、年収1億円を超えるエグゼクティブの数も増加すると予測されます。また、ダイバーシティの進展により、女性や外国人幹部の比率が増えるでしょう。 医薬品市場は引き続き堅調な成長を遂げ、革新的な医薬品や創薬支援策を通じて、日本発のグローバルイノベーションが加速する可能性があります。 By 2026, executive hiring will become even more competitive. Strong English communication and digital expertise will be key differentiators. Cross-industry and international talent mobility will increase. Compensation packages will skew further toward performance-based models, and leadership diversity—both gender and international—will expand. The pharma market will grow steadily, and innovation fostered by startups and supportive policy will begin yielding significant results. 結論 Conclusion 日本の製薬業界は、高齢化社会による医療需要の拡大、政策的なイノベーション推進、そしてグローバル化の進展により、大きな変革期を迎えています。これに伴い、エグゼクティブ人材市場にも質的・量的な変化が求められています。バイリンガルでデジタルスキルを備えた多様性のあるリーダー人材が一層重要となり、異業種・国際市場からの人材登用や内部育成の両面で戦略的な人材マネジメントが必要とされています。 報酬制度も成果主義にシフトし、グローバル基準を取り入れた構造へと変化を遂げつつあります。企業は、優秀な人材を確保し持続的な成長を実現するために、柔軟性と革新性のある人事戦略を構築することが不可欠です。 Japan’s pharmaceutical industry is undergoing a pivotal transformation driven by demographic shifts, pro-innovation policies, and increasing globalization. As a result, the executive talent market is evolving in both scope and expectations. The demand for bilingual, digitally fluent, and diverse leaders is intensifying, necessitating cross-industry and international hiring alongside robust internal development programs. Compensation structures are increasingly aligning with global standards through performance-linked models. To secure top talent and ensure sustainable growth, companies must craft forward-looking, adaptable human capital strategies that embrace innovation and diversity at the executive level.

We’ve had the pleasure of working with Noah Yamasaki Fish—a driven intern whose creative approach and strategic mindset significantly enhanced our marketing initiatives at Makana Partners. A junior at Connecticut College studying Economics and International Relations, Noah brought not only his academic insights but also a unique cultural perspective, leveraging his native Japanese language skills to strengthen our communication and outreach efforts Read on to discover more about Noah’s journey with us—his contributions, the challenges he overcame, and the lessons he learned along the way. We are excited to share his story and look forward to seeing where his promising career takes him next! Please introduce yourself, including your academic background and future plans. Additionally, what motivated you to choose Makana Partners for your internship? Hi, my name is Noah Yamasaki Fish. I am currently a junior studying Economics and International Relations at Connecticut College. At college I am a member of the men’s varsity squash team and the presidents of the East Asian Studies Student Advisory Board and Club Baseball team. I was motivated to choose Makana Partners for my internship because I was looking for a job where I can utilize my native Japanese language skills as well as communication skills. Executive search seemed like a profession where communication was extremely important, and as Makana Partners is based in Yokohama, my Japanese language and culture skills could be utilized. Could you describe your role and responsibilities at Makana Partners? How did you apply your academic knowledge to the tasks you were assigned? My main role and responsibility was marketing. My goal was to increase engagement on all of our social media platforms. I used knowledge that I had learned from previous experiences managing social media accounts for many of my activities at school, such as managing the East Asian studies and club baseball social media accounts. What did you enjoy most about managing our social media platforms (X, Instagram, Facebook), and why? I enjoyed seeing our engagement on our social media grow. Compared to when I first started, the amount of engagement on our social media platforms as a whole has grown significantly. Being able to quantitatively see the strategy that was being implemented was very rewarding. Which social media strategy or campaign did you feel had the biggest impact, and what made it successful? I believe that the change in the job post templates had the biggest impact on our social media. The weekly job posts are highly relevant to many people viewing the Makana Partners` linkedin page, so making sure that they had a clean look was very important. How did you go about creating growth plans for our marketing efforts, and what challenges did you face? The main way that I created growth plans for marketing efforts is by doing research on what other relevant firms are doing. Based on my research, an important part of growing a social media page is consistent uploads. This was hugely successful for our Linkedin page. However, for our social media pages that are less developed (Instagram, Facebook, X) different strategies had to be implemented. I noticed that the more that I engaged with other firms using those social media platforms the more traction that I received back through them. In your view, what could be improved in our social media strategy to boost engagement and growth? In my opinion, I believe that creating a social media that is more personable would create more engagement. For example, many of our current posts are job posts and other very industry specific postings. Recently, we uploaded Instagram reels and Youtube shorts from the Makana Podcasts. Some of these posts took off fairly quickly, and I believe that it is partially because it was a change in the normal content that is uploaded and has much more dialogue and human interaction within it. I believe that there is a lot of potential growth that can be made by continuing to make this type of content. How did working on podcast editing complement your social media work and overall understanding of our brand? Working on podcast editing complemented my social media work. I was able to work on my video editing skills and research how other people were creating their podcasts. It seems as though many people are starting to hop on the trend of creating podcasts and being able to do research on that definitely helped me with ideas for social media. Listening to some of the podcasts also helped me understand how industry leaders think and act. Can you share an example of a research project you supported and what insights it provided for our marketing? An example of a research project that I supported was the publishing of the second edition of Makana 2.0! Prior to publishing, I did research on how we will build traction and hype around the magazine. After publishing, I analyzed many of the analytics on our social media platforms to see how it performed. This provided me with a lot of insight for future marketing projects and where I should focus my efforts. Looking back at your overall experience, what advice would you offer to future interns handling social media and marketing projects? Looking back at my experience, one piece of advice I would give to future interns handling social media and marketing projects is to track metrics meticulously. When I first started, I was still learning how to use all the functions of a business’s social media platforms. Of course, there is a learning curve, but I am now able to use the majority of these functionalities. If I had been able to utilize more of the available tools earlier, I believe it might have changed the way I approached certain marketing projects. I definitely learned a lot from having this hands-on experience and looking forward to using the skills I gained in the future.

Over the past six weeks, from January to February, we had the pleasure of working with Sage—a talented intern who significantly boosted our marketing and content efforts at Makana Partners. Whether sourcing on Loxo, creating engaging social media content, or editing podcasts, she consistently demonstrated creativity and innovation. In this exclusive video interview, joined by our managing director, Yan Sen Lu, Sage reflects on her enriching experience and the collaborative culture she encountered in Japan. Yan Sen: All right, Sage, thank you very much for joining Makana Partners on your internship. This is the end of your six weeks. Sage: Thank you for having me. Yan Sen: Oh, it happened so quickly. How was your experience? Sage: It was great. I was really excited coming into it, and I was excited to partner with an executive search firm. I also really enjoyed doing more marketing work and seeing that side of things. Overall, I had a great time. Yan Sen: How was working in Japan different from working in the US? Sage: It’s a little different. I don’t know if I got the full experience because we were in a WeWork building. But one thing that stood out is how collaborative people are here compared to my previous internships back home. Also, things feel more organized here—like public transit, especially compared to New York City. Yan Sen: If you’re seeing this on YouTube or LinkedIn, a lot of the content is thanks to Ken working behind the scenes. What role or responsibility did you enjoy the most? Sage: I enjoyed sourcing on Loxo—it’s like solving a puzzle, trying to find the perfect candidate. I also liked working on social media content and getting creative with tools like iMovie and Photoshop. Learning more about AI and editing podcasts was another highlight for me. Yan Sen: That’s great. I know you spent a lot of time on the podcasts. Now, your internship was cut short—anything you wish you could have done more of? Sage: Maybe more sourcing, but honestly, I really enjoyed the marketing side and working on the podcasts. Rewatching and re-listening to the guests’ insights was very rewarding. Ken: Thanks for everything, Sage. You helped us grow in both marketing and other areas at Makana Partners. How did you manage balancing all the tasks we gave you—content creation, sourcing, and video editing? Sage: I focused on prioritizing tasks—if something needed to be posted on a specific day, that came first. I also preferred to complete one task before moving on to another, especially for bigger assignments like podcast editing. That way, nothing felt overwhelming. Ken: That’s a good approach. Yan Sen: Between us, you’re probably our best intern so far. Sage: Thank you! Yan Sen: We were impressed by your speed and quality of work. It’s just a shame the internship was short. Sage: Yeah, I enjoyed it a lot. Thank you for the opportunity.

