Client Newsletter – June 2018

  • Client Newsletter – June 2018

    Client Newsletter – June 2018




    Welcome to the Monthly Client Newsletter from Legal Intel for June. Every 4 years, the world stops and focuses on the World Cup – in 2014, 3.2 billion people tuned in to watch worldwide. This year’s edition in Russia is no less popular, with a number of countries coming though with some of surprising results!


    The Legal market in the last month has been very busy with new roles, particularly in the automotive sector, with senior and mid-level candidates with attorney qualifications and English language skills urgently sought after. New technology and ongoing litigation are generating this demand.


    Q2 is coming to an end and there is still a lot of activity in the Accounting & Finance market. Many companies are looking for mid-20s to 30s FP&A candidates but there is a serious shortage. CFO and Director level recruiting has remained strong since earlier this year.


    June has seen a continued demand for Logistics talent in consumer goods. On top of this, there are some exciting openings for SCM project management in the same industry that is complicating the search for stable candidates. Strong candidate demand has seen a more creative approach taken by some internationally-minded companies to expand their searches and take advantage of the availability of more senior candidates.


    A variety of senior-level roles in Human Resources have come onto the market, showing a shift in recruiting at the end of the quarter and start of the third quarter of the year. There is however still a strong need for experienced and very strategic HR Business Partners who can show a history of bringing value to the business and operations of the company.


    The following are some data on recent employment offers made in the market for Legal, Accounting & Finance, Logistics & Supply Chain and Human Resources candidates.



    – US IT – Regional Counsel – 18M
    – US Pharmaceutical – Legal Director/Head of Legal – 22M
    – European Manufacturer – Senior Counsel – 14.5M


    Accounting & Finance

    – US Luxury – Senior FP&A Manager – 8M
    – US FMCG – Senior Treasury Manager – 11M
    – Marketing – Senior Finance Director – 22M


    Logistics & Supply Chain

    – US Semiconductors – SCM Project Director – 17M
    – Foreign Food Company – Logistics Operations – 5M
    – US Consumer Goods Group – Logistics Coordinator – 6M


    Human Resources/General Affairs

    – Japanese B2C – HR Director – 20M
    – Multinational Healthcare-related Firm – HR Director – 18M
    – Major Clothing Retailer – Payroll Specialist – 6M


    Recruitment Focus

    Passive vs. Active Candidates – Why Use A Recruiter?

    When hiring talent for your company, it is useful to consider whether they can be described as ‘active’ or ‘passive’. In this month’s focus, we will define what are passive and active candidates, how many are in the job market and also the different approaches to attract them to your opportunity.


    Firstly what do we mean by active and passive candidates? Basically, an active candidate is someone who is searching for and applying to jobs advertised on job boards, careers pages and company websites. They may or may not be currently employed and are looking for a new job for a variety of reasons, such as a lack of internal opportunities for promotion, fears about company stability, or a mismatch with their manager.


    Passive candidates are necessarily employed and are fairly content with their company and work conditions. They have no real reason to look for something new and may not be open to even hearing information about opportunities.


    For passive candidates, you will need to consider a different strategy and make use of social networks, online or otherwise, employee referral programs and long-term brand promotion.


    A different methodology is required to target and approach these two groups. For active candidates, you can rely on traditional recruiting methods such as carefully-written job ads posted on career and business websites and your homepage, and then just wait for candidates to apply. Depending on how effective your ads are, this will likely mean an increase in everything you do, such as résumé screening, initial phone interviews and pipeline management, and you may find you have too many active processes to properly maintain.


    For passive candidates, you will need to consider a different strategy and make use of social networks, online or otherwise, employee referral programs and long-term brand promotion.


    It is a lot like using a net or spear to go fishing. You would use a net for active candidates and a spear for passive candidates – the net will catch you many fish quickly, but you will need to spend time to find the best ones from the whole catch. Using a spear will get you fewer fishes but the ones you do catch will be exactly the ones you are targeting.


    Only about 15% of the whole candidate pool can be considered actively looking, and they do not stay on the market for long…


    Roughly speaking, the vast majority of the market at any given time is made up of passive candidates. Only about 15% of the whole candidate pool can be considered actively looking, and they do not stay on the market for long – strong candidates will usually find something within a few weeks in a talent-focused market such as Japan. So, it makes sense to have a plan on how to access passive candidates, whether it is for current or future positions.


    A more targeted approach is needed and using a dedicated recruiter will give you better access. It is a recruiter’s job to proactively identify passive talent and build up talent pools specific to particular roles. The time saved in this approach could greatly reduce your costs while maintaining a consistent message about your opportunity and brand, and leave you more time to focus on recruitment, rather than managing processes.


    Client Focus – Nissan


    Nissan is known as one of Japan’s leading companies and manufacturers and since the early 2000s have established themselves as a truly global company, with manufacturing operations in 21 countries outside Japan. They now have nearly 150,000 employees and are the world’s leading producer of EV vehicles.


    Nissan has managed to combine the best practices of Japanese manufacturing such as ‘continuous improvement’ as well as embracing global standards in productivity and technological excellence.


    Their human resource and recruitment practices can also be seen to promote a proactive approach and are demonstrated by the introduction of a human resource information system (HRIS), which allows employees to help themselves to regularly-updated HR information, transparent salary scales (rare for the auto industry) and the ability for business leaders to recruit themselves and build their own teams.


    This transparency and easy access to information are vital in the recruitment process and enable us to work closely with the business. Clear feedback means that we can concentrate on carefully matching candidates’ profiles to the needs of the hiring manager and the profile of the team. Also, candidates can understand their potential place in the company and future career path.


    In such a large company, established processes can sometimes get in the way of proactive recruiting and hiring but in Nissan’s case they have focused on streamlining so they can attract and retain the best talent.


    We provide a free consultation and training session to help clients improve recruitment activity and perfect their agency relations.
    For further information on this topic or any other recruitment-related questions, please contact 

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