GOOD JOB CREATIONS(SINGAPORE) PTE. LTD.
CEO
Kimiya Shibazaki
interview=Ken Mitsui | Text=Aya Rikitake | Photographs=Kohei Nishiyama
People at the heart of GJC – The Secret behind our Growth and Excellence
From its modest beginnings to its current status as a formidable force in the industry, Singapore-based recruitment agency Good Job Creations (GJC) has experienced a remarkable transformation.
We sat down with Kimiya Shibazaki, the company's CEO, to delve into the driving forces behind this impressive turnaround and sustained growth.
From Japan-Centric to Locally Rooted: Navigating a Changing Landscape
―Could you provide an overview of Good Job Creations’ core business?
Good Job Creations, founded in Singapore in 2006, joined the WILL GROUP in 2011. We are one of Singapore’s largest Japanese recruitment agencies, providing comprehensive recruitment solutions with a primary focus on permanent recruitment and contract and staffing for companies in the country. Currently, our sales team and revenue structure are weighted towards permanent recruitment placements, with a ratio of roughly 4:1 compared to contract and staffing.
―Could you share a bit about your career path leading up to your current role as CEO?
During my university years, I studied abroad for a year at a national university in Sweden. After returning to Japan, I joined WILL GROUP as a fresh graduate in 2011. I initially worked in operations for a call center staffing business. I also gained experience in new business development and marketing. Around that time, Good Job Creations, which WILL GROUP had acquired, was entering a growth phase. The company was looking for someone from the Japanese headquarters who could speak English, and in 2013, I was transferred to Singapore, where I’ve been ever since.
In Singapore, I began my sales and career consulting career within the permanent placement division. I played a key role in establishing a local team and providing career consulting to Singaporeans, similar to what our local consultants did. 2014, I had my first direct report—a former cabin attendant new to the recruitment industry. Teaching him the ropes and witnessing his first successful placement was even more rewarding than my accomplishments. This experience was pivotal, as it ignited my passion for management and inspired me to pursue a future leadership role. By 2018, at the age of 31, I was appointed CEO.
―GJC’s evolution from a largely Japan-centric approach to one that embraces Singapore’s local talent pool is a fascinating aspect of your growth. You mentioned earlier those revenues from Japanese placements initially outpaced those from local candidates. Could you walk us through the strategic shift and the mission behind building up the local team?
At the time, revenue from permanent placements for Japanese candidates was higher than that of local candidates. As the person responsible for the local candidate team, I was determined to boost its performance. Simultaneously, Singapore’s visa regulations were becoming increasingly stringent each year, making it clear that relying solely on Japanese placements would become more complex. Therefore, expanding our local candidate placement business was essential.
―That’s surprising, given that Good Job Creations was originally a local company.
Before the acquisition, the company’s CEO was Japanese, and almost 100% of our clients were Japanese companies. It wasn’t until about 7-8 years after I arrived that we could diversify our client base beyond Japanese firms. However, even today, 60% of our permanent placement business still comes from Japanese companies. However, in terms of candidates, locals now significantly outnumber Japanese candidates. Considering the Singaporean government’s ongoing policies to protect local employment, we recognize the growing need to strengthen our focus on local placements.
―What was the reason behind choosing Good Job Creations for the acquisition?
Good Job Creations was established in 2006 with bases in Singapore and Hong Kong. Later, a major recruitment company acquired the Hong Kong branch. Although the Singapore branch was not performing well financially, it had meticulously established its licensing and compliance framework. It was a reassuring factor for WILL GROUP, venturing into overseas markets for the first time, ultimately leading to the acquisition.
Riding the Wave: How a Pre-Pandemic Initiative Became a Growth Driver
―Were any challenges adapting your sales approach between Japanese and local companies?
Absolutely. In Japan, companies typically make introductory visits to start conversations. However, if there isn’t a clear benefit for non-Japanese companies, they often ask, “Why should we meet?”
