{"id":94,"date":"2015-10-10T15:46:19","date_gmt":"2015-10-10T06:46:19","guid":{"rendered":"http:\/\/mizutamalove.com\/gos01\/?page_id=94"},"modified":"2020-06-12T22:14:19","modified_gmt":"2020-06-12T13:14:19","slug":"gos01","status":"publish","type":"page","link":"https:\/\/www.globalops.co.jp\/e\/gos01\/","title":{"rendered":"The Essence of GOS Project"},"content":{"rendered":"
Yuichi Watanabe
\nPresident & Founder<\/div>\n

During my past quarter century career, I was hired as a start-up CEO for a newly founded Japan subsidiary of a British recruitment
\nagency. In that role, I found a common gap between what the clients needed and what the candidates wanted, after interviewing with over 1,000 candidates and over 100 clients.
\nAs a consequence of continuous effort in self-development coupled with personal ambition of obtaining a better career and high-level skill sets, many talented and capable candidates tend to have relatively frequent job changes. Although such candidates are not necessarily so-called \u201cJob Hoppers\u201d who easily change jobs, showing little patience, it is not easy to distinguish \u201cquality\u201d candidates among all \u201cfrequent job changers\u201d. Therefore, it is getting more difficult for a \u201cquality\u201d candidate who has vast experience, a high-level skill sets, and a wider outlook, to find a suitable job opportunity over time, as they are passed over by the employers. Furthermore, it is often seen the cases in which a \u201cquality\u201d candidate has to settle for a non-permanent employment and lower salary for the same or even higher level jobs than the regular employees.<\/p>\n

The ratio of the non-permanent employees in Japan has reached a record high of 37.4% as of 2014 (source: Ministry of Internal Affairs and Communications \u201cLabour Force Survey\u201d). This ratio shows over 25% increase in the past decade. Whereas the majority of non-permanent employments voluntarily choose this form of employment to seek flexible working hours or financial support for households in between childcare and housework, nearly 20% reluctantly chose this path due to lack of permanent employment opportunities. The ratio is even higher among male workers having reached about 30%. Many of capable candidates suffering from the gap between their talent and motivation, and working opportunities are likely to be a part of this group. It is unfortunate for both individuals and companies, and it is even a big loss for the society.<\/p>\n

The recruitment firm I contributed to for Japan launch withdrew in 2008 triggered by the Lehman Shock. In that year, I founded Watase Corporation that is the predecessor as well as the parent company of GOS<\/span>. Since then, I have been working on how to fill the gap between the talent and motivation, and working opportunities that I have seen in my career as a recruitment agent. Although I saw setting up a volunteer organisation or a NPO was a possible option, I still held a strong belief that the best way to lead more people to success is to materialise and successfully operate a new business model. The answer is \u201cGOS<\/span>\u201d Project.<\/p>\n

Generally, the ideal attributes of a candidate for an employer, regardless of the position needed, are:<\/p>\n