Short interviews are gaining prominence in Japan's corporate landscape as a pragmatic solution to the nation's famously demanding work culture. The emergence of "casual meetings" (カジュ アル面談, kajuaru mendan) represents a significant shift in Japanese hiring practices, offering efficiency benefits for both employers and job seekers. This informal pre-application interview format allows companies to engage with more candidates while giving job seekers the opportunity to explore potential employers without excessive time commitments. As Japan continues to navigate labor shortages and work-style reforms, these abbreviated interview formats align perfectly with the need to respect everyone's limited time while still facilitating meaningful professional connections. Japan's Demanding Work Culture and Time Constraints Japan's reputation for intense work dedication is well-documented and creates significant time pressures for professionals throughout the country. According to 2022 data from Japan's health ministry, 10.1% of men and 4.2% of women worked over sixty hours per week, highlighting the extreme time constraints many Japanese workers face . This culture of extended working hours creates an environment where both hiring managers and job candidates have precious little time to spare for lengthy interview processes. The concept of company loyalty in Japan often manifests through extended working hours that are not just expected but sometimes contracted . Tim Craig, a researcher of Japanese culture, notes that social pressure plays a significant role in this dynamic: "If they go home early, then their colleagues will (a) look askance at them, and (b) have to work more to cover for them. Either way, it's not a good feeling" . Such pressure makes taking time off for job interviews particularly challenging, creating a situation where shorter interviews become not just preferred but necessary. Despite Japan's 2018 Workstyle Reform Act that outlawed excessive overtime, many employees still work beyond regulated hours, either by company pressure or personal choice . With only 7% of Japanese companies providing employees with the legally mandated weekly day off, the opportunity for candidates to participate in lengthy interview processes is severely limited . These time constraints affect both sides of the hiring equation, making shorter interviews an increasingly valuable adaptation. The Evolution of Interview Practices in Japan Traditional job interviews in Japan often follow formal, structured formats that can be time- consuming and stress-inducing for all parties involved. However, recent years have seen a notable shift toward more time-efficient approaches, with the "casual meeting" emerging as a popular alternative, particularly among Japanese startups and increasingly with larger corporations . These casual meetings represent an informal interview that takes place before a formal application is submitted. This approach developed as a response to changes in Japan's hiring landscape, where simply posting job openings was no longer sufficient to attract quality candidates . Today's job seekers have become more selective and cautious about formally applying to positions without first gaining insight into the company culture and work environment. Unlike traditional casual interviews in other countries, which typically occur after application as a screening mechanism, Japan's casual meetings happen before the application process . This important distinction highlights their primary purpose: to provide an opportunity for mutual exploration rather than formal evaluation. The emphasis on "casual" makes these meetings less intimidating and time-consuming for candidates who are already balancing demanding work schedules. Benefits of Short Interviews for Employers For Japanese companies operating in a time-constrained business environment, shorter interviews offer significant advantages in the hiring process. The casual meeting format enables employers to connect with a wider pool of potential candidates without committing extensive resources to formal interviews with each one . This efficiency is particularly valuable given the management time constraints in Japan's work-intensive corporate culture. Short interviews allow hiring managers to quickly assess a candidate's basic qualifications, communication style, and cultural fit without disrupting their already packed schedules. In a work culture where long hours are the norm, every minute saved in the hiring process translates to valuable time that can be redirected to pressing business matters . This is especially important for senior staff members who might be involved in interview panels. The casual meeting approach is widely considered a "win-win" scenario that benefits employers by widening their search pool without requiring excessive time investment . Companies can become acquainted with more potential employees efficiently, allowing them to make better- informed decisions about which candidates to invite for more comprehensive formal interviews later in the process. For job seekers navigating Japan's demanding work culture, shorter interviews provide numerous practical advantages. The casual meeting format allows candidates to explore potential employers without taking extended time away from their current positions, which could otherwise create tension with existing employers given the cultural expectations around work presence . Benefits of Short Interviews for Job Seekers For job seekers navigating Japan's demanding work culture, shorter interviews provide numerous practical advantages. The casual meeting format allows candidates to explore potential employers without taking extended time away from their current positions, which could otherwise create tension with existing employers given the cultural expectations around work presence . Short interviews require less preparation time and create lower stress levels than traditional lengthy interviews. In a society where 10.1% of men work more than 60 hours weekly, the ability to participate in job interviews without excessive time commitments is invaluable . Candidates can more easily fit these abbreviated meetings into lunch breaks or before/after regular working hours, minimizing disruption to their current work responsibilities. Additionally, the informal nature of these casual meetings creates a more comfortable environment for candidates to assess whether a company aligns with their career goals and work style preferences. As noted in the article from TokyoDev, this allows job seekers to "learn more about a company before they spend time and effort on a full, formal application" . This efficiency enables candidates to explore more potential opportunities without the exhaustion that would come from multiple full-length formal interviews. Cultural Considerations in Japanese Interview Practices Japanese interview practices reflect broader cultural norms that differ significantly from Western approaches. In Japan, there is a cultural tendency to avoid excessive self-promotion, which shapes how interviews are conducted . Rather than focusing on individual achievements, Japanese interview culture often emphasizes team contributions and collective success. The structure and formality of interviews can vary significantly based on company size and age. As one Reddit commenter with experience interviewing in Tokyo observed, "In smaller or more contemporary Japanese companies it will feel casual and perhaps similar to a North American one. In older/larger companies, it might feel like a panel interview but more tense" . These variations affect the interview length and format across different organizational contexts. Cultural formalities remain important even in shorter interview formats. Elements such as proper bowing, using respectful phrases like "失礼します" (excuse me), and employing keigo (formal language) continue to play crucial roles in Japanese professional interactions . Short interviews must still accommodate these cultural expectations while streamlining the substantive discussion portions. Implementation Strategies for Effective Short Interviews To maximize the effectiveness of shorter interviews in Japan's busy work environment, careful planning and structure are essential. Companies can implement several strategies to ensure these abbreviated formats yield valuable insights despite their reduced duration. Pre-interview screening through resume review and brief initial assessments can help focus the in-person meeting on the most relevant qualifications and concerns. This preparation ensures that even brief conversations can address substantive topics rather than basic information collection. Technology can further enhance the efficiency of these shorter interactions. Video interviews for initial screenings can eliminate commute time for both parties, making the process more accessible to busy professionals. This approach aligns well with Japan's ongoing efforts to modernize work practices, including the push for four-day workweeks that began in 2021 . Structured interview formats with clearly defined objectives help ensure that essential topics are covered despite time limitations. By preparing focused questions that target key competencies and cultural fit indicators, interviewers can gather meaningful information even in shortened timeframes. Conclusion The shift toward shorter interviews in Japan represents a practical adaptation to the realities of the country's intensive work culture. As Japan continues to face labor shortages and demographic challenges, with foreign workers now comprising about 3% of the workforce , efficient hiring practices become increasingly important to attract and retain talent. The casual meeting approach exemplifies how Japanese business practices are evolving to address changing workforce dynamics while respecting the time constraints imposed by traditional work expectations. By acknowledging the practical benefits of shorter interviews- efficiency for employers, accessibility for candidates, and reduced disruption to ongoing work- Japan's hiring landscape is developing in ways that better serve all stakeholders.  As Japan continues to implement work reforms aimed at improving work-life balance, the trend toward more time-efficient interview practices is likely to continue and expand. These shorter interview formats not only accommodate the busy schedules of Japanese professionals but may also contribute to the broader cultural shift toward more sustainable work practices that the country is gradually embracing. Citations: https://sites.uab.edu/humanrights/2024/11/22/karoshi-the-problems-with-japans-work-culture/ https://www.tokyodev.com/articles/what-is-a-casual-meeting-in-japan https://www.reddit.com/r/japan/comments/16h8slk/if_ japan_has_a_culture_of_never_talking_highly_of/

As Japan races toward what experts call the "2025 Digital Cliff," the country is experiencing an unprecedented demand for IT professionals. Japanese businesses risk losing ¥12 trillion ($77.6 billion) annually without proper digital transformation. This challenge creates remarkable career opportunities for professionals considering a shift to the IT industry, regardless of their current background. Why More Professionals Are Making the Switch Japan faces a critical shortage of 220,000 IT workers while undergoing massive digital transformation. This talent gap comes at a perfect time, as 97% of Japanese companies are actively upgrading their technology systems. Traditional industries are embracing digital solutions, creating a unique opportunity for career changers. The aging population in Japan has accelerated the need for technology adoption across all sectors. Companies are increasingly open to international talent and professionals from non-technical backgrounds who bring fresh perspectives to the tech industry. The Benefits of an IT Career in Japan Attractive Compensation Entry-level IT positions in Japan start at approximately ¥8 million annually, significantly higher than the national average salary of ¥4.60 million. Experienced specialists in fields like AI can earn up to ¥15 million. Job Security and Growth The tech industry in Japan is projected to grow at an impressive 28.48% annually through 2030. With most companies prioritizing digital skills, IT professionals enjoy excellent job security and advancement opportunities. Work Flexibility Many tech companies in Japan now offer remote work options and flexible schedules. This work-life balance is rarely found in traditional Japanese corporate environments. Inclusive Environment Japanese tech companies are increasingly welcoming professionals without Japanese language skills, especially for senior technical roles. This openness makes the transition easier for international talent or Japanese professionals without extensive tech backgrounds. Challenges to Consider The shift to IT isn't without hurdles. You'll face a steep learning curve when acquiring technical skills. Age-related barriers may exist in some companies, though this is changing as the talent shortage grows. Competition can be intense for popular roles, making specialization important. Practical Steps for a Successful Transition Identify Your Transferable Skills Leverage your existing expertise. For example, finance professionals can excel in fintech, while healthcare workers might find opportunities in health IT. Problem-solving abilities and industry knowledge are valuable assets in tech roles. Focus on In-Demand Skills Prioritize learning skills with growing demand in Japan: Data analysis and visualization Python programming (particularly valuable in manufacturing and automotive sectors) AI and machine learning basics Cloud computing technologies Cybersecurity fundamentals Education Options Tokyo hosts over 4,000 tech companies and numerous learning resources. Consider: Coding bootcamps like Code Chrysalis in Tokyo Online courses focused on practical skills Industry certifications valued by Japanese employers Project-based learning to build your portfolio Build Your Network Approximately 78% of tech professionals in Japan secure positions through connections. Attend tech meetups, join online communities, and connect with professionals already working in the field. Your Role in Japan's Digital Future By transitioning to IT, you're not just changing careers — you're helping address a critical national challenge. Career shifters bring unique perspectives that can drive innovation in Japan's tech sector. Your non-technical background combined with new IT skills creates a powerful combination that many companies desperately need. As Japan works to maintain its global competitiveness through digital transformation, professionals who successfully bridge the gap between traditional industries and technology will be invaluable. The journey may be challenging, but the rewards — both professional and financial — make this career shift one of the most promising opportunities in Japan's evolving job market.

