??????????????????????????????????No???????????????? ???????????????????????????????????????????????????????????????????????????? ??????????????????????????????????????????????????????????????????????????????? ???????????????????????????????????????????????????????????? ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?????????????????????????????????????????????????????????????????????????????????????????????????????????? ?????????????????????????????????????????????????????????????????????????????????????????????

????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????

????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ????????????????????????????????????????????????????
????????????????????????????????????????????????????????? ???????????????? ??? ??????????????????????????????????????????????????


Many companies in the U.S. hire expatriates from Japan to work at the top, bilingual staff in Japanese and English as No. 2 and assistants, and local employees to work in other positions such as sales and marketing, where they can communicate directly with customers. It can be seen. The biggest obstacle to sending an expatriate from Japan to the U.S. is the visa application process. Particularly in the U.S. these days, it is not always clear when a visa will be granted, and sometimes, because of this, a new business venture may not be able to proceed as planned, or a visa may not be granted as expected. From the U.S. side, I have heard that applications come not only from Japan, but also from many other countries, and that companies that are new to the U.S. have no experience in the U.S. and have little to go on, so they have little to go on. For example, if the company plans to build a new factory and hire a large number of employees, or if the company plans to hire American workers, it is easy to be judged even if the company has no past record of success in the U.S. However, if the company plans to use the U.S. as a base for sales and other activities, or if the company is a small or medium-sized business, it is not necessary to have a sufficient amount of investment. As there are many cases where there is a lack of permission to hire local employees, it is often difficult to get permission to apply, so we recommend that you consult with a professional company or an attorney. We would like to reiterate the process for hiring local employees, especially since many Japanese companies have recently developed complex problems due to differences in the hiring process. Sanwa Kazen

The same thing was said during the panel discussion, but in Japan, the main hiring practices tend to focus on a person's experience, and in some cases, age, year, experience and skills, within a certain salary range. The ? transition is the axis of the decision. In recruitment and compensation systems, there are clear job descriptions and well-defined salary ranges for each of the main jobs and positions in the organization. Therefore, it is necessary to clarify the position within each organization and establish a remuneration system for it, which is different from the Japanese way of thinking about career-track jobs and person-centered recruitment.

There are various ways to recruit, but most Japanese companies try to advertise in-house and have their HR department conduct the hiring process. This requires a lot of time and effort since you have to handle the entire recruitment process yourself. On the other hand, if you use a recruitment agency that knows the local market and business practices, you have the advantage of saving yourself time and effort. Some companies outsource the entire recruitment process, from recruitment and selection to hiring, when hiring in large volumes.
Although there are cases of hiring agencies, each company has its own hiring methods, areas of expertise, and characteristics, and it is a good idea to select the method that best suits your company's hiring objectives. However, in the U.S., you need to be very careful during the selection process, especially during the interview.

I have seen many cases where people from Japanese companies don't know much about American business practices, and this can cause problems, especially with applicants. Here in the U.S., although there are some differences between states, the law almost universally prohibits questions about age, health, hometown, gender, how you are in the U.S. (e.g. visa), sexual orientation, race, family, religion, etc. The EEO, Equal Employment Opportunities, law strictly prohibits discrimination as I just mentioned in hiring and all other decisions such as raises, promotions, transfers, discipline, and firing. All personnel decisions must be based on good cause, including experience and work ethic, as well as ability to perform the job described in the job description. Problems can arise if you are uncomfortable or questionable with your offer, or if the questions asked by the company fall within the scope of the EEO. In addition, some companies conduct a background check on candidates they plan to make an offer of employment to after the interview. You don't have to do them, but it is recommended that you have a firm policy on background checks and, if possible, have them in place when you are hiring. Once you are hired, we will send you an offer letter. If both parties agree, the offer is made and you are hired. Your offer letter should include the following information: salary, FLSA status (Exempt or Non-Exempt), start date, hours of work, title (position), benefits, expiration date of the offer letter, and at-will.

In the U.S., the general rule is that you are paid for your ability and performance. If a job description is not clearly communicated prior to making an employment decision and yet the evaluation is not based on the job description, there can be problems. It's important to reward employees who are performing well. As in Japan, a holistic approach to evaluation can lead to distrust. If an employee's performance is lacking in performance, be sure to provide a logical explanation of why, based on the job description, or you may be open to litigation. It is important to understand that there is a fundamental difference in the way people think about hiring in the U.S. and that each step in the hiring process is different from the one in Japan. The concept of outsourcing is widely accepted in the U.S., and strategic outsourcing is also a viable option.?(Sam Reed and Kazuyoshi Sanwa)

???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? EEO?Equal Employment Opportunities??????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ???????????????????????????????????????????? ???????????????????????????????EEO????????????????????????????????????? ???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?FLSA?????(Exempt????Non-Exempt)???????????????(??)?????????????????? ?At-Will????????????

