Browse our jobs and apply for your next role.
The right candidate is just a few clicks away.
PageGroup changes lives for people through creating opportunity to reach potential.
If you have any questions, we’re here to help.
Discover how Michael Page Japan’s Expert Manager Ed Marsden transformed from English teacher to healthcare recruitment leader, and why genuine relationships matter more than sales targets in building a successful recruitment career.
When Ed Marsden first stepped into recruitment after teaching English for two years in Japan, he viewed it as many do – a sales-driven profession focused on meeting targets and closing deals.
Eight years later, now as Expert Manager at Michael Page Japan’s healthcare team, his perspective has transformed completely.
“Recruitment isn’t just about pushing CVs – AI can do that. We have to go beyond the job description and really get candidates excited about opportunities that could change their lives,” he shares.
“I initially thought recruitment was all about being aggressive and that the industry was cutthroat. However, I quickly discovered this couldn’t be further from the truth. I’ve learned that building trust and relationships is far more important than pushing for quick wins."
“While an aggressive approach might help close a deal or two in the short term, it’s not sustainable. The best recruiters I know focus on fostering growth for both candidates and clients (the employers), creating genuine win-win scenarios."
“It’s not about pressuring people into roles they’re unsure about – it’s about understanding what’s best for both the candidate and the client. This approach not only leads to better placements but also builds trust that results in long-term relationships and repeat business.”
“Early in my career, I met a candidate who wasn’t actively looking for a job but eventually joined one of my clients after six months. This experience showed me why keeping in touch and maintaining relationships matter. We’re in a people industry, and people’s lives and priorities change constantly. The best relationships in recruitment develop over the long term.”
“The healthcare industry’s impact on society adds a deeper dimension to my recruitment work. When I learn about our clients’ groundbreaking innovations in disease diagnosis and treatment, I realise I’m part of something bigger."
“While I may not be a doctor myself, helping the right medical professional join a pharmaceutical company that’s developing life-changing medicines gives me a sense of contributing to society’s well-being."
“This perspective applies across industries – whether it’s automotive, electronics, or semiconductors, we work with Fortune 500 companies that are shaping our world. Seeing how your work positively impacts society doesn’t just make the job more meaningful – it helps you genuinely connect with candidates and share that excitement with them. When you’re truly excited about the difference your clients make, that enthusiasm naturally resonates with the talent you’re recruiting.”
“What excites me most about recruitment is the art of storytelling. When working with companies, whether they’re new to the Japanese market or established firms looking to enhance their presence, I love helping them craft compelling narratives about their opportunities."
“As recruiters, we need to go beyond simply sharing job descriptions – something AI or LinkedIn can easily do. Our value lies in bringing these opportunities to life for candidates. It’s about understanding a company’s unique story and conveying it in a way that helps candidates see how this role could elevate their career or allow them to make a positive impact on society."
“When I can transform a job description into a story about potential growth, impact, and opportunity, candidates get excited about possibilities they might not have considered otherwise. Creating and sharing these narratives – that’s what energises me every day in this role.”
“The shift to video interactions in our post-COVID world has made recruitment more transactional, missing the human connection that comes from face-to-face meetings. So, whenever possible, I meet candidates and clients in person. There’s a level of trust and understanding that only develops face-to-face. I try to know something about my candidates beyond their resumes – like their hobbies or family life. It gives us a foundation to connect on a deeper level.”
“Curiosity is vital – it allows us to foster self-discovery as we help candidates delve deeper into their inner motivations. In many ways, we’re like career therapists – we guide people through their professional journeys, helping them unpack their doubts and aspirations."
“Another key skill is handling objections and complaints. We use the LAYER model: Listen, Acknowledge, Explore, Respond. Instead of becoming defensive, we need to actively listen and show empathy in order to find the best outcome for everyone involved. Like therapists, we deal with people at different career stages, often carrying complex emotions and experiences.”
“Success in recruitment goes far beyond placing someone in a new role. First, I look at the longevity and progression of my placements. I take pride in that very few candidates have left during their trial period, and most stay with their new companies for a year or longer. Many have gone on to secure senior positions, which is incredibly rewarding to see."
“Another measure of success is repeat business. When candidates return to us for their next career move or recommend our services to their friends and colleagues, that’s a powerful indicator that we’ve done our job well. Interestingly, this trust isn’t limited to people we’ve placed. Sometimes, candidates who didn’t secure a position through us still refer others to our service. These long-term relationships and referrals tell me we’re creating genuine value for our candidates."
“True success isn’t just about meeting immediate placement targets – it’s about building lasting relationships that contribute to people’s career journeys over the long term.”
“In Japan, craftsmanship is deeply valued. I see recruitment in the same light. It’s not about simply mastering a set of skills and stopping there – it’s about continuous refinement and learning."
“Just as traditional craftspeople constantly work to perfect their techniques, recruiters must continuously adapt to changing market trends and technologies. But more importantly, we’re always learning from those around us. I gain insights from both my senior colleagues and junior team members, who often bring fresh perspectives on approaching candidates or closing deals."
“Like any craft, recruitment requires dedication to constant improvement. Each interaction with a candidate or client allows us to refine our approach, learn something new, and perfect our craft. That distinguishes recruitment from another sales job.”
