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{"data":{"site":{"siteMetadata":{"siteUrl":"https://jp.refcome.com"}},"caseArticle":{"id":"fb2e7a53-cd77-59bb-b654-2db34d033759","contentful_id":"24OSTr7V0rlgIbuofvkRp3","title":"創業142年の大手非鉄金属メーカーDOWAホールディングスが実践、「カードを渡すだけ」から始めたリファラル採用定着の1年","ogpTitle":"創業142年の大手非鉄金属メーカーDOWAホールディングスが実践、「カードを渡すだけ」から始めたリファラル採用定着の1年","date":"2026-10-30T10:00+09:00","tag":[{"name":"メーカー・製造業","slug":"manufacturing"},{"name":"大手企業","slug":"enterprise"},{"name":"紹介ハードルの解消","slug":"referral_barrier"},{"name":"立ち上げ・導入期","slug":"launch_phase"},{"name":"多店舗・多拠点展開","slug":"multi_site"}],"mainContents":{"raw":"{\"data\":{},\"content\":[{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"キャリア採用を8倍に拡大。採用チャネルの偏りと地方採用が課題に\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"まず、福田さんの現在のご担当と、リファラル採用の運営体制について教えてください。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"人事部人材開発室で、主にキャリア採用を担当しています。私自身もキャリア入社で、前職は人材紹介会社で求職者の転職支援に携わっていました。現在、リファラル採用の事務局は5名で運営していますが、全員が通常の採用業務と兼務しています。リファラル採用に割いている時間は、週に平均4～5時間ほどです。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"2024年にキャリア採用の体制強化を進め、採用人数を約50名規模へと大幅に拡大されています。採用を拡大する中で、どのような課題が見えてきたのでしょうか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"定常的に外部から新しい知見や技術、視点を持つ方をお迎えできるようになった一方、採用競争率が年々高まっていることを採用活動の中で強く実感し、安定感のある継続採用への不安を抱えていました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"採用チャネルを限定してしまうことで、頼りにしているチャネルがうまく機能しなかった際に、大きな機会損失につながるリスクを感じており、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"早急に採用チャネルを広げる必要がある\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"と考えました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"また、採用した時点だけではなく、その後の定着まで見据える必要があるという問題意識もありました。応募の段階から「この方が求人や会社に合っているか」をより丁寧に見ていくことで、入社後のミスマッチも減らせるのではないか。その選択肢のひとつとして、リファラル採用が挙がりました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"もうひとつは地方拠点での採用です。当社は全国に拠点があり、特に秋田など人口減少が進む地域では、以前から採用の難しさを感じていました。候補者の方も複数社を並行して受けているのが当たり前であり、最終的に当社を選んでいただく難しさは、年々大きくなっています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"そうした課題に対して、リファラル採用だけに絞ったわけではないのですね。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"はい。採用手法を固定するつもりはありませんでした。ダイレクトスカウトやアルムナイ採用なども含め、さまざまな手法をバランスよく活用することが大事だと考えています。また、これまでは人材紹介会社経由の採用比率が極めて大きい状況であったため、採用経路を広げることにより、高騰する紹介手数料の比率を下げ、結果的にコストの適正化にもつながると考えています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{\"target\":{\"sys\":{\"id\":\"3BR4MmCAEvWe6HpmdyyBso\",\"type\":\"Link\",\"linkType\":\"Asset\"}}},\"content\":[],\"nodeType\":\"embedded-asset-block\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"自然発生の紹介を「仕組み」に。システムだけでなく伴走支援も選んだ理由\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"社内において、新たにリファラル制度を始めることへの抵抗はありませんでしたか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"もっと否定的な声が出るのではと思っていましたが、意外とそうではありませんでした。制度はなくても、もともと社員の個人的なつながりから採用の相談をいただくことはあったのです。「これまで自然に起きていたことが制度になる」という受け止め方だったので、大きなギャップはなかったと思います。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"自然発生的な紹介があった中で、あえてシステムを導入したのはなぜでしょうか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"理由は大きく2つあります。ひとつは、紹介する社員のハードルを下げるためです。