λνλ―Όκ΅ / λΈλ‘κ·Έ Today’s key points
Foreign companies are preferred employers among local talent due to high salaries, horizontal corporate culture, and career development opportunities. Indeed, highly capable and experienced candidates ranging from multilingual speakers to industry experts are applying to foreign companies.
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However, we cannot assume all candidates will apply to our company. While candidates with desired capabilities are limited, the number of foreign companies competing for talent continues to grow.
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Given that many JustCo Korea members manage APAC offices for global companies, today we’ll explore everything from crafting job postings for local team formation to integrating domestic and international employees and maintaining teams.
As an APAC manager forming your first team in Korea, you must hire employees suitable for the company and position, even with a small headcount. Well-crafted job postings help find qualified talent quickly with minimal time and effort.
Many candidates encounter companies for the first time through job postings. They read company introductions in job postings to verify corporate values, organizational culture, and vision, determining whether these align with their own. Sometimes they gauge company atmosphere through the job posting’s tone and manner. Therefore, company introductions aren’t merely sections filling job posting content but important opportunities to make positive impressions on candidates.
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This is the most important section for capturing candidates’ attention in job postings. Clearly explaining specific roles, responsibilities, and required capabilities provides confidence to candidates while enabling companies to pre-filter unsuitable applicants. Introducing positions through actual project cases or current employee interviews can help candidates make more realistic judgments.
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Candidate interest in work environments including work hours, location, and remote work availability has increased. Now that work-life balance has become commonplace, this is an item that candidates who value work-life balance examine carefully in job postings. Benefits can indirectly demonstrate corporate attitudes toward rewarding employee work performance.
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Complicated procedures cause candidates to easily become exhausted and abandon applications. Providing concise and clear application process guidance can help more talent apply to our company. Clearly presenting deadlines is also essential to avoid missing qualified candidates.
APAC offices of foreign companies work as one team with local employees and overseas talent separated by distance and time differences. Therefore, organizational culture must be established to enable global hybrid organizations to achieve work performance stably.
One difficulty arising in global hybrid organizations is conflicts occurring during work. Local employees must conduct work in unfamiliar foreign languages, and communication problems with overseas employees can occur during this process. International talent may feel uncomfortable with delegation methods or meeting culture. Many employees working remotely from abroad may also feel alienated among local employees. Therefore, when building global hybrid organizations, “productivity” should be central, with work system differences coordinated based on this foundation.
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Working long-term with talent is as difficult as hiring new employees. APAC HR managers managing employees from diverse cultural backgrounds must identify conditions desired by domestic and international employees to create work environments.
Employees resign or change jobs for various reasons. While some leave companies for personal reasons, common company-related problems sometimes cause employee attrition. Major causes for global employees including local teams leaving companies are as follows.
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If a global company has APAC offices, employees have certain expectations for work environment standards. However, when the work culture of the country where the APAC office is located applies, work environments and atmosphere can change. Particularly if rigid work environments and organizational management methods exist, many new hires become disappointed and leave quickly.
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Many companies, both domestic and international, fail to present clear career paths especially to junior employees. For modern workers who value their growth, unclear career growth paths prevent them from being confident about their future at the company, creating anxiety. This anxiety leads to resignation and job changes.
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Consistency is an important element not only in daily life but also when working. Many global employees want organizational culture clearly defined and experienced consistently across teams, leaders, regions, and offices. However, when cultures centered on specific countries or headquarters are implicitly prioritized, excluded talent feels alienated. This lowers psychological safety and negatively affects long-term retention intentions.
Companies with many long-term employees receive people’s favor. People trust companies and expect positive organizational culture. From the company’s perspective, working long-term with talented individuals enables securing excellent performance stably. APAC HR managers wanting global talent to stay long-term should note the following characteristics.
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Positive leadership experiences are important factors in retaining global talent. Particularly for teams distributed domestically and internationally, middle managers must possess both international sensibility and cultural sensitivity for team performance to remain stable.
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Hybrid policies aren’t simply welfare policies. They combine autonomy over work location with clarity of performance standards, bringing authority and responsibility together. Appropriate responsibility bound by trust can increase employee productivity.
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Organizations where employees stay long-term provide work spaces reflecting company philosophy. They reveal work methods and team collaboration levels while valuing not only physical space but also digital work environments.
Many global company APAC offices operate on small scales. They may feel burdened by paying high rental fees for independent offices long-term. Therefore, global company offices seeking shared offices where work space and rental contracts can be flexibly adjusted are increasing.
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JustCo, a global shared office provider, hosts APAC offices from various fields. JustCo staff capable of providing guidance in English support foreign employees experiencing difficulties, providing coworking solutions necessary for maintaining global work environments.
This serves APAC office solo managers: those with frequent overseas business trips, or anyone wanting to work while freely moving between spaces. If you have a preferred seat, you can select it as a designated seat to perform work efficiently.
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This is a recommended solution for those needing independent workspace exclusively for company members, from single individuals to small teams. The ability to flexibly expand or reduce office space as needed makes this suitable for companies with frequent scale fluctuations.
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This is suitable for large teams with stabilized organizations or needing extensive workspace due to rapid business expansion. Office layouts can be modified, and customized hybrid work membership plans can also be adjusted according to needs.
JustCo global shared offices connecting domestic and international talent as one team actively support APAC managers in achieving their goals. If you’re seeking cost-effective and flexible work spaces, explore JustCo Korea’s office solutions.