As artificial intelligence (AI) becomes ever more woven into our daily lives, we’re faced with a subtle but profound dilemma: Are we growing too comfortable with the answers AI provides? Like the fabled blue pill from The Matrix, the convenience of AI tempts us to accept its outputs without question-risking a descent into a Wonderland where reality is shaped by algorithms, not by critical thinking. Let’s take a closer look at why this is happening, and why it’s time to reach for the red pill of skepticism. 1. Prompt Bias: Garbage In, Garbage Out AI is not an oracle; it’s a mirror. The way we prompt AI systems-what we ask, how we phrase it, and the context we provide-directly shapes the answers we get. This is especially evident in AI-generated images, where even slight variations in wording can produce wildly different results. If our prompts are biased, incomplete, or ambiguous, so too will be the AI’s output. Example: If you ask an image generator to create a “professional person,” the result may reflect the biases present in the training data or in your prompt-perhaps defaulting to a certain gender or ethnicity. The same holds true for text-based AI: ask a leading question, and you’ll get a leading answer. 2. The Order of Prompts: Primacy, Recency, and AI Logic Humans tend to remember the first thing we read (primacy bias), but AI models often weigh the last part of a prompt more heavily. This means that the order in which we present information to an AI can dramatically affect the result. Example: If you write a prompt that starts with “Write a formal email,” but end with “make it humorous,” the AI is more likely to focus on humor because it processes the most recent instruction as most important. This subtlety can lead to outputs that surprise-or mislead-if we’re not careful about how we structure our requests. 3. The Order We Receive Information: The Time Factor in Decision-Making Not only does the order of input matter, but the order in which we receive AI-generated information can influence our decisions, especially in high-stakes contexts like hiring. Studies show that hiring managers are swayed by the sequence in which candidate information is presented, with earlier or later details disproportionately impacting final decisions. Example: If an AI screening tool presents candidate profiles in a certain order, managers may unconsciously favor those shown first or last, regardless of objective qualifications. Over time, this can reinforce existing biases and undermine fair decision-making. The Red Pill: Question Everything The allure of AI is strong-it’s fast, efficient, and often uncannily accurate. But if we stop questioning its outputs, we risk abdicating our critical faculties. Like Alice tumbling down the rabbit hole, we may find ourselves in a Wonderland where truth is whatever the algorithm says it is. So what’s the alternative? Interrogate the input: Be mindful of how you phrase prompts and what assumptions you’re embedding. Understand the process: Learn how AI systems weigh information and how prompt order affects results. Challenge the output: Don’t accept AI-generated answers at face value. Cross-check, verify, and ask follow-up questions. Stay human: Remember that AI is a tool, not a final authority. Human judgment and ethical reasoning remain irreplaceable. Conclusion As time passes, our reliance on AI will only deepen. But if we want to avoid the blue pill’s seductive trap, we must cultivate a habit of skepticism and inquiry. Take the red pill-question the output, challenge the process, and keep your mind awake. Otherwise, like Alice, we may wake up to find that Wonderland is not as wonderful as it seems.

Japan’s rural industries are grappling with a severe labor shortage, especially in isolated regions where depopulation and aging are accelerating. But on a small island in the Seto Inland Sea, one shipbuilding company is swinging for the fences with an innovative approach: using the power of team sports to revitalize its workforce and community. Iwaki Tech: A Shipbuilder’s Bold Play Iwaki Tech, headquartered on Iwagi Island in Kamijima, Ehime Prefecture, has long been a pillar of the local economy. The company specializes in manufacturing steel blocks for ship hulls and boasts the nation’s top share in hatch covers for cargo ships. Despite stable business performance, Iwaki Tech has struggled for years to attract young talent, a challenge exacerbated by Japan’s demographic headwinds and the island’s remote location. Over the decade leading up to 2020, the company managed to hire only one new graduate every two years. To address this, Iwaki Tech formed a dedicated recruitment team in 2021, resulting in a modest uptick in hires. However, most new recruits preferred working at the company’s factories on the mainland, accessible by road, rather than the main plant on Iwagi Island, which requires a ferry ride—a logistical hurdle that often deters young workers. A Game-Changing Idea: The Birth of a Baseball Team The breakthrough came in February 2024 at a casual gathering, when a local suggested that forming a baseball team could attract young people eager to continue playing the sport after high school or college. With ample sports facilities on Iwagi and neighboring Ikina Island, the idea quickly gained traction. Within months, enough interest was generated to form a team, and by October, the Iwaki Tech Baseball Club was officially launched. The team now fields 18 players aged 18 to 30, including six new hires set to join the company in April. Their rallying cry, “From the island to the national stage,” reflects both their sporting ambitions and the company’s hope to draw national attention to Kamijima. Beyond Recruitment: Revitalizing the Island Community The impact of the baseball club extends far beyond the company gates. Practices resound with youthful energy, a rare commodity on an island with a population of just 6,000. Players, some of whom have relocated from urban areas, note the superior training environment and the warm integration into local life—participating in festivals and receiving encouragement from residents.  Company leaders see the club as a dual opportunity: to develop employees both on the field and in the shipyard, and to showcase the unique lifestyle and career opportunities available on the island. As General Manager Daijiro Yamamoto puts it, “We hope they’ll discover the joy of island life and shipbuilding, and stay with us for the long term”. A New Era for Ehime Baseball and Regional Revitalization With Iwaki Tech’s entry, Ehime Prefecture now boasts two corporate baseball teams, rekindling local enthusiasm for the sport and providing healthy competition for the established Matsuyama Phoenix club. Industry leaders and local officials alike hope that this rivalry will not only elevate the level of play but also help attract more young people to the region, supporting both sports and economic revitalization. Key Takeaways for Regional Employers Innovative Recruitment: Leveraging sports and other extracurricular activities can make remote workplaces more attractive to younger generations. Community Engagement: Integrating new employees into local life fosters a sense of belonging and mutual support. Dual Development: Programs that combine professional and personal growth help retain talent and build organizational loyalty. Conclusion Iwaki Tech’s bold experiment demonstrates that tackling Japan’s rural labor shortage requires creativity, community spirit, and a willingness to try new approaches. By turning to baseball, the company is not just building a team—it’s building a future for the island and its industry. Author: Yan Sen Lu, Managing Director - Makana Partners Source: https://mainichi.jp/articles/20250308/k00/00m/050/ 078000c

We are excited to welcome you to the third issue of Makana 2.0 —our flagship e-magazine that brings together thought leaders from across industries to share valuable insights on HR, leadership, and technology, with a special focus on Japan and Asia. As we move from the quiet of winter into the vibrant bloom of spring, the cherry blossoms remind us of renewal and growth—values that continue to guide our mission. With each issue, we aim to bring you fresh, forward-thinking insights to help you thrive in today’s fast-changing business landscape. In this edition, we’re proud to feature: Francis Fung , who explores how underrepresented groups—especially orphans—can help address Japan’s pressing labor shortage while advancing ESG goals. Linkedin Hiroyuki Nagashima , CEO of ToiToi, on the power of relationships in shaping corporate culture. Linkedin Naotake Momiyama on the top three value-added contributions of an HR business partner. Linkedin And a special piece from Yan Sen Lu , sharing key considerations when hiring leadership talent in Japan. Linkedin These stories are meant to spark ideas, challenge assumptions, and support your journey as a business leader navigating Asia’s unique challenges and opportunities. As always, we welcome your feedback—it helps us make each issue better. And if you have ideas or stories you’d like to contribute, we’d love to hear from you. Thank you for being an integral part of the Makana community. Link to article: Makana 2.0 - Issu e 3 Stay informed. Stay inspired. Stay ahead.

When considering a senior leadership hire for a multinational corporation (MNC) operating in Japan, the evaluation criteria must go beyond conventional metrics such as English proficiency, business acumen, technical expertise, or even leadership skills like P&L management. While these qualities are undeniably important, the most critical attribute lies in the ability to bridge cultural divides—translating Japanese corporate culture and consumer trends to global headquarters, while simultaneously adapting Western management principles to resonate with a Japanese workforce. Understanding Japanese Corporate Culture Japanese corporate culture is deeply rooted in traditional values such as harmony (wa), hierarchy, and group cohesion. These principles stem from the country’s major religious practices—Shintoism and Buddhism—which have profoundly shaped societal behaviors and workplace dynamics. Shintoism emphasizes harmony with nature and reverence for spiritual entities (kami), fostering rituals that celebrate purity and interconnectedness. This cultural foundation translates into workplace practices that prioritize collective well-being and respect for nature. Buddhism, particularly Zen, emphasizes mindfulness, simplicity, and dedication. Its influence is evident in Japan's meticulous work ethic and the pursuit of perfection in craftsmanship (monozukuri). These values manifest in corporate environments through practices like lifetime employment, consensus-driven decision-making (e.g., nemawashi), and risk aversion. Employees often prioritize loyalty to their organization over individual ambition, reflecting a collectivist mindset. Challenges for MNCs in Japan Western management principles—such as individualism, direct communication, innovation, and flat hierarchies—often conflict with Japanese tendencies toward group harmony, hierarchical respect, and long-term stability. For example: Decision-making in Japan is consensus-driven and deliberate, contrasting sharply with the results-oriented urgency of Western businesses. Japanese employees value loyalty and collaboration over competition or personal recognition, which can clash with performance-based incentives common in Western firms. When MNCs attempt to impose Western-centric cultures in Japan without adaptation, they risk alienating both their workforce and their customer base. The Role of Leadership: Bridging Cultures The savviest senior leaders are those who can integrate the best aspects of both cultural philosophies. They act as cultural translators—bridging gaps between Japanese traditions and global business objectives. This requires:  Cultural Sensitivity: Understanding the nuances of Japanese corporate values like harmony (wa), loyalty, and meticulous attention to detail. Adaptability: Tailoring Western management principles to align with Japanese expectations without compromising organizational goals. Strategic Communication: Translating global HQ’s vision, mission, and targets into culturally resonant messages for Japanese teams. Relationship Building: Cultivating trust among Japanese employees while maintaining alignment with international stakeholders. In conclusion, the most successful senior leaders in Japan are not merely fluent in English or adept at managing P&L; they are cultural integrators who harmonize divergent philosophies into a cohesive strategy. By blending the collectivist ethos of Japanese corporate culture with the innovative drive of Western management principles, these leaders create organizations that are not only competitive but also deeply attuned to local market dynamics. In an increasingly globalized world, this ability to bridge cultures isn’t just desirable—it’s essential for sustainable success.

