HR Business Cloud :Customers

Reeracoen Singapore Pte. Ltd.
Reeracoen Singapore Pte. Ltd.

KPIs, best practices foster growth

“Singapore branch was the first to implement HRBC among our overseas branches. I think that HRBC has contributed tremendously to the high speed of expanding our business to 22 branches in 10 countries in a span of 7 years.”
Reeracoen Singapore Pte. Ltd. Mr. Soejima

Business expansion by improving process and information sharing

■3 Points of Recommendation
① Standardization of business process flow
② Centralized data management system
③ Business Expansion

Reeracoen group has achieved rapid growth in Asia as a Japanese recruitment company. HRBC was implemented to solve the business process challenges that they were facing as they aimed to expand. The company has realized substantial changes in efficiency and productivity in KPI management and business process flow. We asked Mr. Soejima to tell us about his experience using HRBC, what he thought was convenient and any requests he may have to make HRBC even more functional.

――First, please give us an overview about your company
Our company was established on 11th October 2011 and has expanded its operations to 21 branches across 10 countries within a span of 7 years. We provide human resource solutions to hiring companies, mainly focusing on the Japanese companies. Our target candidates consist of 80% Singaporean locals and 20% Japanese residing in Singapore. Our strength is in the volume of candidate database that we have and the speed at which we conduct business with our clients in terms of handling job orders and general communication. In Singapore, Japanese projects especially are few and are highly competitive and therefore speed is of the essence. In order to achieve the sense of speed, we manage business processes flow in detail and promptly follow up and give advice to the concerned parties accordingly. In addition, since we have standardized business processes flow across all our branches, we can carry out operations smoothly with no time loss in the event of reassignment of managers.

――How did you come to the decision to implement HRBC?
At the time of establishment, there was no format for data management, and it was difficult to track what the consultants were working on. It was also not clear how the job orders were progressing. At this point, we decided to implement HRBC for its ability to support central data management, standardizing business process flow and to be able to use the same system in other branch offices as well.

――How are you able to ensure a good volume of candidate database?
In HRBC, it is possible to re-use the candidate data that was registered in the past and therefore it is very convenient. We can go back to the candidates that we worked with 7 years back and introduce new positions to them.

――What results have you realized after implementing HRBC?
Our company started from Singapore and had a vision of expanding its bases in Asian countries. Singapore branch was the first to implement HRBC among our overseas branches. I think that HRBC has contributed tremendously to the high speed of expanding our business to 22 branches in 10 countries in a span of 7 years. Now, all the branches in the 10 countries are using HRBC. We can conveniently improve the business process flow in the same language across the 10 countries and share know-how. In addition, even when personnel are strategically re-assigned, the catching-up speed after the re-assignment is accelerated because we all use the same system. It is because of using the same system in the same language that we have been able to achieve sharing of best practices across other branch offices.

――How much has your business scale expanded since its establishment?
In Singapore, the number of employees has increased by about 4 times since its establishment, and sales have increased by about 4 to 5 times.

Improved productivity by accelerating KPI management and PDCA

“In our work, we give utmost importance to response speed. Specifically, the speed of handling candidates and introducing jobs to them and the speed of setting up interviews between clients and candidates. The response speed definitely has an impact on the speed of acquiring job orders from clients and also the job fulfilment rate.” Mr. Soejima

――What kind of KPI does your company set?
We monitor the lead time from when a position became open to when it was introduced to a candidate and how many positions were introduced to each candidate as well as how many candidates were recommended for each position. The management can monitor these time lags and it makes it easier to give advice and necessary support to the consultants.

――That means you can monitor the process in detail, right?
Yes, that’s correct. Management aspect is made easier.

――Are there features that you often use for KPI management?
I use the dashboard and reports a lot. We manage daily, weekly and monthly KPIs using the report feature. In the daily KPI we look at the number of job introductions and candidate recommendations. For example, we check to make sure that the easy-to-fill positions are adequately taken care of. For the weekly KPI, we check the number of candidate registrations from various referrals. For example, checking the media sites from which this week's interview set candidates came. We also check the lead time from when a candidate agrees to apply for a position to when the candidate was actually recommended to the client for that position, and the number of processes created per week. As for the monthly KPI, there are several aspects we check, and we use the dashboard and report features.

――What features do you find particularly useful when using HRBC?
The Progress Navigator. I look at it every day. I check the interviews set for that day if those positions have actually been introduced to the candidates, and also each consultant's conversion rate of the processes.

――Did you devise a method to make the team thorough in their work?
I keep reminding them every time (laughter).

――Do you have any requests for future development of HRBC?
Yes, there are 3 requests we would like to put forward. First one is HRBC linkage with SMS and chat applications. Nowadays, candidates rarely check emails and therefore I think we can reach them more through mobile messaging. The second one is training for our employees who cannot yet utilize HRBC accordingly. It would be helpful if there can be onsite training from time to time. Lastly, we would like to hear more of other use case from other companies. I would be happy to receive that kind of information. There are several updates made to HRBC within a year and we would like to make use of the updates to improve our business process flow and one way is by hearing how other companies are utilizing those updates. It would also be nice to have detailed information about new features.

――Thank you very much. Lastly, please tell us about your future business plan
We have a vision to become the No.1 in revenue among the Japanese recruitment companies in Singapore by the year 2023. In moving towards that, first we would like to start working with foreign owned companies and also work on dispatch business in full-scale.

Reeracoen Singapore Pte. Ltd.

24 Raffles Place #17-04B Clifford Centre Singapore 048621
Overseas brand of Neo Career Co., Ltd., a major human resources service company in Japan. Based on the results in the recruitment industry in Japan, they have developed a range of human resource offices in 22 locations across 10 countries in Asia, supporting the recruitment of many candidates and providing human resource solutions to hiring companies.

Interview with
Mr. Kosuke Soejima

Reeracoen Singapore Pte. Ltd.
Regional General Manager