As human resource shortages become increasingly severe in Japan, there are significant impacts on overseas locations as it has become difficult to dispatch personnel from Japan.
Meanwhile, hiring local personnel overseas can also be difficult,
as it is challenging to secure highly skilled people or train people, and their retention rate is low.
Initiatives are needed to address issues related to such human resource shortages.
There are many issues involved in hiring people locally overseas.
In some cultures, changing jobs is normal in order to advance one's career.
There may also be a shortage of trainers, and language barriers may complicate training.
In order to minimize such human resource issues as much as possible, it is important to re-evaluate current operations and seek a mechanism that helps you to run your business with fewer personnel.
Business always includes a certain amount of routine work and menial work.
There are often large amounts of such work in management divisions, such as general affairs, human resources, and accounting.
If you automate these operations using tools, outsource them to external vendors, or consolidate them at your headquarters, you will be able to transfer your human resources to higher-value operations and bolster representatives' motivation.
It is hard to hire local personnel who have the essential skill set. Even if we could hire them, there are still issues such as training, and few of them stay. Instead of hiring everyone we need, we want to solve the workforce shortage issue by outsourcing and consigning work to keep business going.
We are looking for personnel who can manage all the IT infrastructure at our overseas locations,
but the people who have submitted applications are network engineers or come from a general affairs background, not the kind of people we are looking for, which slows down the hiring process.
Outsource the work associated with hiring personnel in order to secure personnel with the essential skill set,
which will enable you to eliminate the cost of training and education as well as to maintain a steady number of personnel. This approach also enables you to ramp up the number of personnel quickly.
We have so many personnel coming and going, which complicates IT asset management, including that for software.
We want to have the headquarters manage everything in order to reduce the workload at overseas locations, flexibly responding to changes in personnel and optimizing our IT investment.
We signed an infrastructure service agreement assuming that we would be hiring multiple local people. However, many of them left, which has resulted in us incurring excessive costs.
When you manage assets and have an unstable number of personnel, you may incur unnecessary costs, including for software.
By not owning assets and instead signing up for pay-by-use assets according to the number of users, you can ensure a more flexible response and reduce the management workload.
As it is difficult to acquire people with the right skill set, we want to transfer our human resources to core operations, but we also need to allocate a certain number of people to management division operations that have lots of routine work. When people leave these divisions, it takes time for successors to learn the job, too.
We want to spend time on new business overseas, but routine work consumes half the day, such as checking inventory and ordering enough stock.
Automate routine work with robots and have them do the tasks your personnel have been doing.
This will solve the workforce shortage problem as well as serve as a way to respond to unexpected situations that may occur when your personnel are unable to come to the office.