1. At Japanese companies, you are unlikely to be dismissed, making them suitable for people who prefer a comfortable, secure job.

2. It is not results-oriented, making it suitable for people who appear to work very hard during the process. For example, the KPI measures how many people you talk to and how many résumés you send in a week, rather than how many placements you make or how much money you earn for the company.

1. Organizational changes happen frequently, and it feels as if the consequences are not carefully evaluated... Within a short period, different consultants contact the same candidates and clients and ask the same questions. It is chaotic!

2. They constantly try to imitate other mid- to high-level headhunting brands, but never examine their own situation. This company is simply a low-level recruitment-matching service that calls itself a headhunter and consultant despite having no industry knowledge. They have seriously overestimated themselves.

3. Japanese people who come to Taiwan to work are basically here to have fun. Taiwan’s unrestricted culture is great! You only need to get the work done well enough.

4. This drawback is probably common to all Japanese corporate cultures: rigid thinking; unable to think without an SOP; afraid of trouble; preferring communication by email over one efficient phone call; promotions based on seniority; superiors can be extremely discourteous to subordinates; and extreme inefficiency.

5. Promotions are based on seniority, and PERSOL’s managers are generally not very capable.

6. Both PERSOL and KELLY Services, which was established last year, require large numbers of résumés to be submitted. This often results in unsuitable positions being introduced to candidates and a pile of very strange résumés being sent to clients.

7. It is not a company that can enhance your résumé. After all, apart from sourcing people from 104 and sending them out, you do not learn much about interview skills or closing business deals.