After the Tunjangan Hari Raya (THR) allowance is paid and the long holidays around the fast-breaking festival are over, it is actually the season for job changes in Indonesia. Relatives and friends of the employees who have returned to their hometowns begin looking for jobs in Jakarta and other cities. In recent years, industrial parks have been expanding not only in Jakarta and its suburbs, but also in Surabaya, Indonesia's second largest city, Semarang, the capital of Central Java, and Kediri and Boyorari, which are focused on labor-intensive companies seeking low labor costs.Indonesians, who are relatively reluctant to leave their hometowns, are increasingly looking for jobs in nearby industrial parks. This is a time when there are many positives for hiring blue-collar workers.

[Opportunity for job change]

On the other hand, this is also the time when employees who are already employed begin to think about changing jobs. If you change jobs quickly, you can receive close to the full allowance for the next religious festival, which is extra income. If you want the full amount of the Religious Festival Allowance, you can simply continue working without changing jobs, but because the pay increase when changing jobs tends to be larger than the normal annual wage adjustment, it seems that employees who increase their income by changing jobs often change jobs regularly every 3 to 5 years. When I ask Indonesian employees, ``How long has it been since you felt like you worked so long?'' I often hear the answer, ``When I didn't get promoted after working for three years.'' I think three years is a little too short for a Japanese person to be able to perform well enough to deserve a promotion, but I often hear people say, ``I didn't get promoted after three years, so I thought about changing jobs.'' The third year is actually a time when you should be a little careful.

[To increase the matching rate]

It is effective for superiors in your company to explain their future career paths, etc., and to let them know what is expected of them, so that they do not think about changing jobs. A comfortable work environment is also a major factor in retaining employees, so having a relationship with the expectations of their superiors helps motivate employees.
On the other hand, there are probably quite a few talented employees at other companies who are looking to change jobs. The first step in acquiring such human resources is to set recruitment conditions that are easy to objectively measure. Conditions may be set using pretty words such as ``someone who can actively work on his own'' or ``someone who can complete tasks with responsibility,'' but these are very subjective and differ from person to person. It is important to define the necessary personnel requirements based on objectively measurable experience and abilities, such as "persons with △ years or more of experience as a salesperson in XX field" and "persons with experience corresponding to ◇◇."
It is also necessary to capture the candidate's feelings by presenting concretely the achievements the company expects and showing a picture of the candidate's future career path. European and American companies successfully acquire talented human resources by communicating the company's expectations to candidates and encouraging them to envision their dreams. You can't tell lies that the company can't keep, but it's actually important to show a vision of the future that you want to work together with. To achieve this, it is necessary to clearly outline the future direction of the company. Would you like to create a company that can give new human resources a slightly brighter future?