• Sleek Redesign
• Enhanced Security
• Easy-to-use Dashboard
• New Candidate Labelling System
• Enriched SEO
• Full Transfer of Existing Data

The quickest and easiest way to get your recruiting needs filled has always been to use a GaijinPot Job Posting and bring your vacancy to the attention of Japan’s international community of job seekers. Here for all our users, new and old, we take a closer look at the Job Postings, the advantages they offer and how they can be made to work for you.

Why use a GaijinPot Job Posting?

Deliver Your Message: A Job Posting on GaijinPot stays visible and working for you 24 hours a day and for a full calendar month, unlike traditional print-based ads that can get thrown out with that day’s news. Be Aggressive: All Job Postings are included as standard in GaijinPot’s most aggressive advertising tool, theJob Mail – putting your advertisement in the in-boxes of over 150,000 registered candidates and reaching even the most passive job seekers Stand Out: Optimize your recruiting efforts by highlighting your Job Posting and positioning it at the top of the Jobs section; add the power of your corporate logo and a Company Profile and set your vacancy apart from the rest in the eyes of the job seekers. Easy to Use: Whether choosing to only receive applications from candidates who meet your criteria, contact applicants in bulk or tracking communication with specific candidates – all GaijinPot Candidate Management Tools have been created to minimize time and effort while making it easier to achieve the results you desire.

Just 3 simple steps

1. First click the Post a New Job link in the employer toolbar.

NOTE: Must log in to proceed

2. Use the drop down menus and fill in the text boxes to build your Job Posting

We offer tailor-made packages including resume bank search for your budget and hiring needs. TIPS:

• Include a full job description in your Job Posting
• Make your selection criteria clear, to allow candidates to better self-select
• Save up to 50% off your Job Postings by buying in bulk

Please contact customer support for more information. We offer tailor-made packages including resume bank search for your budget and hiring needs.

3. Give us a call on 03-5403-7785 and let one of our friendly, bilingual staff find a solution that’s right for you.

For legal residents, the amendments will boost convenience in some areas. Residency periods will be extended from the current three years to five years and they will no longer be required to obtain reentry permits if they return to Japan within a year.

Although it will take some time for this new legislation to take effect, along with the revision of the guideline for visa extension and renewal, there will be a stricter administrative structure in place to oversee all foreigners in Japan.

GaijinPot has summarized these recent revisions and picked up three factors, which will particularly affect those foreigners who plan on residing in Japan for the long term.

Health Insurance

Perhaps the most significant change among the new guidelines for visa extension and renewal is the fact that Immigration Officers will be instructed to require evidence of membership of one of the Public Health Insurance schemes, which for foreign residents means either National Insurance (Kokumin Kenko Hoken) or Employee’s Health and Pension (Shakai Hoken) when processing visa renewal applications.

Put simply, not holding an officially recognized form of health insurance means no visa renewal and private plans are not officially recognized.

Tax Obligations

When it comes to visa renewal, it will have to be demonstrated that all tax payment obligations have been met satisfactorily; this applies to both income tax and residence tax. Principally, this means that individuals who have received punishment for non-payment of taxes and those ascertained to be owing large amounts of monies or to have defaulted on payments for a long period of time will be judged to be failing to meet their tax obligations and will not be considered as being eligible for visa renewal.

Alien Registration Cards

One new condition of the immigration law revision makes notification of a change in address to the government mandatory and imposes a fine of up to 200,000 yen on foreign residents who fail to notify the government of the change within 14 days. Their residency status could be revoked if they fail to report changes within 90 days.

Put simply, the new legislation will mean a hefty fine or possible deportation for anyone failing to carry their registration cards or not ensuring that the information carried on their cards is kept up to date with regards to personal information, including residential address, place of employment or marital status.

