For Shimano, serving the South East Asian market demands a large volume of manpower. Besides that, the emphasis on high quality products requires high quality operators, engineers, and production specialists.
The task to recruit high quality talent quickly and in large numbers fell upon Mr. Hendy Hadiyanto, Human Resources Development Specialist, and his team. It proved to be a challenge for Shimano’s recruitment process at the time.
Mr. Hadiyanto recounted tall piles of CVs on his desk every week. His inbox was so full of applications that he couldn’t receive any more emails. The lack of organized sourcing caused unnecessary frustrations for the team: applications are lost in the mess, candidates are called up twice or thrice accidentally.
It used to take up to
7 days to process a single candidate: waiting for the application via post, manually typing into Excel, phoning up candidates, cross-checking schedules, booking rooms for tests, etc.
The tests themselves were limited to basic TPA (Academic Potential Test) and basic mathematics, which we found from research to have
poor correlation with actual job performance.
The limited scope of Shimano’s previous sourcing methods meant that the recruitment team could only reach around 1,000 potential candidates from nearby areas; much too localized and lacking in variety.