インドトップ人材の採用成功は、内定後の「ビザ取得」が正念場です。独自の学位事情や必須書類など、人事担当者が押さえるべき「技術・人文知識・国際業務」ビザの実務を解説します。

The success of hiring Indian talent is determined not only by acquisition but also by "retention and contribution." This text explains the characteristics of teams and specific organizational design that bridge the gap between high-context Japanese organizations and thinking traits to maximize their performance.

The recruitment of new graduates in Japan and India fundamentally differs in timing, selection criteria, and career perspectives. This analysis explains, from a professional viewpoint, why Japan's 'potential hiring' doesn't work, and delves into the reality and structural differences of the placement system at Indian institutes of technology.

"How much do we actually need to offer to hire successfully?" The biggest challenge Japanese companies face when hiring Indian talent is setting a concrete offer amount. In this article, we present specific salary models (case studies) based on university rankings (Tiers), job categories, and competitive environments.

To hire excellent Indian students, an accurate understanding of the local salary structure and market sentiment is essential. This article explains the latest salary trends of top-tier institutions, including IITs (Indian Institutes of Technology), and offers advice on how Japanese companies can design offers (CTC structure) to compete with Big Tech and succeed.

Analyze why India’s new graduates have the coding skills of Japan’s mid-career professionals. We explain unique educational systems, practices, and selection processes, offering hiring insights for Japanese companies to understand.

There are reasons why small and medium-sized enterprises should hire Indian engineers. Considering the limits of domestic recruitment, the intensification of talent competition, and the difficulty of securing technical capabilities, we will explain from three perspectives.

There is a reason why many excellent Indian new graduate engineers do not choose Japanese companies as their first choice. This article explains the avoidable factors and how to become a 'chosen company' by overturning them.

The recruitment of new Indian graduates is greatly influenced by 'post-employment management.' This article organizes the commonalities of Japanese companies succeeding in retention and performance using concrete examples.

The biggest factor influencing the success and retention of new Indian graduates is "the first three months after joining." Depending on the design of this period, growth rate and turnover rate can vary greatly. Here's a summary of successful companies' mechanisms.

It is said that Indian engineers tend to leave their jobs easily, but statistics show that the retention rate in Japanese companies is rather high. This article organizes the factors for leaving and the structure of retention.

When hiring new graduates from India, the process design for obtaining a engineer/specialist Visa is critical to success. It is important to understand that in addition to company size and category classification, the level of congestion at immigration also affects the examination period.

As acquiring global talent becomes more important, the country Japanese companies should focus on as the first step is “India.” It has advantages that other countries do not have, such as population, IT skills, and English proficiency.

While many Japanese companies understand the appeal of hiring from India, when it comes to implementation, they often hesitate due to concerns about systems, culture, and risks. This article will clarify the nature of these concerns and provide solutions.

Many Japanese companies limit their hiring to top universities such as IIT/NIT, but this can be a "strategic pitfall" that lowers the success rate of hiring. I will explain the reasons for this.

Major global companies are already accelerating the competition to acquire new graduates from India as a long-term investment. This article thoroughly explains the reasons why Japanese companies should take action now based on local circumstances and international hiring trends.

As more Japanese companies seek to utilize excellent IT talent and engineers from India, a new employment scheme called "EOR (Employer of Record)" is gaining attention. This article will provide a detailed explanation of the structure of India EOR, its differences from traditional contracting methods, and the benefits of its implementation.

Increasing numbers of Japanese companies are considering leveraging talented individuals from India. However, the types of contracts vary widely, including "EOR," "outsourcing," "temporary dispatch," and "establishing local subsidiaries," leaving many companies unsure of which to choose. This article compares India EOR and other contract types, clearly summarizing the advantages and disadvantages of each.

For Japanese companies facing declining birth rates and a shortage of IT talent, utilizing overseas talent is becoming increasingly important. In particular, India's engineering and technology graduates are considered abundant and excellent globally, and many companies are focusing on hiring fresh graduates. This article explains the appeal of Indian fresh graduates, the benefits and challenges of hiring them, and specific methods to do so.

Even as the utilization of foreign talent progresses, hiring new graduates from India holds great potential. The abundance of resources in science and engineering, along with English proficiency and flexibility, directly connects to digital and global expansion. On the other hand, challenges such as cultural differences and competitive recruitment also exist. This article will explain the difficulty of hiring in India while comparing it with other countries and highlighting the value of Phinx.

EOR (Employer of Record) is gaining attention for utilizing Indian talent. This article highlights Japanese companies’ EOR case studies and clearly explains its key benefits and success points.