By Chris Betros/Japan Today Editor in Chief
TOKYO—

Since the recession started hammering Japan last year, many companies have cut back on staff, creating an exodus of expat workers and their families … which means that moving companies are being kept pretty busy. One of those is Allied Pickfords, which is part of SIRVA Inc, the largest moving and relocation services company in the world with more than 800 offices in 40 countries.

Heading up the operation in Japan is General Manager Scott McCaskie. Born in Vancouver, McCaskie joined the hotel industry after graduating from university. He first came to Japan to work for a hotel in Yokohama in the 1990s. He joined Allied Pickfords in 2005.

Japan Today editor Chris Betros visits McCaskie at the Allied Pickfords office in Roppongi to hear more.

What is Allied Pickfords’ presence in Japan?

Allied Pickfords is a franchise in Japan where it has had a presence for about 21 years. We currently have two offices, one here and the other in Kobe. However, we can move all over Japan.

How has the recession been for your business?

It is up about 30% this year, mainly due to the slump in the financial industry. Most of it is outbound, with inbound business down by 20%. What we are seeing now is a lot of rush moves as expats, who were laid off, have to pack up and leave fairly quickly. Having the ability to react quickly and have a crew available to adapt to a customer’s needs are challenging for us. Ideally, we prefer one to two months in advance because there is a lot of planning that goes on. We had to hire more packing crews and office staff.

Generally, is your business seasonal?

It tends to be. May June and July have historically been busy times for outbound, whereas August and September are busy for inbound. December is our second busiest season for outbound.

It can be traumatic for a family forced to uproot their lives suddenly and leave Japan. How do you deal with that client stress?

All of our staff need a certain understanding about how to handle clients and it starts when the phone call comes in. Everybody is moving for different reasons, some because they want to, while others who don’t want to, are being forced to. Being able to relate to the customer and answer all their questions and concerns is extremely important.

A lot of different scenarios can arise in a door-to-door move and we need to be able to handle situations in a professional expedited way, whenever there is an issue, whether it is damage to an item or to the building. I believe our whole team is very knowledgeable and confident in the way they present themselves both on the phone and in person.

How do you market the company?

We advertise in a few different magazines. However, what works better for us is getting involved in the community. We are heavily involved with most of the international schools at their various events where we often rent a booth and give away freebies to the children. In addition, we have an information line. In the end, it comes down to word of mouth – that is how we have grown to what we are now.

How can a client track their shipment?

We have an online tracking system. We give you a log-in code and you are able to track your shipment throughout the whole door to door move. Of course, there is no way to know exactly how long customs clearance will take, so we allow for a range of one to two weeks, depending on the country. Occasionally, bad weather, such as hurricanes or typhoons, can delay shipments.

What differences are there in the way you work in Japan, compared to other countries?

The major difference between Japan and the rest of the world would have to be how Japan is geographically laid out. The streets here are narrower, so we must use smaller trucks to shuttle throughout Tokyo as containers are not allowed in the streets. In most other countries, you are allowed to bring the container right up to the door. Another challenge is parking; with the recent changes to parking limitations, it makes it very difficult for our crew to park the truck.

Do you have much domestic business?

Over the years, our domestic business has increased significantly. With companies merging quite often lately, we find ourselves getting into that side of the business a lot more.

How many staff do you have?

We have around 15 staff here in three main areas of finance, sales and operations. Then we have five crews of five packers. When it does get busy, we have additional crews who can join in. The most jobs we can do per day are 10 with weekends being the busiest time during the week.

What should a potential client look for in choosing you?

The first step would be to have one of our representatives visit and see the items that you would like to move and explain all about moving to whatever country you are going to. This service is free of charge and it’s the best way to find out everything involved in moving. The pre-move survey assists in helping the customer feel more comfortable about the whole moving process. Other than that, you should certainly visit our website.

For further information, please visit Allied Pickfords
This article is provided by courtesy of Japan Today

To celebrate this landmark feat, we are offering employers 30% discounts on all packages with our 2009 Happy New Year COW-COW Campaign!

>>Click here << to get MOOVING on these great deals before they head out to pasture!