It feels like AI should give us more free time, right? But instead, many of us feel busier than ever. Why is that? It's not just one thing, but a bunch of changes in how we work and how we think about work, especially as we're still figuring out how to use AI. We Expect More, So We Do More Sure, AI can make us more productive. Studies show people can get about 66% more done with AI. But here's the catch: companies see that and expect more. If you used to handle ten tasks, now they want you to do seventeen, thinking AI will make it easy. So, you're getting more done, but you're not getting any time back. You're just filling those saved hours with even more work. Think of it like a productivity trap. One legal consultant even found himself on a whirlwind of international flights and speaking engagements because of AI-driven demand. Setting Up AI Takes Time and Effort AI isn't a magic button. It takes work to get it running smoothly. You have to: Train it: People spend a lot of time teaching AI systems what to do. Change how you work: You need to redesign your workflows to fit AI, which can take months, even over a year. Check its work: You can't just trust AI blindly. You have to edit, fact-check, and make sure it's doing a good job. Basically, you end up doing your old job and your new AI-related job for a while, which adds to the feeling of being overwhelmed. Too Many Choices, Too Much Pressure AI gives you tons of data and insights, way more than you're used to. This can lead to: Decision paralysis: You get so much information that you don't know what to do. Constant pressure to improve: AI shows you how to optimize everything, so "good enough" isn't good enough anymore. The need to constantly learn: You have to keep up with the latest AI tools and skills. Imagine going from setting monthly marketing campaigns to having to tweak them daily based on real-time data. It's exhausting. We're Not Delegating Properly We often use AI to do more tasks, not to take tasks off our plate. We're "AI babysitting" instead of letting it do its job. We spend a lot of time tweaking prompts and double-checking its work, which just creates more work for us. To use it right, we should be offloading entire tasks, having AI do most of the work and we just polish it, or letting AI run independently with oversight. Work Never Stops AI makes it easier to work 24/7. With things like instant translation and automated follow-ups, work can bleed into your personal time. People are finding themselves doing more little work tasks after hours than ever before. Everything Is Visible Now AI tools can track everything you do, making previously hidden workloads very obvious. Now, companies can see every inefficient meeting and email response gap. This leads to people feeling like they have to fill every minute of their workday to look productive, even if it's not actually productive. Finding a Balance AI can save us time, but we need to change how we use it. We need to: Rethink our work expectations. Create boundaries and AI-free zones. Use AI to focus on important things, not just to do more stuff. The key is to use AI to work differently, not just to work more.

The senior HR executive market in Tokyo is experiencing significant transformation driven by demographic shifts, technological advancements, and evolving corporate priorities. While Japanese companies continue to adapt their human capital strategies to compete globally, they face unique challenges in attracting and retaining top HR leadership talent. This analysis examines the current state of the HR executive landscape in Tokyo, with particular emphasis on multinational corporations, revealing a complex interplay of factors shaping this specialized segment of the labor market. The research highlights a significant talent shortage at the executive level, substantial compensation disparities between Japanese and Western companies, and growing emphasis on digital transformation capabilities within HR leadership roles. Market Dynamics for Top-Tier HR Talent in Tokyo The executive search market in Japan, including for senior HR positions, remains in a relatively immature state compared to other global markets, having existed for a significantly shorter period than in regions like North America and Europe. This market immaturity creates unique challenges for companies seeking to fill leadership positions in Tokyo's competitive business environment. A critical issue facing organizations is an unprecedented shortage of executive and leadership talent, particularly in specialized functions like human resources, which stems largely from inadequate succession planning practices within Japanese corporations. This talent gap has been exacerbated by the COVID-19 pandemic, which created numerous leadership vacancies as companies were forced to manage Japanese operations remotely from overseas headquarters. The broader demographic challenges facing Japan are directly impacting the HR executive market. Japan is gradually transforming into what experts describe as a "limited labor-supply society," with demographic statistics projecting a continuous growth in the elderly population until 2044, while simultaneously experiencing a rapid decline in the working-age population until 2040. This demographic shift creates a structural and chronic shortage of labor that extends to the executive level across all functions, including human resources. The situation requires HR leaders with sophisticated strategies for talent management in an increasingly constrained labor market, making such professionals even more valuable and harder to secure. Human Resource officers in Japan are actively grappling with the challenge of adapting their hiring strategies to remain competitive in the face of growing pressure from global competitors. Chief Human Resources Officers (CHROs) from major Japanese firms such as Fujitsu, Panasonic, Marubeni, KDDI and OMRON have openly acknowledged the importance of investing in their people while simultaneously recognizing the significant difficulties in implementing effective human capital strategies. This consensus among industry leaders underscores the complex market dynamics for HR talent in Tokyo, where demand for strategic HR leadership continues to grow while the supply of qualified candidates remains constrained. HR Leadership Dynamics Across Different Industries The technology sector in Japan demonstrates a particularly diverse and specialized approach to HR roles, as evidenced by Rakuten's extensive HR department structure. Within this major e-commerce and technology company, HR positions span specialized functions including talent acquisition, employee relations, organizational optimization, HRIS (Human Resource Information Systems) management, and dedicated training and development roles. This sophisticated segmentation reflects the tech industry's need for HR leadership that can support rapid innovation while managing the unique challenges of attracting and retaining technical talent in a competitive market. The presence of specialized roles such as "Business Skills Trainer and Consultant" and "Talent Management Specialist" indicates the strategic importance tech companies place on developing human capital as a competitive advantage. In contrast, traditional manufacturing and telecommunications sectors in Japan appear to be placing increased emphasis on transformational HR leadership. Companies like Fujitsu, Panasonic, and KDDI are actively seeking HR executives who can drive cultural change while balancing traditional Japanese business practices with global best practices. These industry leaders recognize that maintaining competitiveness requires fundamental changes to their people strategies, particularly as they expand their global operations. The manufacturing sector faces additional HR challenges related to automation and aging workforces, requiring HR leadership with change management expertise and strategic workforce planning capabilities. Multinational companies operating in Japan represent a distinct segment within the market, with 80-90% of executive search clients being foreign capital companies headquartered outside of Japan. These organizations typically require HR leaders who can successfully navigate the intersection of Japanese business culture and international corporate practices. English language proficiency is consistently described as a necessity for these roles, while Japanese language skills represent a significant advantage but are not always mandatory. This creates a rather narrow candidate pool of bicultural, bilingual HR professionals who understand both Japanese employment practices and global HR standards. Recent Trends in HR Leadership Roles at Multinational Companies Digital transformation has emerged as a central focus for HR leadership roles in Japan, with companies increasingly seeking HR executives who can leverage technology to enhance workforce productivity and strategic capabilities. Tokyo Century, for example, has positioned digital transformation as a cornerstone of strengthening its management base and driving innovation in its corporate culture and business model. The company established a dedicated DX Strategy Division in December 2020 and has been advancing initiatives that include harnessing digital technology to enhance corporate value and bolster competitiveness. This trend requires HR leaders with technological fluency and change management expertise who can drive digital adoption throughout the organization. The COVID-19 pandemic has fundamentally altered leadership dynamics in multinational companies operating in Japan. Many leadership positions remained vacant locally during the pandemic, with companies forced to manage their Japanese teams remotely from overseas headquarters. In some extreme cases, expatriate executives on typical three-year rotational assignments never physically relocated to Japan during their entire tenure 1 . While these restrictions have eased with the loosening of pandemic-related travel constraints, they have accelerated the adoption of remote and hybrid work models, requiring HR leaders to develop new approaches to talent management, engagement, and organizational culture in distributed work environments. Human capital management has become a strategic priority for HR leaders in Japan, with CHROs from major Japanese firms actively discussing how to evolve their people strategies to remain competitive. This represents a shift from traditional Japanese HR practices focused primarily on administrative functions toward more strategic approaches that view human capital as a critical driver of organizational performance. The growing emphasis on human capital management requires HR executives with strong business acumen who can align workforce strategies with broader corporate objectives and demonstrate the ROI of people-related investments to senior leadership. Competitiveness and Retention Challenges in the HR Executive Market The scarcity of qualified HR leadership talent in Tokyo has created a highly competitive environment where strong candidates frequently receive competing offers. While specific counteroffers data isn't provided in the search results, the documented "unprecedented lack of executive and leadership level talent" strongly suggests that companies must be prepared for bidding wars when pursuing top HR candidates 1 . Organizations that fail to move quickly in the hiring process or that present uncompetitive offers risk losing candidates to more agile competitors, particularly multinational corporations with greater compensation flexibility. The combination of demographic pressures and increasing demand for specialized HR expertise creates a sellers' market for experienced HR executives with international exposure. This market dynamic places additional pressure on companies to develop comprehensive retention strategies for their HR leadership talent. While not specific to HR roles, we can observe that Japanese companies are increasingly recognizing that their traditional compensation approaches may be insufficient for retaining top talent. The movement toward more aggressive incentive structures among leading Japanese firms suggests an evolving approach to executive retention that places greater emphasis on performance-based rewards. Companies are counteracting talent bottlenecks through various approaches, including repatriating Japanese talent from overseas to fill leadership roles. This strategy leverages professionals who have gained international experience while maintaining cultural ties to Japan, creating a valuable talent pool for HR leadership positions that require both global perspective and local knowledge. The success of repatriation efforts depends significantly on companies' ability to provide compelling value propositions that address both professional aspirations and personal considerations, as these candidates often have multiple options in global markets. Challenges in Sourcing Exceptional HR Talent for Leadership Positions The fundamental challenge in sourcing exceptional HR talent for leadership positions in Tokyo stems from Japan's demographic realities. With the working-age population declining rapidly until 2040, the overall pool of available talent is shrinking, creating competitive pressure across all executive functions. This demographic constraint is particularly acute for specialized roles like HR leadership, where candidates must possess both technical expertise and strategic business capabilities. Companies must develop increasingly sophisticated talent strategies to identify and attract qualified candidates in this constrained market. Language barriers and cultural differences represent significant obstacles in the HR executive search process. For multinational companies, English language proficiency is typically a non-negotiable requirement, while Japanese language skills are highly valued but not always mandatory. This bilingual requirement substantially narrows the candidate pool, particularly for positions requiring both languages at business proficiency levels. Cultural fit presents an additional challenge, as HR leaders must effectively bridge Japanese business practices with global corporate expectations, requiring nuanced understanding of both contexts and the ability to navigate potential conflicts between them. The executive search practice in Japan remains relatively underdeveloped compared to other markets globally, creating additional sourcing challenges 1 . Many international search firms have attempted to enter the Japanese market but have struggled to adapt their approaches to the unique talent landscape of Japan. These firms have often overpromised results without fully understanding the local context, leading to disappointing outcomes for clients. This situation highlights the importance of working with search partners who possess deep knowledge of the Japanese HR executive market and maintain extensive networks within this specialized community. Salary Ranges and Compensation Structures for Senior HR Positions Senior HR executives in Tokyo, including roles such as Chief Human Resources Officers (CHROs), HR Directors, and Talent Management Heads, experience compensation trends that mirror Japan’s executive pay landscape while reflecting the strategic value of HR leadership. Although granular data for HR-specific roles is limited, benchmarks from senior management provide insight. Base salaries for HR leaders in Tokyo typically range between ¥13,000,000 to ¥14,500,000 annually, with top performers in transformative or global HR roles earning ¥15,000,000 to ¥16,500,000. Total compensation often includes HR-specific incentives tied to talent outcomes, such as retention rates, succession planning success, or diversity metrics, alongside traditional benefits like housing allowances or retirement contributions. Japanese vs. Western HR Compensation Practices A notable gap persists between Japanese firms and Western multinationals (MNCs) in structuring HR executive pay. Japanese companies historically prioritize fixed salaries, with bonuses averaging 20–30% of base pay for HR roles, compared to Western MNCs, where performance-linked incentives (e.g., achieving workforce scalability goals or digital transformation milestones) may constitute 40–60% of total compensation. Long-term incentives (LTIs) like stock options or deferred bonuses, common in Western HR packages, remain underutilized in domestic firms but are gaining traction for roles requiring global expertise.