採用数を増やすなら、誰が見てもわかる運用ルールや手順を整え、「どう紹介すればいいのか」を明確に、紹介ハードルをとにかく下げる必要があると考えました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"もうひとつは適切な求人管理の観点となります。DOWAホールディングス株式会社としての採用では、ホールディングス在籍の社員が各事業会社へ出向する形をとっているため、私たちが扱う求人は非常に多岐にわたり、複雑な内容となります。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"これを整理せずに手作業で管理しようとすると、紹介する社員と紹介された応募者は、募集求人を正しく理解できないまま判断しなければいけない恐れがあります。そしてもちろん我々事務局も、1つ1つの案件をアナログで管理することで非常に負担が大きくなってしまう。運用を整理し、本制度の効果を最大化する意味でも、システムは必要不可欠という判断となりました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"他社サービスとも比較したうえで、Refcome（システム＋コンサルティング）を選ばれた決め手は何でしたか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"価格面に加えて、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"導入時のサポートが手厚く、社内周知をどう進めれば紹介につながるかまで具体的に提案いただけた\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"ことが大きかったです。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"コンサルティングについては、社内でも「システムだけで十分ではないか」という意見があり、私自身も当初はスモールスタートでよいのではと思っていました。ただ、私たちにはリファラル採用のノウハウがありません。\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"KPIを置いて定期的に振り返り、他社事例も参考にしながら進められる\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"のであれば、ゼロから手探りで進めるよりも成功確率を高められる。採用のカバー範囲が広いからこそ、立ち上げは丁寧に進めようという結論になりました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"目的と、システムとコンサルティングを利用するメリットを明確に説明できたことに加え、中期計画で人的資本の強化を掲げ、新しい取り組みに柔軟に挑戦しようという考えが部内に浸透していたこともあり、稟議自体は大きく難航しませんでした。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"最初は「リファラル採用をやっています」と知ってもらうことから\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"立ち上げ当初は、どのように社内へ浸透させていったのでしょうか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"最初にやったのは、とにかく社内に「リファラル採用を始めました」と知ってもらうことでした。全社メールだけでなく、社内報や、立ち上げたばかりのキャリア採用サイトにも専用ページを設け、まずは露出を増やしました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"ただ、全社員に同じ情報を届けるだけでは、やはり限界があります。そこで徐々に、キャリア入社者に「前職で一緒に働いていた方でよい方がいたら」と声をかけたり、新卒採用のリクルーターに協力をお願いしたりと、対象を絞った働きかけも始めました。マス向けの周知と、個別の声かけを組み合わせていった形です。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{\"target\":{\"sys\":{\"id\":\"4BWlUh0KE7rmlARi5SNErm\",\"type\":\"Link\",\"linkType\":\"Asset\"}}},\"content\":[],\"nodeType\":\"embedded-asset-block\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"アプリより「カードを渡すだけ」。手軽さが紹介のハードルを下げた\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"現在は、紹介カードのQRコードからの流入が大きいそうですね。カードがここまで機能した理由をどう見ていますか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"振り返ると、「アプリをダウンロードしてください」という最初の一歩が、想像以上に高いハードルだったのだと思います。これまで社内において、スマートフォンにアプリを入れて施策に参加してもらうような取り組みの前例がほとんどなく、うまく活用できない方や毎度アプリを開くことに対して手間に感じてしまう方も中にはいたようです。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"その点、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"カードは本当に「渡すだけ」\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"です。「この求人、おすすめだよ」と知人に渡せばいい。やることが簡潔でわかりやすいので、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"紹介する側の心理的・実務的なハードルをかなり下げてくれました。\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"それが当社の風土に合ったのだと思います。