- Customer Support : 03-5403-7785 | Online Inquiry

As HR managers and professionals, there is a current imperative to manage these difficult times where many companies are suffering financial losses or greater struggles than before. One of the human consequences is the increase in stress on those left behind, following redundancies or restructuring. Here is some helpful and practical advice for individuals, from Jenny Wells, Clinical Director of TELL Community Counseling Service. This is timely advice for individuals suffering from stress but equally applies to managers and HR professionals keen to understand their experience and how to support them.

Everyone feels stressed at some point in their life. It is a normal part of our day to day living. If we didn’t feel stress, then we wouldn’t achieve anything. However, at times, we can feel stressed to the point that it is overwhelming.

What is Stress?

The feeling of stress is the body’s response to any demands or pressure; these are called “stressors.” When we experience these stressors, our body reacts with chemical, cognitive and emotional responses. These responses are called the “symptoms” of stress. If you feel stressed, you will probably not notice all of these symptoms. It is important that you think about YOUR normal level of functioning, and when you are stressed, how does this differ? If you usually sleep a lot and eat very little, then this does not necessarily mean you are stressed. Look for differences in the way you are. Are you having a difficult time at home or at work? Do you feel different? Do other people around you notice differences? Are people asking you if you are OK? When we feel stressed, we may not be the first people to notice how much it affects us.

Stress Prevention in the Work Place

There is little doubt among mental health practitioners that prevention is as important as intervention. However, we normally react to a problem, rather than being proactive to prevent a problem happening. So, what can we do to try and prevent stress having a significant impact on our lives? Many professionals use the term “work-life balance.” What this essentially describes is the balance that an individual has between their work and life outside of work. Current thinking is that, in our busy lives, our life outside of work should be just as important as our work life. For many people, this often seems too difficult to achieve. However, there are some small steps that can assist in reducing the possibility of stress, as well as improving the work-life balance.

Put into place some simple stress-beating rules to your working day. Always take a lunch break (this does not include lunch meetings!) and plan your week so all your big events are not next to each other. An instant cause of stress can be a quick glance in your diary only to see you have 5 difficult meetings all on one day. Importantly, use the weekend to relax. Don’t fall into the “I can get some real work done at home this weekend” routine. Included in this need to relax should be regular holidays; even if you don’t get much holiday time, take some long weekends.

HR professionals and managers can get involved in ensuring that some balance exists in the workplace; certainly it is understood that we live in competitive times and demands are high, but if the cost is to lose most or even some of our workforce, is it worth it?

Lead by example. What can I do when I feel stressed?

All professionals agree, the earlier the intervention, the better. One of the first steps of being able to intervene when you need to, is to learn what your stress signals are – what happens to you when you feel stressed? Being alert to these and being able to pick up on them early on will help you manage your stress effectively. This will help you recognize the need for action. Once you can say, “I am feeling stressed,” you can then decide on some stress management strategies. As HR managers, are you doing all you can to make others aware of the signs and how to manage their work-life balance? These guidelines are a useful reminder.

Below are some suggestions. You should assess what works for you. Do not feel afraid to ask for help from friends, family, or professionals. Being able to talk through your stressful experience can really help you work out what strategies are right for you. Don’t dismiss any suggestions; try everything and evaluate whether it worked for you. Stress can take control of you, and strategies help you regain the important feeling of strength and resilience.

When to offer support to others?

This is a difficult choice. People have busy and stressful lives and there still exists a stigma that if you ask for help, you are somehow weak or vulnerable.

This is where managers and HR professionals can be a great support: make it OK to seek help, see it as a sign of strength. After all, you would encourage staff members to go to the doctors if they had a bad cold.

At TELL, we always promote healthy choices; one choice is to ask for help. Counseling does not have to be long-term; in fact, being able to talk through the issues with a counselor can help people feel a relief from the stressful situation. Counseling can assist in looking at the stresses in your life and working through ways in which it manage this stress, in order to reduce its impact on your life. Remember it is always better to seek advice and help earlier, rather than later.