Last week in Singapore, industry leaders gathered for a round table event to discuss the challenges and solutions in global collaboration, leadership, and talent management. The conversation covered many important topics such as building high-performance teams, creating trust and safety in the workplace, clear communication during change, and strategic HR practices. Special thanks go to Dylan T. for her inspiring presentation, and to all the participants—Makarand (Mak) T., Mui Yen Tan, Jocelyn Cai, Leon Kwang, Tom Deacon, and Nohrinyl Verzosa—who shared their valuable experiences and best practices. Global Collaboration and High-Performance Teams Leaders at the event emphasized the need to blend local insights with global best practices. One executive shared how managing Japanese and Korean teams with language barriers required a month-long effort to clearly explain the vision and goals when introducing a new system like Workday. This example shows that taking time to explain the “why” behind an initiative can help teams work together better. The discussion also highlighted how companies can use clear missions—such as “making business easy for everyone”—to motivate their teams and drive success. Psychological Safety and Leadership Creating a work environment where every team member feels safe to speak up is essential. Leaders stressed that in multicultural teams, trust is key. Regular meetings and consistent messages from top management help ensure that everyone is on the same page. Leaders are encouraged to set an example by being open and honest, which builds a culture where team members feel comfortable sharing ideas and taking risks. Authentic Communication During Change During times of change, such as mergers or restructuring, honest and clear communication is critical. Many companies mistakenly say “it’s business as usual,” which can erode trust. Instead, leaders should admit when they do not have all the answers, provide clear timelines for updates, and explain that change is a process. Tailoring the depth of communication based on the audience—more details for knowledge workers and concise instructions for operational teams—helps keep everyone informed and engaged. Performance Management and High-Performance Culture A strong performance management system helps maintain a high-performance culture. Some companies, like early-stage Alibaba, managed performance by regularly letting go of the bottom 10% of employees. While this approach can drive excellence, it must be balanced with care for employee well-being. When employees feel that their work has meaning and impact, they are more motivated to perform well, even under demanding conditions. Workforce Planning and Management Effective workforce planning is a challenge, especially in fast-changing industries such as technology. Some organizations plan ahead with dedicated teams, while others react to short-term needs. Building a strong talent pipeline through strategic forecasting, outsourcing, and using contractors can help manage sudden changes and reduce risks. A proactive, data-driven approach to staffing helps ensure that companies have the right people in place as they grow. HR's Strategic Role and Perception Traditionally, HR has been seen as an administrative function, but the discussion stressed that HR should play a more strategic role. As technology and AI take over routine tasks, the human skills of empathy, trust, and clear communication become even more valuable. HR professionals are encouraged to understand business metrics and work closely with other departments to help drive the company forward. Addressing the imbalance—where HR teams are often smaller than finance teams—is seen as a step toward greater strategic influence. Talent Acquisition and Technology Technology is transforming how companies find and hire talent. With the help of AI tools, candidates can apply for many jobs quickly, and companies can screen resumes more efficiently. This has led to a competitive “cat and mouse” game between candidates and employers. As a result, companies are focusing on building strong employer brands and creating positive candidate experiences. Transparent communication about company culture, along with clear salary information, is becoming more important in attracting top talent. Remote Work and Return to Office Trends The COVID-19 pandemic has changed the way we work, prompting many companies to rethink office policies. Some organizations require a full return to the office, while others adopt a hybrid model that mixes remote and in-office work. Customer needs, local culture, and government rules—such as limits on overtime in Japan—play a role in shaping these policies. Leaders have shared that clear policies help balance the benefits of remote work with the need for team cohesion and customer service. Global Talent Mobility The movement of talent across borders has increased in recent years. Many skilled professionals are now relocating from regions like China and Hong Kong to places such as Singapore and Dubai. Companies are responding by creating regional hubs in cities like Boston, Paris, Dubai, India, and Hong Kong. These hubs help organizations tap into local talent while using language and cultural training to ensure that global teams work well together. Conclusion  The round table event in Singapore offered a panoramic view of the challenges and opportunities confronting modern businesses. From the intricacies of global collaboration and the critical need for authentic, transparent communication during change, to the evolving roles of HR and the digital transformation of talent acquisition, the insights shared during this session paint a clear picture: the future of business is inextricably linked to the ability to adapt, innovate, and lead with empathy. Leaders and organizations alike are now tasked with not only overcoming cultural and language barriers but also with reimagining traditional approaches to performance management and workforce planning. The discussions underscored that success in today’s complex environment requires a delicate balance—between leveraging cutting-edge technology and maintaining human connection, between strategic foresight and agile responsiveness, and between local insights and a unified global vision. As we look ahead, the strategies and best practices discussed at this landmark event serve as a roadmap for businesses striving to build high-performance teams and a resilient, globally integrated workforce. By fostering environments of psychological safety, ensuring transparent communication, and rethinking traditional HR roles, companies can not only navigate the challenges of today but also lay the foundation for sustainable success in the future. Sign up here if you would like to join our next round table in Singapore, Tokyo or Yokohama. If there's enough interest, we might also bring this to Shanghai, Hong Kong, or Australia.

In many parts of the world, a promotion is seen as a reward—a recognition of hard work, skill, and potential. But in Japan, climbing the corporate ladder often comes with a twist: promotions are frequently viewed as more of a punishment than a reward. This surprising perspective reflects deep cultural and structural challenges within Japan’s corporate environment. The Challenges of Management in Japan Promotions to managerial roles in Japan carry unique pressures that can make the move less appealing for many employees. Here’s why: 1. Increased Stress In Japanese companies, managers often take on a dual role as both team leaders and individual contributors. Known as "playing managers," they are expected to guide their teams while maintaining their own high level of performance. This juggling act creates significant stress, with little opportunity for focused leadership. 2. Shrinking Rewards While management positions were once tied to generous compensation packages, this is no longer the case in many companies. Performance-based pay has become the norm, meaning promotions often come with higher responsibility but relatively modest financial incentives. 3. Demographic Pressures Japan’s aging population and declining workforce have left younger employees with fewer subordinates to manage and delegate tasks to. This dynamic adds to the workload and diminishes the appeal of management roles for many. 4. Cultural Challenges Historically, Japanese workplace culture emphasized seniority and hierarchy, making it taboo for younger employees to manage older colleagues. While times are changing, this cultural tension persists, adding another layer of difficulty for new managers. A survey by Musashino University underscores these challenges: over 50% of employees under 40 said they would decline a promotion if offered. Japan also lags behind other nations in appointing younger leaders, further compounding the strain on its middle management workforce. The Emerging Solutions Recognizing these issues, some companies are rethinking the way they approach leadership. Organizations like Hitachi and Ricoh are pioneering initiatives to make management roles more attractive and sustainable: 1. Adopting Servant Leadership By shifting the focus of leadership from authority to service, “servant leadership” aims to empower teams rather than micromanage them. This approach fosters collaboration and reduces the burdens on managers, enabling them to focus on coaching and supporting their teams. 2. Clarifying Job Roles Clearer job descriptions and delineations of responsibility help prevent managers from being overwhelmed by ambiguous expectations. Defining goals and delegating tasks more effectively allows managers to focus on leadership rather than operational minutiae.3. 3. Prioritizing Employee Development Companies are shifting toward qualitative goals, such as improving employee growth and satisfaction. This focus encourages managers to see their roles as opportunities to mentor and nurture their teams, rather than as a purely performance-driven responsibility. Can These Changes Transform Management? While these solutions represent progress, the cultural and structural hurdles remain significant. Changing perceptions of promotion requires not just corporate policy shifts but also a broader cultural evolution in how work and leadership are valued. By creating environments where managers feel supported, rewarded, and empowered, companies can gradually reshape how promotions are perceived. Japan’s unique challenges also offer an opportunity for innovation. If companies succeed in addressing these pain points, they may create a new model of leadership that balances the demands of management with the well-being of those who take on these critical roles.

