At present, what are the misunderstandings of China students' "Japanese companies taking up jobs"?

The first chapter: objective Japan-Japan information platform

Starting from 1 this month, the job fair for Japanese enterprises for new college students [note 1] was gradually launched, marking the official start of the employment activities for Japanese students. This year's job market continues the characteristics of last year, that is, the "student seller's market": the shortage of manpower and the strong willingness of enterprises to recruit.

Then, in this inauguration activity, what career plans do foreign students, especially those from China, have besides continuing their studies? The international students in China have come to the post-90s generation, and their ideas are very different from those in their early years. Are they still willing to enter Japanese companies? Do you choose to stay in Japan or return to China directly? What is the difference between today's Japanese enterprises and traditional Japanese enterprises? What new policies do they have when recruiting international students? With these questions, I recently interviewed Minister Feng Chuanhong of the Sino-Chile Japan Enterprise Club.

Feng Chuanhong studied in Japan in his early years, and then worked in Japan for 20 years, becoming a company director from an ordinary employee of a Japanese company; After returning to China, he entered Chile, China, and was responsible for the operation of Japanese enterprise clubs and Zhiying clubs, providing strategic and tactical support for many Japanese enterprises in China.

Through the dialogue with Minister Feng, I found that Japanese students still have many misunderstandings about working in Japanese enterprises.

Myth 1: "Shortage of manpower" makes it easier for Japanese companies to take office.

Japanese enterprises generally feel "understaffed" in the aging and declining birthrate society, so a considerable number of China students think it is easier to enter Japanese enterprises. Feng Chuanhong's point of view is that although there is a shortage of people in Japan, "lack of people" does not mean that the employment standards of enterprises are reduced. Every enterprise, especially some large enterprises, has its own corporate culture and employment standards. At present, large Japanese companies are still "cautious" in recruiting international students. In fact, the so-called "shortage of manpower" is mainly manifested in skill trainees. Japan is constantly expanding its recruitment. For example, the manufacturing and nursing industries are considering extending the stay of trainees. Among local Japanese enterprises, more Japanese residents have returned to China. "According to our survey this year, 24% of Japanese companies have fewer employees. The employment rate of international students who can be sent back to China is getting higher and higher. Joining the Japanese company headquarters, it is expected to be promoted to management in a few years, and will be sent to China to work as a legal person. This is an ideal career plan for China students. "

Myth 2: It doesn't matter whether a Japanese company can speak Japanese.

Under the background of globalization, Japanese enterprises are also facing the challenge of internationalization. Some enterprises have provided "English lingua franca" within the society (enterprise). This makes some foreign students who can't speak Japanese or have poor Japanese misunderstand: as long as English is good, it doesn't matter whether they can speak Japanese or not. "It is usually Japanese companies that make the rules of social common English. Although they can communicate in English at ordinary times, I think it is definitely more convenient to communicate with Japanese employees in case of disputes or difficulties. The DNA of Japanese companies is too strong. The so-called globalization of Japanese enterprises does not mean that the lingua franca in society must be English. I think the' artisan+innovation' model is better. " Feng Chuanhong said.

A considerable number of China students are looking forward to working in Japanese third-party European and American enterprises after graduation. Feng Chuanhong does not fully agree with this view: after all, the jobs provided by European and American third countries in Japan are very limited, and they are accompanied by certain risks. If the European and American headquarters adjust their strategies, the international students will be the first to be affected.

Myth 3: "Returnees" who directly return to China for employment still have obvious advantages.

As the world's largest exporter of international students, the scale of studying in China has steadily expanded, and the number of returned international students has also been increasing, and the "deficit" between the number of returned international students and the number of international students is gradually narrowing. The so-called "returnees" have become commonplace. Despite this, among the groups that choose to return to China for employment directly after completing their studies in Japan, there are still quite a few students who think that they have advantages in employment as "returnees". For such "returnees", Feng Chuanhong is blunt: they have no obvious advantages. There is almost no difference between Japanese companies and domestic university graduates in recruitment. "Returnees have made great progress in their horizons and experience by completing their studies in Japan, and their comprehensive ability has been improved. However, many of them often have no business knowledge and are unfamiliar with business society simply by learning. Japanese companies don't just rely on simple diploma advantages to recruit people. From this perspective, students who return to China for employment immediately after reading books have no absolute advantage. " Coming back directly has another disadvantage, that is, because of the lack of time and contacts, many opportunities will be lost. For example,' school recruitment' (a special job fair held by enterprises for specific college students). The mismatch between academic arrangements and graduation time makes it easy for them to miss the time and opportunity of school recruitment, "Feng Chuanhong added.

Myth 4: The red tape of Japanese enterprises makes people feel depressed.

When it comes to Japanese companies, people's impressions are mostly stable, trivial and full of rules. However, the new generation of international students complain about this "family-style" business management model: they feel too depressed. Some international students even made it clear that they would not go to Japanese companies after taking office.

Feng Chuanhong said that these ideas are not the most rational. First, choose Japan to study abroad. The best international students should be recognized by Japanese culture, and students themselves should be able to understand Japanese culture. In my opinion, Japanese companies should be the first choice for such students to find jobs. In fact, a well-developed family business, such as Canon, has done a very good job in globalization and will not set obstacles for young people to join. Except, of course, those small-store family businesses.

In addition, some international students choose to return to China directly after graduation because the employment procedures of Japanese companies are too complicated! In this regard, Feng Chuanhong gave his own advice: After finishing their studies in Japan, China students should try to challenge the "inauguration" activities with Japanese students. "Studying abroad should be prepared in advance. When you take office, let Japanese companies see their abilities, especially different from the Japanese, and find ways to let them find your' irreplaceable'. "

In the interview, Feng Chuanhong repeatedly mentioned the word "involvement" (translated as "integration" in Chinese). In her view, as an international student, in addition to cultivating learning ability, the most important thing is to strive to improve their "engagement." Simply "liking" is definitely not enough. We must break through psychological barriers and strive to integrate into Japanese society and Japanese corporate culture. Japanese enterprises need more Japanese talents, not only the language, but also the Japanese way of thinking, Japanese corporate culture and professional knowledge in related fields. "Even if the ultimate goal of international students is to return to China, they will work in Japan after studying abroad. Five years is a good exercise opportunity and can enhance the value of studying abroad. " "Perfect study abroad" does not simply refer to the acquisition of academic diplomas, but should be study abroad+Japanese enterprise employment.

[Note 1] refers to students who graduated in 20 19. Most schools in Japan graduate in spring and enroll in spring.

[Note 2] Sino-Chile Shanghai Economic and Technical Cooperation Co., Ltd./Sino-Chile Japan Enterprise Club, the world's leading comprehensive service provider of human resources. Founded in 1987, it is a state-owned key enterprise under central management. The company has set up 126 branches at home and abroad to cooperate with economic and technical talents from 76 countries and regions. At present, it serves more than 76,000 enterprises around the world, including 239 1057 enterprises under the Fortune 500 Group and 610/enterprises under the Fortune 500 Group in China, providing professional human resources services for more than 2.02 million middle and senior technical managers and employees. The China-Chile-Japan Enterprise Club provides the latest information release on personnel, labor and legal affairs for Chinese and Japanese enterprises, provides strategic services for Japanese enterprise talents, and provides a communication platform for Japanese enterprise executives.

Text/Chen (expert studying in Japan)

Figure/Feng Chuanhong

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