If you would like more information about counseling options, please call TELL Community Counseling Service on 03 3498 0231. If you would like to enquire about our Stress Less Workshop which is very popular within the business community or to ask about any other workshops on Stress, please send an email to: clinical.direct@telljp.com.

In addition, if you or anyone you know would like to speak in confidence to an English- speaking person, Tokyo English Life Line is open each day from 9am to 11pm (03 5774 0992).

By Taro Fujimoto/Japan Today

Out of Japan’s population of 127 million, including foreigners, about 3.6 million have physical disabilities, according to the Ministry of Health, Labor and Welfare. Over the past few years, the government has enacted several laws to facilitate the daily lives of disabled people and realize a so-called “barrier-free society.”

“Many organizations for disabled people sometimes just complain to me about how tough things are for their members. My first reaction used to be ‘so what?’ as I listened to their claims. Now, I always try to find a solution to such complaints,” says Makoto Nakazawa, 48, president of Barrier-Free Company in Tokyo. Nakazawa, who was born with a muscular disease, has been in a wheelchair all his life. He is a leading consultant in universal and barrier-free designs in Japan.

“…what is important in society is not always barrier-free facilities or hardware…but a better effort in people’s hearts to understand disabled people.”

Nakazawa says society is now starting to pay more attention to the diversity of people’s needs. “Up until now, the dominant idea has been that in a mass production society, products and services are for ‘Mr Average,’ which of course meant people with no disabilities. Everyone else had to adjust themselves to the idea. The situation is changing now and it has become more common for businesses to offer a lot more choices.”

Nakazawa, who worked for industrial machinery company Kubota Corp for 15 years, launched Barrier-Free Co in 2001 as a consultant to the private sector on how to incorporate barrier-free designs in products, the workplace and buildings in general. He also offered training to companies’ employees on how to deal with disabled people and the elderly. He says he launched Barrier-Free as a privately listed company, rather than a non-profit organization, so that many people could be involved in barrier-free issues as a business.

Nakazawa said he first got interested in barrier-free issues during his first overseas trip to the United States in the late 1980s. “When I arrived in the U.S., I didn’t feel that I was a disabled person because everybody there spoke to me and offered me assistance in a natural manner,” he recalls. “I thought ‘disabilities’ were just another part of the diversified society in the U.S. In Japan, people would just stare at me. I think the Americans with Disability Act (ADA) has been very effective in American society in terms of communication with the disabled. It got me thinking that I could something in Japan to remove barriers in our daily lives.”

After he returned to Japan, Nakazawa started doing volunteer work for the Japanese Red Cross and created a new edition of its “Accessible Tokyo” English guidebook with information on barrier-free facilities in Tokyo, such as hotels and department stores. He was responsible for creating the Japanese-English bilingual version, which became the first step in his consulting career.

As soon as he launched Barrier Free, many companies started asking Nakazawa for advice on how to implement universal and barrier-free designs in their services, products and facilities. Nakazawa says, “Companies told me that different organizations for the disabled were always requesting them to do different things. For example, those texture paving blocks may be good for the visually-impaired but they are not so useful for those wheelchairs in some situations.”

Nakazawa says he cannot represent every organization for disabled people; instead, his goal is to help more disabled people function with everyone else on a daily basis. “In Japan, while disabled children are encouraged to study at special schools rather than at normal schools, after they finish school, they are suddenly expected to live in society with non-disabled people without special consideration once they become adults.”

Nakazawa thinks one of the problems in Japanese society is the lack of communication between disabled and normal people. “They really don’t know each other. For example, most people tend to think that all hearing-challenged people can understand sign language. But actually, only 15% of them can. In addition, only 10% of visually-challenged people can read Braille.”