??????????????????????????????????????????????? ???????????????????????????????????????????????????????????? ???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?????????????????????????????????????????????????????????????????????? ???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????


Many companies in the U.S. hire expatriates from Japan to work at the top, bilingual staff in Japanese and English as No. 2 and assistants, and local employees to work in other positions such as sales and marketing, where they can communicate directly with customers. It can be seen. The biggest obstacle to sending an expatriate from Japan to the U.S. is the visa application process. Particularly in the U.S. these days, it is not always clear when a visa will be granted, and sometimes, because of this, a new business venture may not be able to proceed as planned, or a visa may not be granted as expected. From the U.S. side, I have heard that applications come not only from Japan, but also from many other countries, and that companies that are new to the U.S. have no experience in the U.S. and have little to go on, so they have little to go on. For example, if the company plans to build a new factory and hire a large number of employees, or if the company plans to hire American workers, it is easy to be judged even if the company has no past record of success in the U.S. However, if the company plans to use the U.S. as a base for sales and other activities, or if the company is a small or medium-sized business, it is not necessary to have a sufficient amount of investment. As there are many cases where there is a lack of permission to hire local employees, it is often difficult to get permission to apply, so we recommend that you consult with a professional company or an attorney. We would like to reiterate the process for hiring local employees, especially since many Japanese companies have recently developed complex problems due to differences in the hiring process. Sanwa Kazen

The same thing was said during the panel discussion, but in Japan, the main hiring practices tend to focus on a person's experience, and in some cases, age, year, experience and skills, within a certain salary range. The ? transition is the axis of the decision. In recruitment and compensation systems, there are clear job descriptions and well-defined salary ranges for each of the main jobs and positions in the organization. Therefore, it is necessary to clarify the position within each organization and establish a remuneration system for it, which is different from the Japanese way of thinking about career-track jobs and person-centered recruitment.

There are various ways to recruit, but most Japanese companies try to advertise in-house and have their HR department conduct the hiring process. This requires a lot of time and effort since you have to handle the entire recruitment process yourself. On the other hand, if you use a recruitment agency that knows the local market and business practices, you have the advantage of saving yourself time and effort. Some companies outsource the entire recruitment process, from recruitment and selection to hiring, when hiring in large volumes.
Although there are cases of hiring agencies, each company has its own hiring methods, areas of expertise, and characteristics, and it is a good idea to select the method that best suits your company's hiring objectives. However, in the U.S., you need to be very careful during the selection process, especially during the interview.

I have seen many cases where people from Japanese companies don't know much about American business practices, and this can cause problems, especially with applicants. Here in the U.S., although there are some differences between states, the law almost universally prohibits questions about age, health, hometown, gender, how you are in the U.S. (e.g. visa), sexual orientation, race, family, religion, etc. The EEO, Equal Employment Opportunities, law strictly prohibits discrimination as I just mentioned in hiring and all other decisions such as raises, promotions, transfers, discipline, and firing. All personnel decisions must be based on good cause, including experience and work ethic, as well as ability to perform the job described in the job description. Problems can arise if you are uncomfortable or questionable with your offer, or if the questions asked by the company fall within the scope of the EEO. In addition, some companies conduct a background check on candidates they plan to make an offer of employment to after the interview. You don't have to do them, but it is recommended that you have a firm policy on background checks and, if possible, have them in place when you are hiring. Once you are hired, we will send you an offer letter. If both parties agree, the offer is made and you are hired. Your offer letter should include the following information: salary, FLSA status (Exempt or Non-Exempt), start date, hours of work, title (position), benefits, expiration date of the offer letter, and at-will.

In the U.S., the general rule is that you are paid for your ability and performance. If a job description is not clearly communicated prior to making an employment decision and yet the evaluation is not based on the job description, there can be problems. It's important to reward employees who are performing well. As in Japan, a holistic approach to evaluation can lead to distrust. If an employee's performance is lacking in performance, be sure to provide a logical explanation of why, based on the job description, or you may be open to litigation. It is important to understand that there is a fundamental difference in the way people think about hiring in the U.S. and that each step in the hiring process is different from the one in Japan. The concept of outsourcing is widely accepted in the U.S., and strategic outsourcing is also a viable option.?(Sam Reed and Kazuyoshi Sanwa)