Whose Opinion Should Be Considered When Deciding to Hire New Talent?

December 12, 2024

When hiring for key leadership roles, such as a Chief Financial Officer (CFO) or Country Manager, it is critical to gather insights from various stakeholders to make a well-informed decision. These high-level positions cannot be filled based on a single perspective. While involving the CFO or the company Founder in the decision-making process is important, their sole input is not sufficient. So, whose opinions should be prioritized, and what perspectives are most valuable?

1. The Current Role Holder (Responsibility of the Position)

It is essential to understand the day-to-day responsibilities and challenges of the role in question. Especially when the role is in Japan and the HQ is located overseas, the Japan office can easily become a silo with its original market and culture. What is the current employee responsible for? What tasks do they manage, and what key metrics define success in the role? The current position holder has the most detailed knowledge of the position’s requirements, beyond what is listed in the formal job description in such a unique environment. This includes “invisible duties” — tasks that may not be explicitly stated but are crucial for the role’s success. These unspoken responsibilities should be taken into account when evaluating candidates.

2. Input from Coworkers (On-Site Team Members)

Those who have worked closely with the incumbent, particularly within the same team or under their management, can offer valuable insights. These team members know how the person in the role performs day-to-day and what support they required to be effective. Additionally, they can provide feedback on what they feel might have been missing or could have been improved. Understanding the team’s expectations and needs from the role can help you find a candidate who is the right fit for both the position and the team dynamics.

However, a sudden outreach from the overseas headquarters may catch employees in the Japan office off guard. In such cases, it may become apparent that the only person capable of responding in English is the former manager who oversaw the team. To ensure smooth communication and maintain strong relationships, it is crucial to stay connected with the Japan office and other international offices. Regular exchange of information about the business will not only foster better relationships but also provide valuable insights into what is truly needed at the front line.

3. Feedback from Stakeholders (Reportees)

For instance, when filling a position such as Country Manager or Head of the APAC region, the individual will typically report to a leadership board member or manager at headquarters. The key question is: Are the information flow, reports, and communications clear and effective for both parties? What improvements can be made to enhance communication?

The manager may prefer regular online meetings over simply receiving a weekly email, or they may not fully appreciate the significance of reports, particularly given the unique nature of the Japan market and their trust in the person currently in charge. These nuances can only be uncovered by directly engaging with the individual in the reporting role.

4. Cultural Fit (CEO or Senior Leadership)

The alignment of a candidate with the company’s culture and values is another essential consideration. It is important that the new hire not only possesses the necessary skills but also fits seamlessly into the company’s ethos. Discussing the company’s values and culture with the CEO, Founder, or Managing Director will ensure that the candidate understands and supports the company’s vision. Without this alignment, you risk bringing in a candidate who may not be fully invested in the organization’s mission, potentially leading to a mismatch.

As of 2024, Japan is emerging from the pandemic, adapting to new norms, while facing rising taxes and costs. As a result, many individuals are seeking better compensation. This indicates that if a company offers a more competitive annual salary, it is likely to attract a greater number of applicants. However, while Diversity & Inclusion (D&I) and the Sustainable Development Goals (SDGs) are highly valued in Western countries, they are not yet seen as top priorities by many individuals in Japan, although these concepts are gaining traction and popularity.

The values expressed by the CEO are important, but it is also essential to ensure that these messages are effectively adapted and communicated in a way that resonates with Japanese culture.

5. Expectations of the Hiring Manager

As the hiring manager, your perspective is critical in making the ideal hire. While the alignment of the candidate’s experience and skills with the position’s requirements is essential, it’s also important to consider which aspects of the role can be flexible. Ultimately, your decision should focus on identifying the candidate who will bring the most value to the Japan office. You are in the unique position to evaluate all of these factors and make the final decision.

6. The Hiring Process: You Are Not Alone

Hiring for a critical role is a significant responsibility, but you do not have to make this decision in isolation. Collaborating with recruitment specialists or consulting firms like FocusCore can provide valuable support throughout the hiring process. From sourcing top candidates to assisting with the final selection, these experts can offer insights that streamline your decision-making and help you find the best fit for the role.

If you need assistance or would like to explore future collaboration opportunities, feel free to reach out to us at info@focuscoregroup.com. We’d be happy to discuss how we can support your hiring needs over a cup of coffee.

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