Not afraid to act, in 2007, Nakazawa sued Tokyo’s Shinagawa Ward and the Urban Renaissance Agency (UR) over the substandard barrier-free passage from a station to his apartment. “City officials who are in charge of the barrier-free policy know very little about the problems. I tried to advise them to repair the passageway but they ignored me. What they built was just a waste of tax money.” The case is ongoing.

However, Nakazawa believes that what is important in society is not always barrier-free facilities or hardware, as he calls it, but a better effort in people’s hearts to understand disabled people. “Japanese tend to build something first and make it look plausible without actually understanding whether there is ‘heart’ to it.”

Nakazawa says Japanese people still need someone to help them consider the needs of disabled people and encourage them to take action. “That’s my role, I think,” he says, adding that he sees his barrier-free consultancy as a sustainable business rather than just charity. “I’m not talking only about disabled people but the elderly, as well. Companies are now aware that their services and products have to cater to the needs of an aging society.”

For further information on Barrier-Free Company, visit: www.barrier-free-jp.com/
（This article is provided by courtesy of Japan Today）

For HR professionals, 2009 is shaping up to be a year that can be best summarized by The 3 Cs (change, chance and calculation) and The 3 As (attitude, activity and “A-class”).

The 3 Cs

Change

As businesses respond to the challenges brought on by the current economic climate, the positions that companies need to fill in order to grow and prosper will also change to include new focus areas such as Distressed Assets, Facility Management, Infrastructure, New Media, Informatics and Revenue.

These new focus areas will bring with them the need to define roles that might previously never have existed, recruiting new kinds of people in entirely new ways.

Chance

The quantity and quality of people actively looking for work as a result of layoffs at other firms are going to increase, bringing more great candidates out into the open for you to choose from as well as others who were previously out of your reach.

Can your company really miss the chance not to hire from the high quality talent pool that 2009 promises?

Calculation

Everything has a price, every hire you make and every one you don’t make too. Recruiting decisions have to be justified, with “Return On Investment” crucial and every single recruiting activity providing a positive return on investment.

2009 is the year, more than any other, when HR professionals will have to learn the language of CFOs and risk managers.

The 3 As

Attitude

You have to stay positive and maintain a can-do attitude. Confidence, strength of purpose and staying focused are absolutely vital. Change isn’t pretty, but it’s a reality and those who cope with it best come out on top.

Accept that there will be times of confusion and uncertainty; stay positive and you’ll keep your head while other companies are losing theirs.

Activity

Don’t just keep busy, double your activity because 2009 is going to be a time for action and by that I am not encouraging anyone to chase lost causes. Far from it.

Increasing your activity means getting organized, setting priorities, and not letting distractions manage your day. Recruiting activities should be still driving the company forward in new ways and in new directions toward growth and prosperity.

A-class

Only the best will do — 2009 is not going to be business as usual and you are going to have to be on top of all aspects of recruiting.

Tough decisions will need to be made during tough times. With the need to justify all activity, you’ll need to analyze everything closely, get creative and perhaps lose some of that over-reliance on outside agencies.

“When looking through the jobs section, and seeing jobs similar in content, role, location and salary, what motivates candidates to submit their application to one company and not to another?”

It almost goes without saying, but a very important factor is image, and how a company is perceived by the people outside of it.

In an age where access to information is more freely available than it has ever been and the medium that people choose to access that information is the Internet, it is important to realize that by being proactive and getting your message out, it is possible to effectively control the information candidates are likely to base their opinions on.

Looking specifically at how an Internet-based job site such as GaijinPot can help here; branding, credibility and a recognizable corporate personality are all vital in attracting great personnel. A recent study indicates that people need at least 27 instances of visual perspective to remember something.

“To successfully seize the attention of a wide range of candidates and obtain the ones you really want, you need to focus your web presence.”

A banner on GaijinPot will help maximize awareness of your corporate brand; increasing visibility and generating even more exposure for your job offers.

A Company Spotlight gives job-seekers detailed information about your company, giving candidates a taste of what you’re all about, pointing them to your available positions, and providing a link back to your website.