“I focus on understanding their key achievements in their current role and career. I’m particularly interested in what sets them apart from their peers. I ask questions like: ‘What accomplishments are you most proud of?’, ‘What would your boss say you excel at?’, and ‘How do your achievements compare to your colleagues?’"
“It’s also crucial to understand the context of their current workplace. In some traditional companies, especially in Japan, tenure is favoured over capability – someone might be next in line for promotion simply because they’ve been there longer, not necessarily because they’re more capable."
“Understanding this company culture helps us identify situations where a candidate’s potential might be better recognised elsewhere. Sometimes, we can help talented individuals find environments where their abilities, rather than their years of service, determine their growth opportunities.”
“A major US medical device company in Japan struggled for a year to find the right person for a critical change management role. They needed someone with strong English and Japanese skills, as well as negotiation and technical skills who could bridge communications between the Japan and US headquarters to drive change within the organisation."
“However, this combination of skill sets didn’t really exist in the industry at that time. Then, I met a Japanese candidate who checked most boxes but had been out of work for two years after taking early retirement, and HR rejected the candidate’s CV immediately due to the gap."
“I met the hiring manager to share about the candidate’s skills beyond the CV and convinced them to meet the candidate. Six years later, she’s still with the company. As recruiters, we help clients see the value in candidates and help candidates broaden their perspectives and unlock potential.”
“One case that stands out involved a senior position in Japan, which was particularly challenging as these roles are typically only shared with a select few trusted agencies. I had met a candidate for coffee and introduced her to a hiring manager, but at the time, there weren’t any suitable positions available."
“Six months later, I learned about a position I knew would be perfect for her. Because I had already established trust through the previous introduction, I took the initiative to request an in-person meeting with the HR Business Partner, arriving prepared with several resumes. I was transparent about knowing the position was confidential but expressed my conviction about having the ideal candidate."
“I believe my commitment to meeting in person, rather than just calling, and having thoroughly prepared materials made the difference. The HR team agreed to consider my candidates, and ultimately, the candidate from that initial coffee meeting was hired – almost a year after we first met. She went on to have great success in the role, even spending time at the company’s headquarters, and has since moved on to an even larger global pharmaceutical company."
“This experience taught me the value of believing in your candidates and persevering. Sometimes the right match takes time, but maintaining relationships and staying persistent can lead to successful outcomes that benefit everyone involved.”
“Many candidates limit themselves based on past experiences or industry stereotypes, thinking, ‘This is the only type of role I’m qualified for’ or ‘That company wouldn’t be interested in someone with my background.’"
“By asking the right questions and approaching each conversation with genuine curiosity, we can help them broaden their perspectives and discover opportunities they might have dismissed. For instance, I once helped a candidate who only saw himself in pharmaceuticals consider roles in medical devices, which turned out to be a great fit.”
“A services company was looking for a technical position requiring significant experience, but they restricted the age to 30s and 40s. In Japan, there’s often an emphasis on age when hiring."
“I found a perfect candidate who was 66 years old. By providing market data and highlighting the scarcity of qualified candidates, I convinced the client to focus on capability rather than age. The candidate had everything they needed except fitting their age criterion. They hired him, and it worked out wonderfully.”
“I placed a candidate who had been financially and professionally limited in his previous role. The new position offered him a substantial raise, and over dinner, he shared that this new stability would allow his family to consider having a second child."
“Moments like these remind me that recruitment is so much more than filling roles; it’s about supporting people’s lives in ways they may never have expected.”
“AI can’t replace the intuition that comes from face-to-face interactions, or the empathy required to support someone’s career journey. The future of recruitment will emphasise connecting with people on a personal level, understanding their aspirations, and guiding them toward fulfilling roles.”
“It’s about solving people-shaped challenges. Filling gaps in teams can have a significant and positive impact on companies. For candidates, it’s closing the gap between their current situation and their aspirations.
“We connect these two elements and go on that journey with both parties. When you see a candidate grow in their career, then recommend their friends to you years later, that’s when you know you’re making a real difference.”
“When I joined our healthcare team seven years ago, there were just five of us. Now we’re over twenty – Michael Page’s largest healthcare team globally. With 15 new graduates joining our department next year, I want to inspire the next generation to understand the real impact they can have in recruitment.
“It goes beyond just loving what you do; it’s about loving the market you’re recruiting in and genuinely caring about both candidates and clients. I believe in creating a ripple effect of positivity – I hope future recruiters will inspire professionals to join great companies, while helping those companies see the value in hiring talented people.”
I grew up in a small town with a rich agricultural history in the East of England, but I was always drawn to the excitement and energy of larger, more dynamic cities. This eventually led me to Tokyo. One of the main reasons I was attracted to Japan was my passion for music, which continues to play a big role in my life. Outside of work, I’ve had the pleasure of playing guitar and piano in several bands around Tokyo, and I’m constantly inspired by the city’s vibrant local and international music scenes. It’s been a rewarding experience to explore this creative side while pursuing my professional career.
I also appreciate Japan’s quieter, more peaceful side. My wife and I often enjoy visiting her home town in Tochigi and hiking around the surrounding Kita-Kanto region. The amazing local food, stunning natural landscapes, and warm hospitality make me feel truly fortunate to live, work, and travel in such an amazing country.