Recruitment often feels like a balancing act, walking the fine line between data-driven decisions and the nuances of human intuition. The debate arises from differing perspectives on what truly drives success in this field. Some industries emphasize the importance of data and technology, advocating for decisions grounded in metrics and analytics. Companies like Microsoft demonstrate this approach, using data to guide every choice, both internally and as real-life case studies for their products. Technology, in this view, is the cornerstone of effective decision-making. In contrast, there are industries where success is defined by relationships and trust. Leaders in these sectors prioritize the human element, focusing on interpersonal connections over algorithms. For them, the ability to build rapport and foster trust holds more value than any data point, making success a deeply personal and relational endeavor. This contrast raises an important question: Is recruitment an art or a science? The Science of Recruitment Modern recruitment relies heavily on technology and measurable outcomes. Tools such as applicant tracking systems (ATS), predictive analytics, and artificial intelligence have transformed the hiring process, offering efficiency and accuracy. These systems allow for: Faster candidate matching. Data-driven predictions about candidate success. Insights to optimize hiring pipelines. Metrics such as time-to-fill, offer acceptance rates, and interview-to-hire ratios are key indicators in this data-driven approach. This scientific side of recruitment provides structure and consistency, enabling organizations to streamline processes and make evidence-based decisions. The Art of Recruitment While data and technology play a crucial role, recruitment remains fundamentally human. Candidates are not just data points; they are individuals with unique experiences, motivations, and aspirations. Understanding these nuances requires a level of emotional intelligence and interpersonal skill that no algorithm can replicate. The art of recruitment lies in building relationships—with candidates, clients, and teams. Effective recruiters possess the ability to read between the lines, understand unspoken needs, and create a sense of trust. This personal touch often leads to higher satisfaction, stronger placements, and long-term success. Moreover, the art extends to understanding company culture and aligning it with the right talent. Intuition, active listening, and empathy allow recruiters to uncover the intangible qualities that make a candidate the perfect fit for a role. Striking the Balance Between Art and Science In reality, recruitment is neither purely an art nor solely a science—it is a fusion of both. The most successful recruiters leverage the strengths of each approach: Science offers precision, efficiency, and actionable insights. Data ensures that decisions are informed by patterns and trends, reducing biases and increasing accuracy. Art ensures a human-centered approach, fostering trust and engagement through personalized interactions. Metrics such as candidate retention, customer satisfaction, and repeat business highlight the importance of blending these elements. Data provides the tools to measure success, but it is the human connection that drives it. Why This Balance Matters A purely data-driven approach risks overlooking the nuances of human behavior. For example, a candidate may meet every technical requirement on paper but lack the cultural fit or soft skills essential for success. Conversely, a relationship-driven recruiter may miss valuable insights by neglecting the power of data. The best outcomes arise from integrating both perspectives. Data identifies trends and supports informed decisions, while interpersonal skills create the trust and connection that lead to long-term satisfaction for both candidates and clients. The Verdict: Recruitment as a Hybrid Craft Recruitment is both an art and a science, and its success lies in the ability to balance these two dimensions. Technology and data will continue to evolve, providing tools to enhance efficiency and decision-making. However, the human element—the art of understanding and connecting with people—remains irreplaceable. Ultimately, recruitment is about people, and while technology can support the process, it cannot replicate the impact of genuine relationships and emotional intelligence. By blending data-driven insights with the nuances of human connection, recruitment professionals can achieve the perfect balance and deliver exceptional results.

In the mid-20th century, as the U.S. Army sought to enhance its training programs, psychologists recognized a gap in the skillsets being taught. Soldiers were proficient in "hard skills"—the technical know-how needed to operate tanks, guns, and other machinery essential for combat. These skills, named for their reliance on tangible tools like steel and aluminum, were seen as the foundation of effective military operations. But leaders realized that success on the battlefield often depended on something less tangible: the ability to lead, communicate, and work as a team. This led to the development of "soft skills"—qualities like emotional intelligence, leadership, and collaboration, which are rooted in social and behavioral expertise rather than technical proficiency. Decades later, the distinction between hard and soft skills is more relevant than ever. In today's rapidly evolving world, technological advancements are reshaping industries and rendering many traditional hard skills obsolete. Automation and artificial intelligence (AI) have taken over tasks that were once the domain of human experts. Machines can now build cars, fly planes, manage complex logistics, analyze financial data, and even perform intricate surgeries with precision and efficiency. While this progress has streamlined productivity, it has also shifted the spotlight onto what makes us uniquely human—our ability to connect, empathize, and think creatively. The Rise of Soft Skills in the Workplace Soft skills, once viewed as secondary to technical expertise, are now the cornerstone of success in the modern workforce. In an era where AI can solve equations faster than any human and robots can outperform us in repetitive tasks, the value of qualities like empathy, adaptability, and relationship-building has soared. These skills are not just "nice to have"; they are essential for navigating complex interpersonal dynamics, fostering innovation, and creating inclusive environments. For example, leaders who excel in emotional intelligence can inspire their teams, resolve conflicts, and build trust—qualities that no algorithm can replicate. Similarly, creativity enables individuals to approach problems with fresh perspectives, finding solutions that lie beyond the reach of standardized programming. As workplaces become more collaborative and diverse, the ability to communicate effectively across cultural and generational lines is crucial, making soft skills the glue that binds teams together. Why Soft Skills Are the Future  The growing emphasis on soft skills is not limited to the workplace; it extends to nearly every aspect of society. Education systems, for instance, are shifting from rote memorization to fostering critical thinking, creativity, and emotional resilience. Businesses are investing in training programs that prioritize interpersonal skills, recognizing that innovation often emerges from collaboration rather than isolated technical expertise. Moreover, industries are adapting to the reality that hard skills have a shorter shelf life in a world of rapid technological change. A programmer's knowledge of a specific coding language might be outdated within a few years, but their ability to work collaboratively, adapt to new tools, and think critically will remain invaluable. In contrast, soft skills have a timeless quality—they evolve with individuals and remain relevant regardless of technological shifts. Mastering the Human Element The rise of soft skills underscores a broader cultural shift: a recognition that technology, while powerful, cannot replace the human touch. Building meaningful connections, understanding others' perspectives, and leading with empathy are skills that define us as humans. In a world increasingly driven by data and automation, these qualities are our competitive advantage. To thrive in this environment, individuals must invest in developing their soft skills. This involves cultivating self-awareness, practicing active listening, and seeking out diverse experiences that expand emotional and social intelligence. Organizations, too, must prioritize these skills in their hiring practices and professional development programs, recognizing that the most successful teams are not just technically proficient but emotionally intelligent and adaptable. Conclusion: The Power of Being Human The shift from hard to soft skills reflects a profound change in what society values. As technology continues to advance, the qualities that make us human—our creativity, empathy, and ability to build relationships—are becoming more important than ever. Soft skills are not just tools for personal and professional growth; they are the foundation of a thriving, connected, and innovative world. Embracing this shift requires a commitment to continuous learning and self-improvement. By mastering soft skills, we not only adapt to a changing world but also lead the way in creating a future where human connection is at the heart of every success.

In today’s competitive job market, attracting and retaining top talent requires more than just offering competitive salaries or impressive perks. It demands a standout employer brand—one that authentically showcases what makes your organization unique and aligns your culture, mission, and values with the aspirations of employees and candidates. A strong employer brand not only attracts high-quality candidates but also fosters loyalty and pride among current team members. Here’s an in-depth guide to building an employer brand that sets your organization apart in 2025. 1. Define and Communicate Your Company’s Mission and Values Your employer brand starts with a clear and compelling mission that reflects your organization’s purpose. Modern employees want to work for companies that stand for something meaningful and align with their own values. Why It Matters: A clear mission creates a sense of purpose and direction for your team while attracting candidates who resonate with your organization’s vision. How to Do It: Collaborate with leadership to refine and articulate your mission, vision, and core values. Integrate these principles into your company’s website, careers page, and job postings. Reinforce your mission during onboarding, team meetings, and performance reviews to keep it top of mind. When everyone on your team understands and embraces these values, it builds trust and consistency, strengthening your employer brand from within. 2. Highlight Success Stories and Employee Testimonials The best advocates for your brand are your employees. Sharing authentic stories about their experiences humanizes your company and builds trust with prospective talent. Why It Matters: People relate to stories, and showcasing your team’s achievements and growth creates an emotional connection with potential candidates. How to Do It: Conduct interviews with employees to share their career journeys and achievements. Create video testimonials for social media and your careers page. Feature team stories in newsletters or blog posts to highlight their unique contributions and personal growth. Real stories show candidates what it’s like to be part of your organization and create a relatable, welcoming image of your workplace. 3. Leverage Social Media to Share Behind-the-Scenes Content Social media offers a powerful platform to showcase your company’s personality and workplace culture. It provides an authentic glimpse into daily life at your organization, setting you apart from competitors. Why It Matters: Candidates often turn to social media to research potential employers. A vibrant, engaging presence can make your company more appealing. How to Do It: Share photos and videos of team events, celebrations, and behind-the-scenes moments. Highlight employee milestones, such as promotions or work anniversaries. Use “day-in-the-life” content to spotlight different roles and team members. Engaging social media content helps potential employees envision themselves as part of your team while reinforcing your company’s culture. 4. Offer Opportunities for Community Involvement and Impact Modern candidates prioritize working for companies that give back to their communities and contribute to the greater good. Providing opportunities for employees to make a difference builds a positive employer brand. Why It Matters: Community involvement demonstrates your company’s values in action and appeals to socially conscious candidates. How to Do It: Organize volunteer days or charitable initiatives that allow employees to contribute meaningfully. Partner with local organizations to create programs that make an impact. Offer paid time off for volunteering to show your commitment to social responsibility. By aligning your organization with causes that matter, you create a sense of pride and purpose for your team while attracting like-minded talent. 5. Ensure Alignment Between Internal Culture and External Perception Your employer brand must reflect the actual experience of working at your organization. Any disconnect between what you promise and what employees experience can damage trust and harm your reputation. Why It Matters: Consistency between internal culture and external messaging fosters trust among employees and candidates alike. How to Do It: Conduct regular employee surveys to gather feedback on workplace culture. Address gaps between perception and reality by acting on feedback and improving where necessary. Audit your branding materials to ensure they authentically represent your workplace culture. When your internal culture aligns with your external reputation, it builds credibility and strengthens your employer brand. Building a Lasting Employer Brand  Crafting a standout employer brand is an ongoing process. It requires alignment between your company’s mission, culture, and values and how they’re communicated to the world. By defining a clear purpose, sharing authentic stories, leveraging social media, giving back to the community, and ensuring consistency between culture and messaging, you can build a reputation that attracts and retains top talent. In 2025 and beyond, a strong employer brand isn’t just a competitive advantage—it’s a necessity. Start implementing these steps today and watch as your company becomes a destination for the best and brightest talent.