A Company Presentation generates a branded presence for your organization and gets more exposure for your job offer and gives candidates a more in-depth portrait of your business, thus helping candidates to self-select, which benefits everyone involved.

Contact us today to learn more about how a GaijinPot Custom-Tailored Package can help you hire the staff your company needs.

By Taro Fujimoto/Japan Today

One fair trade organization which has been focusing on the poor in developing countries is People Tree which was established in Japan.Heading up People Tree and its parent NGO, Global Village, is founder and chief executive Safia Minney. Born to an Indian Mauritian father and Swiss mother in London, she started her career in publishing when she was 17. After working in publishing and launching her own alternative marketing consultancy in London afterwards, she came to Japan with her British husband who worked for a Japanese bank at the time and now works for People Tree full time. She worked for publisher PHP as well as for Simul Academy, which trains professional interpreters.

In 1991, Minney launched a non-governmental organization for the environment and social justice, Global Village. It began with a simple pamphlet about environmental information and Fair Trade products. People Tree currently runs two flagship stores in Tokyo and supplies 350 stockists all over Japan as well as 130 stockists in the UK and Europe. It has 40 full-time staff in Japan and 25 in the UK. The company has steadily increased its sales from 34 million yen in 1995 to 1,023,600,000 yen (Japan and UK together) in 2007.

What is People Tree’s concept of Fair Trade?

People Tree is a “social business,” a hybrid between conventional business and a charity. Looking at how we can maximize the benefits to disadvantaged people in the developing world, we have three principles as a business tool: to generate incomes for the poor in the developing world, to protect the environment, and to advocate for change in the way conventional businesses work.

How did your Fair Trade business start in Japan?

When I came to Japan, I found there were many people who care about the environment. But at that time, there was very little information on environmental products. Since the language was the biggest barrier for me, I started researching and publishing environmental information about products and services in Japan by launching Global Village. At first, it was just one sheet of paper with environmental information and Fair Trade products imported from Britain. Then we started to make products suitable for the Japanese market together with designers.

Who makes Fair Trade products?

We have partnerships with 50 producers in 15 developing countries, who mainly are members of the International Fair Trade Association (IFAT)

What kind of products do you sell?

About 50% of our products are fashion and accessories, 25% are food and 25% hand-made crafts, interiors and gifts.

Who are your customers?

Our customer base is very wide, mostly women aged between 25 and 40. I think green consumers in any developed country are mostly women who care more about the environment and social issues. They often start thinking about these issues when they have children. I think the LOHAS (Lifestyles of Health And Sustainability) idea is also one of the factrors in Japan that has helped promote Fair Trade. We are attracting male customers too by designing more products for them.

What is the social situation of Fair Trade in Japan like?

The biggest challenge in Japan is raising awareness. In Britain, about 70% of the population can articulate what Fair Trade is, while it is less than 10% in Japan. Japanese people think and talk a lot about the issues but it takes more time to act. They should just act. I think there is still too little support for the Fair Trade movement by consumers, businesses and government compared to other developed countries.
People in Japan are highly educated, very curious and self-disciplined. There is a big appreciation for natural and hand-made materials and traditional skills in Japan, which I’m very pleased about. Japan can be a leader in green consumerism. So, I think there is still huge potential in Japan to promote Fair Trade.

How do you advertise your Fair Trade products?

Many fashion and women’s magazines now cover People Tree as an international leader in Fair Trade and Fair Trade fashion.

How does the recession impact your business?

Of course it does affect us. But organic agriculture uses no oil products. We are beginning to see farmers switch to organic to save money which is good for them, consumers and the planet. There is a growing macro-economic viewpoint. We should try to invest in organic and green energy to create a sustainable economic model. In times of recession, you need to look at social businesses that take a long-term view.

What do you think about conventional companies’ CSR activities?