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{\"target\":{\"sys\":{\"id\":\"6zKS9ziCrgRKkTAoT7dRH4\",\"type\":\"Link\",\"linkType\":\"Asset\"}}},\"content\":[],\"nodeType\":\"embedded-asset-block\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"italic\"}],\"value\":\"DOWAホールディングスで実際に使用されている紹介カード\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"カードは当社の研修センターや拠点への出張時にも持参し、取り組みの意図や目的を説明したうえで、「強制ではないので、可能な範囲で協力してください」とお伝えしています。社内研修などの対面の場で、その場でカードを見てもらったりアプリを触ってもらったりする機会もつくりました。メールや社内報だけでは自分ごとにしづらい方にも、対面なら反応を見ながら「なぜやるのか」を伝えられます。一方的にお願いするのではなく、「一緒に会社の採用をつくってほしい」と伝えることが大切だと感じています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"数字が動かない時期に決めたのは、「まず成功事例を1件つくる」こと\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"導入後、なかなか数字が動かない時期もあったそうですね。どのように乗り越えたのでしょうか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"導入直後は、確かに壁にぶつかりました。本当に苦しい時期でした。全社に周知すること自体はできても、一人ひとりが目的を自分ごとにして行動するところまで持っていくのは簡単ではありません。さらに、拠点には制度の対象となる社員と対象外の社員が混在しているため、カードを常設したり一律に案内したりしづらいという事情もあります。制度の対象範囲が限られる中で、どのように不公平感を生まずに届けるかは、今も試行錯誤しているところです。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"そんな中、社内で決めたのが、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"「まずは成功事例を1件つくる」\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"ということでした。当社は、ひとつ事例が生まれると一気に説得力が増し、協力者を得やすくなる風土があります。だから、「これは種まきの期間」だと思って周知を諦めず、ひとつのやり方に固執せずに、やれることは全部やろうと。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"時に、社内において「どうせ紹介しても選考を通過しないのでは」という声を聞いたこともあります。しかしそれは制度そのものへの否定というより、「紹介しても意味がないかもしれない」という心理的なハードルだと捉えました。1件でも入社事例が生まれれば、その見え方は変えられる。そう考えて、とにかく一つひとつハードルを解いていくことにこだわりました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"リファラル採用経由の入社が実現。社員から「カード持ってますよ」の声も\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"地道な取り組みを続けた結果、今はどのような変化や成果が見えていますか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"地方拠点のように、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"求人を出して待っているだけではなかなか出会えない即戦力の方が、人と人とのつながりを通じて当社に興味を持ち、選考を経て入社に至った\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"事例が出てきました。まだ小さな一歩ではありますが、間違いなくひとつの成果だと感じています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"社内でも少しずつ変化を感じています。拠点で話をすると、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"「カード持ってますよ」「求人を見ていますよ」と社員の方から声をかけてくださることが増えました。\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"お盆前には、友人や知人と会う機会が増える時期に合わせて、「リファラルを思い出してください。カードを渡すだけでも大丈夫です」という趣旨の全社メールも送りました。まだ道半ばですが、キャリア採用の重要性や、なぜ会社としてこの取り組みを行うのかという目的も、少しずつ浸透してきたのだと思います。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"実際、Refcomeで確認できるデータでは、求人ページを見た方のうち約4割が応募に進んでおり、他社平均の約3倍の水準です。こうした数字を、どのように受け止めていますか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"私自身も中途で入社をして感じたのですが、DOWAの文化の１つとして、取り組みの目的や意義に納得したときの行動の速さが、組織に根付いていると感じています。真面目で、事業に責任を持つ誠実な社員が多いことも、その背景にあるのだと思います。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"求人ページを見た後に応募まで進んでいる点についても、「一緒に働く仲間を増やす」ということに納得感を持った方が、実際に行動に移してくださっている結果ではないか\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"と受け止めています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{\"target\":{\"sys\":{\"id\":\"aiTWKHiN3F6riUbCFMGvn\",\"type\":\"Link\",\"linkType\":\"Asset\"}}},\"content\":[],\"nodeType\":\"embedded-asset-block\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"他社平均と比べながら、次の一手を月1回の定例で決める\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"月1回のRefcomeとの定例会は、実際の運用にどう役立っていますか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"ポータル（リファラル専用ページ）への誘導率やカードからの紹介数などを、定量的に一緒に振り返っています。