So, we adopted a “value-added” approach to door-to-door sales. For example, we started by offering wet wipes, commonly used by local HR personnel, as a conversation starter. Many Singaporeans appreciate small gifts, so this tactic proved successful. We shared annual salary increment trends and industry-specific salary benchmarks and gradually built connections through other forms like email marketing.
―Are your sales staff locally hired?
We were focused on hiring local talent, but due to the limitations of our early business model, it was not easy to attract and retain top candidates. In 2016, we changed our approach by recruiting and training recent graduates from Japan who are fluent in English.
Our team now comprises four dedicated account managers, all returnees who grew up abroad. At our company, all new graduates start in sales and, after gaining sufficient experience and achieving certain results, move on to consulting. Only after gaining solid experience in both areas are they entrusted with the 360-degree responsibility of managing candidates and clients.
Over the last 2-3 years, we have adopted the 360-degree model. Previously, we utilized the 180-degree model, where consultants specialized in candidates or clients. However, this approach sometimes resulted in miscommunication with clients in certain industries. The 360-degree model enhances our service quality by ensuring account managers deeply understand employers (companies) through their sales activities while engaging in candidate consulting. This approach improves our service, and fosters trust with our clients.
―You initiated the contract and staffing business after becoming CEO.
Yes, that’s correct. Unlike permanent recruitment placements, which require starting from scratch each month, contract and staffing provide some level of revenue forecasting for the upcoming month. Acknowledging the potential advantages of diversifying our business, I reached out to two individuals with experience in contract and staffing about two years before I became CEO.
Coincidentally, they decided to join us just as I assumed the role of CEO, and we launched the temporary staffing division in 2018. Securing temporary staffing contracts is considerably more challenging than succeeding in the success-fee-based permanent placement business. We made over 100 sales calls and sent marketing emails daily for about eight months. Finally, after nine months, we secured our first small project. We continued to build our track record by taking on various projects, regardless of the industry or duration.
When our team grew from two to ten, the pandemic hit, turning our world upside down. On the eve of the Lunar New Year, we received an urgent call to provide 200 staff members for a Polymerase Chain Reaction (PCR) testing site. Despite the holiday festivities, we rolled our sleeves and worked tirelessly to meet the challenge. While it was a difficult experience, it ultimately solidified our reputation as a reliable provider of healthcare-related contracts and staffing services, setting the stage for our future growth.
We began promoting ourselves as a specialized healthcare staffing agency, and by around 2022, healthcare projects became our primary source of business. Since government hospitals often use a tender process, we shifted our approach from making 100 sales calls a day to focusing on preparing tender documents and developing strategic proposals. Many companies froze their permanent recruitment hiring during the pandemic, significantly impacting the permanent placement industry. However, because we had the foresight to start our contract and staffing business before the pandemic, it wouldn’t be an exaggeration to say that it helped us survive.
Tailored Approach: Leveraging Job-Specific Portfolios for Speed and Accuracy
―How do you differentiate yourselves from your competitors?
Realistically, as a smaller player, we can’t directly compete with the compensation packages offered by some of the multinational giants. However, we identified a gap in the market for nurturing young, ambitious talent. We focused on recruiting young talent and creating a system that enables them to become high earners even without prior experience. A positive byproduct of our focus on young talent is that clients often remark on our team’s youth and energy, frequently complimenting us on being a “vibrant company.”
―Are there any strengths where you believe you excel compared to other companies?
To be honest, there aren’t many unique aspects in our approach (laughs). However, if I had to highlight one, it would be our consultant portfolio structure. While it’s typical for agencies to organize their portfolios by industry, we categorize ours by job function—such as sales, marketing, engineering, HR, and accounting—for most sectors, with a few specialized exceptions. This method allows us to respond more quickly when we receive requests for job functions in which we specialize.
―Why did you categorize by job function instead of industry?
