Focus: How to Get the Talent You Need in a Tough Market
The Japanese Life Sciences sector presents a challenging landscape for global companies. To succeed, you must move beyond reactive hiring and adopt a truly strategic talent acquisition model. Our study of 98 successful hires reveals two big problems for companies seeking top talent:
- Strict compliance demands create a non-negotiable barrier to entry.
- Fierce competition for top executive and medical leadership makes these roles highly costly and high-risk if not secured early.
To win in this tough market, your most urgent task is to define a compelling Talent Value Proposition (TVP)—a clear and persuasive reason why a top professional should choose your firm. You must prioritize compliance roles as your essential entry tickets and treat executive leaders as your most critical investment. Failing to secure these critical hires 6 to 12 months in advance creates a major risk for your entire Japanese business launch.
I. Problem 1: Compliance is the Barrier to Entry
Compliance and Quality roles (Regulatory Affairs, Pharmacovigilance, Quality Assurance, etc.) accounted for 35.4% of all successful placements in our study. This is the highest-risk category because these roles are a legal prerequisite for operating under Japanese laws (PMDA and MHLW rules). You simply cannot do business without them. Success here hinges on deep, specialized local knowledge, not generic global experience.
Your Action: Treat Compliance Jobs as Strategic
The extreme specificity of expertise makes senior RA and PV roles exceptionally hard to fill. To secure this rare talent, you must change how you compete:
- Move to a Retained Search Model: For senior RA/PV, stop using “contingency” searches. Our data proves that a Retained/Exclusive search is the superior way to secure this niche talent. This model guarantees a dedicated focus, maintains confidentiality, and guarantees a successful hire.
- Plan Ahead (6–12 Months): Due to the long lead time required for niche hiring, you must begin the search for compliance leaders well before you submit a new product or launch a safety program.
II. Problem 2: Leadership is an Investment
Hiring high-impact leaders, such as Medical Directors, is an investment in your future revenue and strategic success. These roles command a high price because very few executives possess fluent Japanese and the requisite global experience.
The market value of these strategic roles is clearly demonstrated by placement fees. The Medical Director position, for example, had an average placement fee proxy of 12.4M JPY—reflecting the huge strategic and patient safety risk they manage. Similarly, the high fee for Head of HR/GA (9.9M JPY) underscores the urgency of finding local corporate leaders who can navigate the complex Japanese labor and legal environment.
Your Action: Show Value Beyond Money
In Japan’s competitive job market, an attractive salary is no longer enough, especially for younger, high-potential talent.
- Create a Clear TVP: Your team must clearly articulate the job’s impact, the autonomy they will have, and the opportunity for frequent collaboration with global teams. Top leaders leave secure positions for the chance to build and lead, not just for a marginal pay raise.
- Use the Retained Model for Leaders: 52% of our most critical executive searches were Retained/Exclusive. This is essential for securing the top 5% of talent who are passive candidates and not actively browsing job boards.
III. Your Plan for Hiring Success
To succeed, your hiring strategy must transition from being reactive to becoming a proactive business partner.
| Morunda Advice |
Your To-Do List for Hiring |
| Plan Early |
Speed Up Your Timeline: Require a minimum of 6 months‘ lead time for all Director-level+ roles. Plan retained searches to hire talent before a gap threatens your business. |
| Invest Smart |
Use a Tiered System: Automatically use the Retained Search model for your most critical roles (Tier 1: Clinical, Medical, Senior Corporate). |
| Explain the Impact |
Re-Write Job Descriptions: Clearly explain the job’s autonomy, direct impact, and link to the global strategy. Your TVP must answer: Why should a top leader leave their secure job for yours? |
| Respect Candidates’ Time |
Make Hiring Simple: Establish a clear, transparent, and rapid interview process that respects the candidate’s time and maintains high hiring momentum. |
This briefing is essential for any Life Sciences company committed to long-term success in the dynamic Japanese market. Strategic planning and premium investment in talent are the only paths to sustainable growth.
If your organization is preparing to grow or launch in Japan, now is the time to align your talent strategy with these market realities. Let’s talk through your upcoming priorities and identify the key roles to secure first.
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