Before looking for "someone nice," where is the company headed?<\/h2>\n\n
We're short-staffed, so we're hiring. Even with that situation, it shouldn't be the case that just anyone who joins the company will do.<\/p>\n\n
What do we want the company to look like in 3, 5, and 10 years? What kind of work and roles will be necessary to achieve that? What will we initially entrust to the person we welcome, and what kind of experience do we want them to gain?<\/p>\n\n
When you consider all of that, simply saying "someone who is cheerful, proactive, and has good communication skills" is no longer sufficient.<\/p>\n\n
What decisions do you want them to make on their own? Who will they need to interact with, and what kind of interactions will they need? What do you expect them to be able to do when they join the company, and what will they need to learn after joining?<\/p>\n\n
Furthermore, are there truly jobs and people within the company that support and mentor that growth?<\/p>\n\n
Simply having expectations about what you want them to become in the future is not enough to create a development plan. You need to consider the stages involved, from the initial tasks you assign them to the roles they will take on later.<\/p>\n\n
The company must first define its expectations and then align them with the employee's desired work style and career growth. A person's future cannot be determined solely by the company's convenience.<\/p>\n\n
We can't just hand over the entire purpose of the hiring process.<\/h2>\n\n
The production company cannot unilaterally decide your company's recruitment objectives.<\/p>\n\n
Why are you hiring? With whom do you want to achieve what? What kinds of mindsets and behaviors do you value, and what kinds of work styles will not work? These are questions that the company itself needs to confront.<\/p>\n\n
It's okay if you don't have a clear answer from the start. We'll work with you to organize your thoughts.<\/p>\n\n\n A recruitment website doesn't automatically reach the right people just because it's published.<\/p>\n\n Do they come through job boards? Are they referred by recruitment agencies? Are they recommended by current employees? Or do they read it again after an information session or interview?<\/p>\n\n We need to consider how people who learn about our company find out about us, which pages they should view, and what we want them to do next.<\/p>\n\n However, even if website traffic and applications increase, if you don't find the right people to hire, you're not getting closer to your recruitment goal. And even if you do find them, if they don't choose you, you can't work together.<\/p>\n\n That's why simply listing the company's attractive features isn't enough.<\/p>\n\n What can I do here? What are the expectations? What are the interesting and challenging aspects? Does it align with the kind of work I want to do?<\/p>\n\n While answering what the interviewer wants to know, you should also convey "why you want to work with them." If the recruitment website, company presentation, and interview each tell different stories, it makes it difficult for the interviewer to make a decision.<\/p>\n\n We believe that hiring failures cannot be rectified through education alone.<\/p>\n\n Knowledge and skills can sometimes be acquired after joining the company. But what if the work the employee wants to do is different from the work the company wants to assign them? What if the employee doesn't want to be involved in the way the company wants them to?<\/p>\n\n Trying to fix that through training after someone has joined the company is unrealistic.<\/p>\n\n They failed to communicate what was communicated before the employee joined the company, and failed to verify what could have been verified. Are they expecting the employee to bridge this gap through their own efforts or on-the-job training? This is where the hiring side's responsibility is questioned.<\/p>\n\n At Lionheart, we've made numerous mistakes in our hiring process. Based on those experiences, we've refined our criteria for identifying unsuitable candidates, who assesses what during the selection process, and who provides training after hiring.<\/p>\n\n Even so, there are still things you can only find out by working together.<\/p>\n\n Therefore, instead of trying to see through everything, we make sure that we don't leave anything ambiguous that can be confirmed before joining the company. That's what the selection process is for.<\/p>\n\n\n At Lionheart, we conduct four interviews, and all executives meet with each candidate. Each interview has a different purpose.<\/p>\n\n It's not like doing it four times will guarantee successful recruitment. Increasing the number of interviews and repeating the same questions and company explanations will only waste the candidates' time.<\/p>\n\n Before assigning names to casual interviews, company information sessions, or first-round interviews, consider what you want to communicate and confirm in that moment. And what you want the candidate to understand when it's over.<\/p>\n\n For example, the topics discussed will differ depending on whether it's a meeting to confirm each other's interests or a meeting to align on specific work procedures. It's fine if different people discuss the company's future and different people discuss daily work. However, it's problematic if the underlying assumptions for communication are mismatched.<\/p>\n\n And while the company is evaluating the candidates, the candidates are also evaluating the company.<\/p>\n\n How to answer questions. How to explain things that are unclear or not yet finalized. How do employees you meet in person talk about their work?<\/p>\n\n Each of these factors will help you decide whether or not to work here.<\/p>\n\n You don't necessarily need a lavish information session or a grand venue. It's about what you can convey to the people you have and the time you have available. It's about what kind of experience you can offer candidates before they join your company.<\/p>\n\n Based on our experience reviewing our recruitment process, there are three things we'd like to clarify first.<\/p>\n\n The first is to connect the company's future with the role you're entrusting to them. Beyond the "we're short-staffed" issue, focus on what you want to achieve with this person.<\/p>\n\n The second point is to differentiate between what needs to be confirmed during the hiring process and what needs to be nurtured after joining the company. If you're going to nurture someone, you need to consider who will support them and through what kind of work.<\/p>\n\n The third step is to decide who will communicate what and what will be verified at each stage of the selection process. Based on that, you should then consider the role that the recruitment website will play.<\/p>\n\n Once we've organized things this much, what we need to create becomes more concrete. We move from "a nice-looking recruitment site" to "a site that lets people like this know what's interesting and challenging about this job, and makes them want to meet and talk to us."<\/p>\n\n At Lionheart, we conduct interviews with everyone at your company to identify your challenges and define your unique identity. Based on that, we propose necessary measures such as recruitment websites and recruitment pitches.<\/p>\n\n Whether your company is just starting to create a recruitment website or has already built one, let's start by clarifying who you want to recruit and what you want to achieve with them.<\/p>\n\n![\"The](\"https:\/\/www.lionheart.co.jp\/wp\/wp-content\/uploads\/2026\/10\/recruit-site-1.png\")
<\/figure>\n\n\nGetting someone to see your work and getting them to choose it are two different things.<\/h2>\n\n
Hiring failures cannot be rectified through education.<\/h2>\n\n
![\"Dialogues](\"https:\/\/www.lionheart.co.jp\/wp\/wp-content\/uploads\/2026\/10\/recruit-site-2.png\")
<\/figure>\n\n\nIt's not about the number of interviews, but what you do in each one.<\/h2>\n\n
Three things to organize when creating a recruitment website<\/h2>\n\n