In today’s fast-paced and ever-changing business environment, organizations need to move beyond traditional succession planning to stay competitive. Rethinking talent pipelines is essential for identifying and nurturing future leaders who can drive innovation and growth. Here’s a modern roadmap to developing the next generation of leaders. 1. Identify High-Potential Leaders Early The first step in building a robust talent pipeline is recognizing leadership potential early in employees' careers. Using performance data, assessments, and feedback, organizations can pinpoint individuals with the right mix of technical and interpersonal skills. Beyond technical competence, focus on essential soft skills like adaptability, emotional intelligence, and problem-solving. These traits are often indicators of success in complex leadership roles. 2. Implement Mentorship Programs Mentorship is a powerful tool for accelerating leadership development. Pair high-potential employees with seasoned leaders to facilitate knowledge transfer and skill-building. Effective mentorship programs should have clear objectives, timelines, and measurable outcomes. Regular check-ins ensure progress, while structured guidance helps mentees address specific challenges and prepare for future roles. 3. Encourage Rotational Roles Providing employees with cross-functional experiences broadens their perspectives and builds diverse skill sets. Structured rotational programs expose talent to different areas of the business, helping them understand the organization holistically. These roles challenge employees to think beyond their comfort zones, fostering innovative thinking and adaptability—key traits of successful leaders. 4. Leverage Technology for Leadership Predictions Advancements in technology make it easier than ever to identify leadership potential. AI-driven tools and predictive analytics can uncover patterns and traits linked to successful leaders. These insights enable organizations to tailor development programs for high-potential employees. Regularly reviewing and refining these insights ensures they align with evolving business goals and strategies.  5. Redefine Career Paths Top-tier talent often seeks more than a linear climb up the corporate ladder. Redefining career paths to include flexible, non-linear opportunities can better align with individual strengths and aspirations. Personalized development plans, combined with opportunities to take on varied challenges, help organizations retain top performers while meeting their career goals. By adopting these innovative strategies, organizations can create a dynamic and future-ready talent pipeline. This approach not only nurtures leadership growth at every stage but also ensures a steady supply of capable leaders ready to tackle tomorrow’s challenges. Rethinking talent development isn’t just an investment in individuals—it’s a commitment to organizational success.

In 2025, the role of leadership extends far beyond managing day-to-day operations. Effective leadership drives transformation, aligns teams with strategic goals, and ensures organizations remain resilient in an ever-changing business landscape. The need for leaders to adapt, innovate, and inspire has never been more pressing. Below is an expanded roadmap to leadership transformation, offering actionable insights to help organizations build empowered executive teams that thrive amid change. 1. Embrace a Growth Mindset and Lead by Example Leadership transformation starts with the mindset of the leaders themselves. A growth mindset—marked by adaptability, continuous learning, and a willingness to embrace change—sets the tone for the entire organization. Why It Matters: Leaders who model growth inspire innovation, resilience, and curiosity throughout the workforce. How to Implement: Encourage leaders to engage in professional development programs and stay updated on industry trends. Promote a culture of experimentation, where failure is seen as a learning opportunity rather than a setback. Recognize and reward leaders who exemplify adaptability and inspire others to do the same. When leaders lead by example, they cultivate an environment where employees feel empowered to innovate and contribute. 2. Identify Leadership Gaps and Source Change-Ready Executives Transformational leadership requires the right mix of skills, experience, and vision. An honest assessment of existing leadership capabilities is critical to uncovering gaps that may hinder progress. Why It Matters: Strategic alignment between leadership capabilities and organizational goals ensures smoother transitions and successful outcomes. How to Implement: Conduct competency assessments to evaluate leadership skills against transformation objectives. Recruit executives with proven experience in managing large-scale organizational change. Invest in internal leadership development to upskill promising candidates within the organization. By aligning leadership talent with transformation goals, organizations can build a robust team ready to navigate complexity. 3. Build Emotional Intelligence and Strengthen Connections Emotional intelligence (EQ) is essential for fostering trust, improving collaboration, and navigating uncertainty. Leaders with strong EQ can connect authentically with employees, creating a loyal and engaged workforce. Why It Matters: EQ allows leaders to effectively manage emotions, foster meaningful relationships, and guide teams through challenging times. How to Implement: Offer training programs focused on empathy, active listening, and conflict resolution. Encourage leaders to prioritize one-on-one interactions to build trust with team members. Create opportunities for team-building activities that strengthen interpersonal connections. Strong emotional intelligence fosters a culture of trust and collaboration, essential for navigating periods of change. 4. Prioritize Transparency, Authenticity, and Accountability A culture of transparency and accountability builds trust and ensures everyone is aligned with the organization’s transformation objectives. Leaders must openly share goals, challenges, and progress to foster buy-in and drive results. Why It Matters: Transparency reduces uncertainty, while accountability ensures that leaders and teams remain focused on delivering results. How to Implement: Encourage leaders to communicate openly during team meetings, town halls, and updates. Establish metrics to track progress and tie executive incentives to strategic goals. Hold leaders accountable for both successes and failures, ensuring continuous improvement. By prioritizing transparency and authenticity, organizations can foster a unified, purpose-driven team culture. 5. Leverage Data to Inform Decisions and Mentor Future Leaders Data-driven decision-making empowers leaders to make informed choices, track progress, and refine strategies. Simultaneously, investing in mentoring programs ensures a pipeline of capable leaders for the future. Why It Matters: Data ensures decisions are based on facts rather than assumptions, while mentoring nurtures the next generation of leadership talent. How to Implement: Use performance metrics to evaluate leadership effectiveness and identify areas for improvement. Develop dashboards that provide real-time insights into team dynamics and progress toward goals. Pair senior leaders with emerging talent to share knowledge, provide guidance, and foster growth. A data-driven approach paired with mentorship ensures that leadership teams remain effective and forward-looking. 6. Regularly Reassess Team Dynamics and Recalibrate Roles Leadership teams must evolve alongside the organization’s goals and challenges. Regular assessments of team dynamics help identify opportunities to adjust roles and responsibilities for better alignment. Why It Matters: Flexibility ensures that leadership teams remain agile and well-positioned to address emerging business needs. How to Implement: Schedule quarterly evaluations of leadership team effectiveness. Use feedback from employees and stakeholders to identify areas for recalibration. Rotate responsibilities to provide leaders with diverse experiences and perspectives. Reassessing and realigning team dynamics fosters continuous improvement and ensures sustained alignment with strategic goals. 7. Foster a Culture of Innovation and Resilience Transformation thrives in a culture where innovation is encouraged, and resilience is built into the organizational DNA. Leaders play a critical role in cultivating these attributes. Why It Matters: Resilient teams are better equipped to handle challenges, while innovation drives growth and competitive advantage. How to Implement: Encourage leaders to create safe spaces for brainstorming and experimentation. Develop initiatives that reward creative problem-solving and adaptability. Embed resilience training into leadership development programs. By fostering innovation and resilience, organizations can stay ahead of the curve and adapt to an ever-changing landscape. Leading Transformation in 2025 Leadership transformation is not a one-time effort; it’s an ongoing process that requires intentional actions, adaptability, and a focus on long-term success. By embracing a growth mindset, aligning leadership capabilities with transformation goals, and fostering emotional intelligence, transparency, and innovation, organizations can build executive teams that drive meaningful change. In 2025, the most successful organizations will be those that prioritize leadership development as a strategic imperative. Start implementing these steps today to position your organization for lasting impact in an era of constant evolution.

We are thrilled to unveil the second issue of Makana 2.0, our flagship e-magazine that delves deep into the ideas shaping the future of leadership and innovation. This edition brings together insights from leading experts across industries, offering thought-provoking articles that are as timely as they are impactful. Whether you’re navigating complex business challenges, fostering inclusivity, or seeking fresh perspectives on strategic planning, Makana 2.0 delivers the expertise you need to stay ahead in today’s fast-evolving landscape. Highlights from Makana 2.0 Building Inclusive Futures: Miho Takiguchi on Leadership, Organizational Development, and Diversity. Dive into Miho Takiguchi’s inspiring journey as a leader in organizational development and diversity. With over two decades of HR experience at Universal Studios Japan, AstraZeneca, and AIG, Miho sheds light on how to create inclusive, high-performing teams that drive innovation and growth. From talent management to DE&I initiatives, her article offers a blueprint for building more equitable workplaces. Adapting Business Models in the Age of Digitalization, AI, and Global Challenges. In this insightful piece, Remi Padel draws from his 25+ years at Autoliv to explore how businesses can adapt to the digital age. With deep expertise in global leadership, sales, and strategy, Remi discusses how organizations can harness AI, digital tools, and innovative approaches to thrive in an increasingly competitive and interconnected world. Strategic Planning: How Boxing Champions Prepare for Success. Loic Sar takes a creative approach to strategic planning by comparing the preparation of boxing champions to business success. Drawing from his experience in electric mobility and project management at Daimler Truck Asia, Loic shares practical lessons on resilience, focus, and adaptability that leaders can apply to their own strategies. Meet Our Contributors Our expert contributors bring a wealth of experience and unique perspectives: Miho Takiguchi : A veteran HR leader specializing in talent management and diversity, currently the Director of Organization Development at Universal Studios Japan. Linkedin Remi Padel : A global business strategist and thought leader with extensive experience in B2B sales and digital transformation. Linkedin Loic Sar : A project management expert driving innovation in electric mobility at Daimler Truck Asia, with a passion for connecting sports and business leadership. Linkedin Each article is designed to challenge conventional thinking and inspire action, offering fresh perspectives on the most pressing issues faced by leaders today. Whether you’re an established executive or an aspiring leader, Makana 2.0 is your guide to navigating the complexities of modern business and leadership with confidence. Link to article: Makana 2.0 - Issue 2  Stay informed. Stay inspired. Stay ahead.