In the early stages, our team was not large enough, and we didn’t have a sufficient volume of cases to justify industry-specific divisions. We separated roles into front-office functions like sales and marketing and back-office functions like accounting, HR, and legal. Since the required speed and level of scrutiny differ significantly between front- and back-office roles, we opted for a job function-based categorization.
In hindsight, it has been key in achieving faster and more accurate placements.
Beyond “Japanese Norms”: Embracing Cultural Nuances in Management
―What advice would you give regarding talent management in Singapore?
It’s crucial to understand that what’s considered “normal” in Japan may not apply here, and open communication is essential. For example, punctuality is a given for Japanese people, but Singaporeans might ask, “Why do I need to be at the office by 9 A.M.?” And you must be prepared to explain that.
Additionally, a top-down management style is generally not well-received. Whenever you implement something new, explaining the rationale and obtaining consensus beforehand is essential.
Organizational growth hinges on the accumulation of knowledge and experience, which in turn relies on employee retention. However, over 80% of Singaporeans tend to switch jobs every 2-3 years, seeking salary increases with each move. On the other hand, around 10% prioritize factors like work-life balance, stability, a positive work environment, and good relationships over salary and titles, and may stay with the same company for over a decade.
Interestingly, when a change in leadership, such as a new CEO, many of these long-term employees often leave as well. In this regard, Japanese employees might be more pragmatic. In a dynamic environment with frequent turnover, it’s vital to establish efficient processes that enable new hires to become productive quickly, believing that some will stay and grow with the company long-term. Management is about “continuing to trust and be let down.” It requires persistence and open dialogue. By persistently believing in people and engaging in conversation, we can pave the way for organizational growth.
―Finally, could you share your outlook on the market’s future?
Singapore has been enforcing stricter visa regulations, making it more difficult for foreigners to work here.As a result, many Japanese companies are intensifying their efforts to localize their operations.
At GJC, all managerial positions concerned with business operations and middle management are filled by local talent. This approach is crucial for ensuring the long-term stability of a localized organization. Although job-specific roles are typical in Singapore, many seek diverse responsibilities and challenges.
Engaging in ongoing dialogue with our team members is crucial for understanding their career aspirations and collaboratively creating fulfilling roles for them. I am reminded of this principle every day.
GOOD JOB CREATIONS Pte Ltd.
238A Thomson Road, #12-08/10 Novena Square Tower A Singapore 307684
https://www.goodjobcreations.com.sg/ (English website)
https://www.goodjobcreations.jp/ (Japanese website)
In 2006, Good Job Creations (GJC) was established amid a changing talent landscape. Starting with just three team members, they have become deeply rooted in the Japanese market in Singapore and expanded globally as part of the Will organization, which operates in 20 countries.GJC remains dedicated to connecting job seekers with employers as the talent landscape evolves. They position themselves as a recruitment agency and a talent enabler. Their services go beyond filling roles; they offer direct hires, contract staffing, and valuable market intelligence, helping clients navigate workforce complexities with HR and visa solutions.
Kimiya Shibazaki, originally from Osaka, Japan, studied abroad at a national university in Sweden during his university years. In 2011, he joined WILL GROUP as a new graduate. During his first year, he worked in the call center staffing division, winning an internal new business contest award. In 2012, he was assigned to the Philippines for six months to conduct market research for new market development. In 2013, he was transferred to Good Job Creations, WILL GROUP’s first overseas subsidiary. After gaining experience in career consulting for local job seekers, corporate sales, and team management, he was appointed CEO of the company in 2018 at the age of 31. In 2021, he became CEO of Oriental Aviation International (OAI), another WILL GROUP company. As an experienced manager working abroad, he has overseen significant business expansion, increasing the number of employees from 30 to 80 and annual revenue from 300 million yen to 4 billion yen, all while navigating the challenges posed by the COVID-19 pandemic. He is focused on expanding the business in Singapore, Hong Kong, Dubai, Australia, and the United States. His motto is “The student surpasses the master,” derived from the Chinese idiom, “Indigo blue is extracted from the indigo plant, but is bluer than the plant itself.”