I think more than 90% is just a façade and 10% of CSR activities are genuine at the moment.
However, things are changing. Conventional companies need to look at the real environmental and social costs of production. Conventional businesses do not cover the real social and human rights costs, often paying less than a living wage to adults or paying so little that only children will make the products they sell. Often, environmental laws are ignored as it is cheaper to produce products that pollute the environment. This is clearly not right.

What is the biggest issue now for People Tree?

Cash flow is always a big issue. As our business grows, local producers require 50% of payment in advance with their orders. Fortunately, we’ve received a lot of support from Japanese customers and the public who have subscribed to a private issue bond to support People Tree.

What are People Tree’s future prospects?

I would like to have more stores selling People Tree products throughout Japan because more consumers will be able to find and buy Fair Trade products.

What is your management style?

I’m a team player. I work alongside my team. I explain what the big picture is and solicit people’s ideas. We work very fast. Some people found it difficult to keep up. But we have to be innovative and work quickly with designers, media and customers to help small-scale producers access the market and there are many barriers that we face together that need to be overcome.

How do you spend your free time?

If I have free time, I hike in the mountains with my family and friends. I love nature. I also do yoga everyday and am constantly designing products and campaigns in my head – even in my free time.

For further information, visit: People Tree Japan or People Tree UK
（This article is provided by courtesy of Japan Today）

From talking to industry professionals in Japan and throughout the world we have compiled a list of FIVE areas that both they and we believe will be important in 2009; and why wait until then, as 2008 begins to slowly wind its way down when better to start planning for next year and maybe even steal a march on your competitors.

Business Model.

Budgets are tightening, economic growth moves forward at a snails’ pace and corporations are forced under; what better time to start crying into bonenkai beers our and sentimentalizing about the good old times before recruiting budgets came under the sharp constraints they are currently experiencing.

But now is not the time for whining, take the opportunity to look again at the costs and benefits of your organization’s recruiting efforts; think in money terms of the expected return on investment for each type of employee you are looking to hire. In putting a tangible price on hiring to fill vacancies and leaving them open, you’ll be talking the language that CFOs and risk managers understand in demonstrating the importance of recruiting even during times of reduced hiring volume.

Employment Branding.

If your organization is really serious about wanting to attract and retain top talent, you simply cannot afford to ignore just how the organization is perceived by both current employees and key stakeholders in the external market.

You don’t need to be a multi-million dollar organization to effectively communicate just what a great company you are and what a wonderful place it is to work at, focus on growing your online presence, develop your ‘CSR’ brand identity and take steps to counter the negatives associated with your employment brand.

Social Networking.

With understanding of how best to analyze the strength of relationships existing between users of online social networks improving significantly, recruiting professionals are better able to picture the ‘degrees of separation’ lying between them and the candidates they’d like to hire.

At the same time, as internet-based social networking sites continuing to grow and develop they now more accurately reflect the needs of their users; better connecting people and jobs by more effectively adding the power of technology to the concept of “it’s not what you know but who you know” recruiting on social networks is becoming more and more of a mainstream concept.

Employee Blogs.

Build on the the power of your organization’s employment branding by using employee blogs to support recruiting programmes. A good business blog, however, should not simply highlight your company and products it should also answer questions and serve to make your company appear less mysterious and distant..

There are many parts of your business with stories to tell and an audience of employees and stakeholders who will are interested in finding out more, employee blogs as part your online corporate presence will help you recruit talented people but it is vitally important that guidelines are put in place.

Corporate Website.

Dull, dated and static websites serve the opposite effect they are intended for, and help convince potential candidates to stay away from your organization as opposed to driving great candidates towards you.

Revisit the job section of your corporate website and look at it again objectively, through fresh eyes and think carefully about the impression it leaves you with. Information should be fresh, relevant and up to date; and the experience of visiting the site should be positive and rewarding – just don’t overcompensate and create a page that is gimmicky, slow to load and leaves visitors frustrated, keep things simple and let the message speak for itself.