私たちにはもともとノウハウがないので、「この数値は良いのか、悪いのか」を自社だけで判断するのは難しい。その点、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"他社事例や平均値と比べながら現在地を確認できる\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"のは非常にありがたいです。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"数字を見て終わりではなく、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"「では、どこに課題があるのか」「次に何をするのか」まで一緒に決められる\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"ことも助かっています。立ち上げ当初に考えていた“伴走してもらう価値”は、こうした場面で実感しています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"ホールディングスの成功事例を、グループ全体の採用力へ\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-2\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"今後は、リファラル採用をどのように発展させていきたいと考えていますか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"まずは採用数を増やし、年間5名以上といった目標を達成することが第一です。その先では、定着率やエンゲージメントともつなげていきたいと考えています。人的資本の強化は中期計画でも明確に掲げているテーマなので、リファラル採用もそこに紐づく取り組みにしていきたいです。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"また、DOWAホールディングスの採用だけでなく、DOWAグループ全体の採用力を高めていきたいと考えています。当初はグループ横断で紹介し合える制度も構想していましたが、職業安定法の制約など、実現には障壁もあります。だからこそ、まずはホールディングスで実績をつくり、「リファラル採用にはこういう意義がある」と成功事例を示すことで、グループ各社においても前向きにリファラル採用を開始、またはリファラル活性化を検討してもらうことが重要だと考えています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"地域とのつながりが強い拠点ほど、リファラル採用が力を発揮する場面もあると思います。\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"すでに制度を導入しているグループ会社もあるので、事例を共有しながら、ニーズのある会社へ少しずつ広げていきたいです。将来的には各社が独立して採用を完結するだけでなく、情報交換しながらつながりを持って採用に取り組める状態を目指しています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"これからリファラル採用を始める人事の方に、1年の経験から伝えたいことはありますか。\",\"nodeType\":\"text\"}],\"nodeType\":\"heading-3\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"福田氏：\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"まずは、地道に周知を続けることかと思います。ただ回数を増やすのではなく、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"「なぜやるのか」「どんな意味があるのか」を簡潔に伝えること\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"が重要だと思います。一方的に協力を求めるのではなく、社員と一緒につくり上げていくという温度感で進めることが大切です。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"もうひとつは、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"制度やフローをできるだけシンプルにすること\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"です。社内の規定や独自のルールがあっても、紹介する社員の立場に立って、\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[{\"type\":\"bold\"}],\"value\":\"手順の面でも心理的な面でもハードルを下げる。\",\"nodeType\":\"text\"},{\"data\":{},\"marks\":[],\"value\":\"私たちの場合は、「カードを渡すだけ」という形がその役割を果たしてくれました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"すべての会社で、始めてすぐにうまくいくとは限りません。私たちも、ようやくトンネルを抜けかけているところです。それでも地道に続ければ少しずつ成果は出てくる。リファラル採用という手法だけにこだわる必要はありませんが、採用手法のひとつとして有効な選択肢だと感じています。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{\"target\":{\"sys\":{\"id\":\"6zEZishOQVd1pZ6gF94cEG\",\"type\":\"Link\",\"linkType\":\"Asset\"}}},\"content\":[],\"nodeType\":\"embedded-asset-block\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[{\"type\":\"italic\"}],\"value\":\"Refcomeカスタマーサクセス部長の仲島（右端）と。