Over the past six weeks, we've had the pleasure of working alongside Artem Kotchanov, a driven and talented intern who has supported our marketing and research efforts with great enthusiasm. As his internship draws to a close, we want to share the story of his journey at Makana Partners — highlighting his contributions, the challenges he faced, and the growth he experienced along the way. Read on to learn more about Artem's time with us, the impact he made, and his reflections on his experience. We are excited to see where his next steps will take him and wish him all the best in his future endeavors! 1. Please introduce yourself, including your academic background and future plans. Additionally, what motivated you to choose Makana Partners for your internship? My name is Artem Kotchanov, I grew up in Canada but currently live in the USA. I attend the University of California, Davis as a business sociology major. I wanted to try out working internationally, I was connected with Makana Partners, for which I was doing an internship. 2. Could you describe your role and responsibilities at Makana Partners? How did you apply your academic knowledge to the tasks you were assigned? I was responsible for the company's social media marketing. I had to start from the beginning, as It wasn’t too developed, and the only updated one was LinkedIn. So I created accounts on other platforms and made content for them. 3. What challenges did you face during your internship, and how did you overcome them? What did you learn from these experiences? At times I would say there was a large amount of work being assigned, but I was able to space it out and work on each individually and give the best quality. Furthermore, since I was here only for six weeks, it was rapid because I needed to get on track and make results. Additionally, I wanted to explore the city in the free time that I had, so planning everything beforehand was crucial. 4. What are your key achievements during your time at Makana Partners? What impact do you believe you made on the company? I’d say the accounts are the first steps to really grow the marketing of the Makana Partners. I do think the ideas I’ve brought, broadened the ideas for the team and they’ll be able to expand on it to see more success in the future. 5. What aspects of the work culture at Makana Partners did you find most interesting or surprising? Can you share the most impressive or fun moment you experienced during your internship? I did like how the work culture is not too intense, you’re able to concentrate better on tasks without worrying that you’ll get in trouble. The fact, that the whole teams speaks only in English with each other is very helpful. I did enjoy grabbing lunch, as it’s a nice little break to get to know the team members more. 6. How has this internship influenced your career aspirations? What advice would you give to future interns about working at Makana Partners and living in Japan? I’ve enjoyed my time here, it made me understand what it’s like to work in a company, which I want to implement in my own startup. For the new interns, enjoy your time here and be good with time management so that you’re not behind on work.

Executive search in Japan is a specialized recruitment process that helps companies find top-level executives and leadership talent to fill key positions within their organization. It is a highly effective way for businesses to find the best candidates for their leadership team, as executive search firms in Japan have the resources and expertise to identify and assess top performers in the local job market. The executive search process in Japan typically involves a thorough analysis of a company’s leadership needs, as well as a comprehensive evaluation of potential candidates. Executive search firms in Japan use a variety of methods to identify and evaluate candidates, including market research, networking, and assessments of a candidate’s skills and experience. One of the main benefits of using an executive search firm in Japan is that they have access to a wide range of highly qualified candidates that may not be actively looking for new job opportunities. This allows companies to tap into a pool of talent that may not be readily available through traditional recruitment methods. In addition to finding the right candidates, executive search firms in Japan also provide valuable support throughout the hiring process. This includes coaching and advising on negotiation and compensation, as well as helping to onboard and integrate new executives into the organization. Overall, executive search in Japan is a valuable resource for companies looking to build a strong and effective leadership team. By partnering with an experienced executive search firm in Japan, businesses can be confident that they are finding the best candidates to drive their company’s success in the local market. Top Executive Search Firms Korn Ferry: A global leadership and talent consulting firm with a strong focus on executive search. Heidrick & Struggles: An international executive search firm with expertise in a wide range of industries. Spencer Stuart: A global executive search and leadership consulting firm with a reputation for finding top-tier candidates. Egon Zehnder: A global executive search and leadership advisory firm with a strong presence in Europe, the Americas, and Asia. Russell Reynolds Associates: A global executive search firm that helps companies find top leadership talent across a variety of industries. Overview of Makana Partners: A Specialized Executive Search Firm in Japan Makana Partners is an executive search firm that specializes in mid-senior level searches in Japan. The company offers a range of services, including market intelligence and strategy development to help clients identify and secure top talent, as well as career advice and support for job seekers. Makana Partners also has a partnership with Horton International, a global executive search firm. One potential difference between Makana Partners and other executive search firms is that Makana Partners has a specific focus on the Japanese market, and may have a deeper understanding of the local job market and cultural fit for candidates. Additionally, Makana Partners’ partnership with Horton International may give it access to additional resources and expertise. Makana Partners is an executive search firm with a team of experienced professionals who specialize in a range of industries, including healthcare, manufacturing, finance, and IT. The company has expertise in placing executives and other high-level positions such as CEO, CFO, CIO, CTO, and COO, as well as in HR, talent acquisition, and other related areas. Makana Partners is headquartered in Yokohama, Japan, but is able to connect with clients and candidates globally using various video conferencing tools. Demand for Bilingual Talent in the Japanese Labor Market The Japanese labor market has a high demand for bilingual talent, particularly those who are proficient in Japanese and English. This is due in part to the country’s strong international business ties and the need for effective communication with overseas partners and clients. Bilingual candidates are in high demand across a variety of industries in Japan, including finance, IT, marketing, and consulting. Many multinational companies operating in Japan seek bilingual candidates for leadership positions, as well as for roles that involve international communication and collaboration.  In general, bilingual candidates in Japan tend to have an advantage in the job market, as their language skills are considered a valuable asset. However, competition for bilingual job openings can be fierce, and many companies have high standards for language proficiency. To increase their chances of success in the Japanese labor market, bilingual candidates should focus on building their language skills and gaining relevant work experience. It is also a good idea to network and build relationships with industry professionals, as this can help open up job opportunities and provide valuable career guidance.

Still independently owned and operated, Makana Partners joins Horton International as their Japan partner. While Horton International strengthens its Japan delivery capabilities, Makana Partners is able to support its candidate network with more opportunities as well as its client network with delivery capability across nearly 40 countries globally. As a group, we’re committed to sourcing, attracting, assessing, and securing world-class talent that can drive culture change, workforce performance and company growth. If you would like to save time hiring critical leadership positions or looking to conduct a retained search discreetly, please reply to arrange a consultation. For candidates, we want to introduce opportunities that will improve careers and in turn improve lives. Reach out should you be interested in country manager or senior HR, finance, sales and marketing positions in Japan. We’re happy to advise on internal as well as external opportunities you are exploring, with a short term and long term view so you can make the right career decision. About Horton International A top 40 global executive search firm Headquartered in the UK Over 50 years history Operating in nearly 40 countries around the world Latest Articles What Psychological Safety Looks Like in a Hybrid Workplace What Is Toxic Productivity? What Successful People Do: Seven Tips From The Experts Current Openings CEO – Global Technology Company – 32M+ JPY base + 35% STI + LTI Country Manager – Global Healthcare Company – 30M+ JPY base + STI + LTI HR Director – Global FMCG Company – 20M JPY total + LTI Head of HR – Global Consumer Company – 18M JPY total Finance Director – Global Consumer Company – 15M JPY total +30 other senior sales, finance, HR, and leadership roles across various industries FOLLOW US ON LINKEDIN

Quiet quitting, is a common practice in Japan where employees simply stop coming to work without formally resigning or informing their employer. This can be a result of feeling overworked or overwhelmed, or a desire to find a new job without the social stigma of quitting. While this practice may be new to Western cultures, it is a widespread phenomenon in Japan and is often overlooked by employers. In fact, a survey by the Ministry of Health, Labour, and Welfare found that one in four Japanese workers have quit their job quietly at some point in their career. So, why do Japanese employees engage in quiet quitting? One reason is the strong sense of loyalty and dedication to the company in Japanese culture. Employees may feel that they are letting their team down by formally resigning, and may choose to simply stop coming to work instead. Another reason is the social stigma surrounding quitting in Japan. There is a cultural expectation that employees will stay with a company for a long time, and those who frequently switch jobs may be seen as disloyal or unreliable. Quiet quitting allows employees to leave their job without drawing attention to themselves or facing negative consequences. However, quiet quitting can also have negative consequences for both the employee and the employer. For the employee, it can lead to a gap in their work history, which can be detrimental to their career prospects. It can also make it more difficult to receive unemployment benefits or find a new job. For the employer, quiet quitting can lead to a loss of productivity and disruption to the team. It can also be frustrating for the employer, who may not understand why the employee stopped coming to work without notice. There are a few steps that both employees and employers can take to address the issue of quiet quitting in Japan: Encourage open and honest communication: Employees should feel comfortable discussing any issues or concerns they have with their employer, and employers should create a safe and supportive environment for employees to do so. Offer support: Employers can provide resources such as counseling or time management training to help employees who may be feeling overwhelmed or stressed at work. Encourage career development: Employers can help to prevent quiet quitting by offering opportunities for career growth and advancement within the company. This can help employees to feel more invested in their work and less likely to seek opportunities elsewhere. Be understanding: If an employee does decide to quit, it is important for employers to be understanding and supportive. This can help to maintain a positive relationship and prevent hard feelings. Create a positive work culture: A positive and supportive work culture can go a long way in preventing employees from feeling the need to quit quietly. Employers should strive to create a work environment that values and supports its employees.  Overall, addressing the issue of quiet quitting in Japan requires a combination of open communication, support, and a positive work culture. By fostering a supportive environment and providing opportunities for career development, employers can help to prevent employees from feeling the need to quit quietly. At the same time, it is important for employees to feel comfortable expressing their concerns and for employers to be understanding and supportive if an employee does decide to leave. By working together, employees and employers can create a positive and productive work environment that benefits everyone.