Two years after starting a business, What we have practiced in "recruitment" and "human resources development" of Cambodians

It's been two years since we started a company in Cambodia.

"I want to crawl on my own once," I told an executive of a major human resources company on leave, and started an overseas business with my own capital two years ago.

I think it was a reckless challenge when I think about it now, and I think it's a miracle so far.

I haven't achieved anything yet, but when I try to do a human resources business in two countries for seven years, I feel that it is "people" that make the company better and worse.

Looking at many organizations, I strongly felt the importance of bring out the potential of "people."

For the past two years, we have strengthened our efforts to create a company where members want to work in order to provide better services.

Recently, I have been receiving more and more consultations about Cambodian management, so I’m not sure if it will be useful, but I would like to introduce a little bit of what I have been working on.


Improving recruitment

Recruitment activities have been emphasized because improving the quality of human resources directly leads to the improvement of services.

In particular, our company, which develops business with a small number of elite people, has cherished it because the productivity of each person is vital.

I feel that the strength of Japanese human resources is not "to be able to speak Japanese" but "to understand 10 things that Japanese people think in 3 ways".

The salary is higher than that of English human resources, but the management cost is lower, so the productivity is higher.

●Conditions for hiring
①Language: Japanese N2 level + English daily conversation or higher
②Intelligence + commitment to results
③Have you ever understood Vision and acted accordingly?


All of the current full-time Cambodian employees have 1 to 5 years of study abroad experience in Japan, and all but those from Japanese universities are ranked 1st to 5th in the Japanese language department of the Royal University of Phnom Penh, which is said to be the top national university in Cambodia.

(This is a story I heard later)


● What we are telling when hiring
①Company Vision
②Evaluation at the present time (skills that can be utilized / skills that are lacking)
③Have all members see the sense of values ​​and work styles
④Advantages and disadvantages of joining the company

● Reasons why Cambodian members decided to join the company (member survey)
・I thought I could work with highly motivated people.
・ I thought I could do essential work.
・I was able to sympathize with the company policy.
・I felt that it was the environment where I could grow the most.

Strengthen efforts to make people want to work for this company and to eliminate gaps.

We tried to spend a lot of time balancing the values ​​of the company and the individual.

Therefore, we spend more than 10 hours hiring one person.

Also, if you clarify the reason for joining a member, it will be easier to follow up when managing.


②Human resource development and building an organization that will not quit

No matter how good you are, if you can't develop your talent, it will be a cost. What I thought was important for that was to simply face with "love" and to get "trust" from all the members. We have faced all members and thoroughly educated them after understanding their individual strengths and weaknesses. While understanding the characteristics of Cambodians, I have tried to give them love and sometimes strict guidance.(It's becoming more like a club activity of an athletic club than a company )

●Strengthening goal management and retrospective feedback
30-60 minutes a month I make time to meet with each member about the results of the month. We look back on the three areas of quantitative goals, qualitative goals, and vision initiatives, and if we cannot achieve the goals, we make sure that "why we couldn't do it" and "how we should improve" are verbalized. Sometimes, some members give harsh feedback and weep, but it is a time when you can feel your own growth and it is an important time to build a relationship of trust with each member. 

● Permeation of Vision
Exactly one year ago, all the members created Value & Culture. In order to permeate it, we verbalize Vision every quarter and make a mechanism to permeate it every day. It's easy to create a vision, but it's very difficult to spread it, so take the time to ask, "Why do we work for this company?" "What values ​​does Ayum want to face with service creation?" "That's why. We are creating opportunities to think about what each person should do on a daily basis. As a result, Vision has permeated considerably in the past year. This is the strength of the company we are most confident about. Even when all the staff ask, "What are the values ​​that Ayum values?", Each one can now answer firmly.

●Improvement of business skills
First, check in detail what they are not good at and how they work, and understand what Cambodians are not good at. If the weak points found on that basis cannot be "reporting, contacting, consulting" and "multitasked," we dare to create a mechanism to make mistakes and focus on improving individual skills. If I make a mistake, the team will share the reflection case and write the improvement measures on the reflection board, and share it with everyone to make them aware that they will not repeat the same thing as business improvement.

● Strengthening "why?"
I think that Japanese people often delve into "why?" Repeatedly in order to pursue the essence. However, I think that Cambodians often cannot answer when asked "Why?". There are still many issues to be solved here, but we are incorporating daily training to think about the meaning of each action.

●Visualization of goals and improvement of individual productivity
Visualized individual annual qualitative goals and monthly quantitative goals. The Japanese people, who put numbers on the wall, are unpopular when it comes to pressure. However, this fits perfectly, and the awareness of achieving the goals for numbers increased at once. I’m not sure if it will be helpful, but it is a part of what I have been working on for the past two years. It's been eight years since I started facing Cambodians, but there are still mysterious petit incidents that I can't understand. Still, I am keenly aware of the importance of discussing and deriving what is best together, rather than imposing the Japanese way or swallowing all the Cambodian way. I would like to continue to strengthen recruitment and human resource development in order to improve service quality.