Running and improving an existing operation is a different kind of experience from building something from nothing. In the early stage, the scope is broad and much is still undecided, so what matters is not finishing each task perfectly, but keeping overall progress moving while covering the key points. Much of the work involves ongoing coordination with Japanese managers, so ease of communication matters even more than usual.
People with this kind of experience are limited in number, but they do exist. Someone who has supported a market-entry launch before can act with a reasonable sense of what to expect. Since the first hire also sets the standard for those who join later, we assess not only whether they can handle the immediate work, but also how they will fit once the team grows.
Managers leave for many reasons: family circumstances, health, a change of environment after long service, or simply the wish for a rest. Even with a sudden vacancy, the profile you should look for changes depending on whether one person takes over the predecessor’s entire scope or you use this opportunity to divide it.
When a predecessor has been in place for a long time, the work tends to become tied to that one person, and the hiring requirements end up mirroring their exact career. We listen to the actual scope of work and reshape the requirements into something the market can realistically fill, then introduce candidates.
We often hear that the manager tier is aging and you want to strengthen the layer below. What matters here is the timeframe in which you expect to promote the new hire to manager. Whether you anticipate promotion in two to three years or plan to develop them over time changes both the years of experience to target and the terms you offer.
We also hear that a current manager is stretched thin as a hands-on player. In that case, whether the answer is to place someone beneath them or to rethink the division of roles depends on the situation. Before starting the search, we ask what is actually holding things up.
This is a request to move the liaison work with Japanese headquarters and other sites, along with internal coordination, from a Japanese manager to local members. The reporting line is to Japanese staff, so the ability to report in Japanese or English is part of the requirements.
The experience required changes with how much scope you transfer. We clarify whether it covers day-to-day operations only, or also work that involves judgment, and then search for candidates. The role sits between the Japanese manager and local staff, so in the interview we ask in concrete terms in what capacity and with whom the candidate has worked.
Corporate roles can vary significantly by company, even when the job title is the same.
Here are the key points to consider when hiring, based on the characteristics of each function.
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HR divides into areas such as labor (including payroll), recruitment, training, and HR systems, and the people who have built experience in each differ. Some have overseen both HR and general affairs broadly, but when you prioritize strength in a specific area, narrowing the scope of the search tends to fill the role faster.
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HR divides into areas such as labor (including payroll), recruitment, training, and HR systems, and the people who have built experience in each differ. Some have overseen both HR and general affairs broadly, but when you prioritize strength in a specific area, narrowing the scope of the search tends to fill the role faster.
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Someone who has managed networks, PCs, and account operations differs from someone who has led the implementation and operation of a core system (ERP). The search changes depending on which you want them to focus on. We also confirm how much coordination with the Japanese headquarters’ IT department will be required.
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The experience required differs depending on whether you are establishing legal as an independent department or bringing someone with legal knowledge into general affairs. We search while asking which you mainly want to entrust: contract review, developing internal regulations, applications and licensing procedures with authorities, or coordination with outside law firms.
We focus on introductions from Assistant Manager to Department Head level.
We welcome consultations from that stage. While asking about the work to be entrusted, the position within the organization, and the relationship with existing staff, we organize the requirements into a form that works in Vietnam’s hiring market. We also help draft the job posting.
You can also consult us about positions outside corporate functions, such as site heads and management roles. We first hear the background and then let you know whether we can help.
Basic information about WORKLASSIC, including our company profile and a message from our General Director.
Our two areas of support: recruitment for corporate functions and HR consulting.
How we differ from a typical recruitment agency, and where our strengths lie.
Practical information for HR work in Vietnam.