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"}],\"nodeType\":\"document\"}","references":[{"__typename":"ContentfulAsset","contentful_id":"3BR4MmCAEvWe6HpmdyyBso","file":{"url":"//images.ctfassets.net/yohcqg3zmxe0/3BR4MmCAEvWe6HpmdyyBso/d3c22e36811e647742bc4f7e0dd372fc/dowa_1.jpg"}},{"__typename":"ContentfulAsset","contentful_id":"4BWlUh0KE7rmlARi5SNErm","file":{"url":"//images.ctfassets.net/yohcqg3zmxe0/4BWlUh0KE7rmlARi5SNErm/aa7ebdc96cb0600bf107ab2517e53f1e/dowa_4.jpg"}},{"__typename":"ContentfulAsset","contentful_id":"6zKS9ziCrgRKkTAoT7dRH4","file":{"url":"//images.ctfassets.net/yohcqg3zmxe0/6zKS9ziCrgRKkTAoT7dRH4/25f64ef7139aa0f2e8f277271fb140fa/dowa_card.jpg"}},{"__typename":"ContentfulAsset","contentful_id":"aiTWKHiN3F6riUbCFMGvn","file":{"url":"//images.ctfassets.net/yohcqg3zmxe0/aiTWKHiN3F6riUbCFMGvn/9fe0b00f6092a08d6c0e999050a24bbf/dowa_2.jpg"}},{"__typename":"ContentfulAsset","contentful_id":"6zEZishOQVd1pZ6gF94cEG","file":{"url":"//images.ctfassets.net/yohcqg3zmxe0/6zEZishOQVd1pZ6gF94cEG/5788819202482e91b3ee795fd290dd14/dowa_3.jpg"}}]},"headContent":{"raw":"{\"data\":{},\"content\":[{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"1884年創業のDOWAグループは、「製錬、環境・リサイクル、電子材料、金属加工、熱処理」といった、資源循環とものづくりに関わる5つの事業を展開しています。2024年には人事部人材開発室におけるキャリア採用の体制を強化し、キャリア採用数を約50名へと一気に拡大。その一方で、採用競争が激化する売り手市場において、安定かつ継続的に採用を行うことへの不安や、地方拠点での母集団形成の課題が浮き彫りになりつつありました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"},{\"data\":{},\"content\":[{\"data\":{},\"marks\":[],\"value\":\"そのような状況で、新たな採用チャネルを検討するべく始めたのが、リファラル採用です。導入直後はなかなか数字が動かなかったものの、「カードを渡すだけ」というシンプルな仕組みと、地道な周知を重ね、リファラル採用経由の入社が生まれるまでになりました。立ち上げを担ったキャリア採用担当の福田氏に、この1年の試行錯誤を振り返っていただきました。\",\"nodeType\":\"text\"}],\"nodeType\":\"paragraph\"}],\"nodeType\":\"document\"}","references":[]},"company":{"name":"DOWAホールディングス株式会社","employees":"11,577名（非正規社員を含む、2026年3月時点）","employmentType":"技術職（研究開発・生産技術など）、事務系総合職など","industry":"非鉄金属（製錬、環境・リサイクル、電子材料、金属加工、熱処理）","location":"東京都千代田区","logo":{"fluid":{"src":"//images.ctfassets.net/yohcqg3zmxe0/6icBH7B5YdkT2Z6PJg7tyn/25ea4420a2716c3d8693b6e238185610/dowa_logo.png?w=800&q=50"}}},"effect":["ミスマッチの少ない即戦力人材が、リファラル採用経由で入社した","採用難易度の高い地方ポジションに、優秀な人材がリファラル採用経由で入社した","求人閲覧者の約4割が応募に進み、他社平均の約3倍の水準となった","紹介数が徐々に増え、社員から制度の話題が出るようになった"],"problem":["事業拡大のための継続的な採用を行うために、採用チャネルを広げる必要があった","地方拠点では人口減少が進み、母集団の形成が難しくなっていた","出向先ごとに多様な求人を扱うため、手作業での運用に限界があった"],"decidingFactor":["サポートが手厚く、社内周知の進め方まで具体的な提案をもらえた","KPIを設定し、他社事例と比べながら施策を振り返る伴走体制があった","他社ツールと比較して、価格面でも導入しやすかった"],"measures":null,"ogpDescription":{"internal":{"content":"創業142年の大手非鉄金属メーカー、DOWAホールディングスのリファラル採用導入事例。アプリのハードルを「カードを渡すだけ」の仕組みで解消し、求人閲覧者の約4割が応募（他社平均の約3倍）。採用が難しい地方拠点でも紹介入社を実現した立ち上げ1年を伺いました。"}},"ogpImage":{"fluid":{"src":"//images.ctfassets.net/yohcqg3zmxe0/tsqDIeTxzdm3pYgSLEleT/248d4b4c772924847f57cdc54f3c63ca/dowa_cover.jpg?w=1200&h=630&q=100&fit=fill","aspectRatio":1.9047619047619047},"file":{"details":{"image":{"height":630,"width":1200}},"url":"//images.ctfassets.net/yoh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