TechTalent-Consultants. Business Strategy

Transcription

1 1 TechTalent-Consultants Business Strategy

2 2 SECTION 01 ABOUT US T e c h T a l e n t - C o n s u l t a n t s i s a y o u n g, d y n a m i c a n d e n e r g e t i c c o m p a n y w h i c h t a k e s t a l e n t a n d c a r e e r m a n a g e m e n t t o t h e n e x t l e v e l

3 TechTalent-Consultants 3 In adverse economic conditions, many companies feel the need to cut expenses. This should be the ideal environment to execute a talent management system as a means of optimizing the performance of each employee and the organization. Selection offers are large return on investments. Job analysis and assessment validation help enhance the predictive power of selection tools. However, within many companies the concept of human capital management has just begun to develop. With more companies in the process of deepening their global footprints, more questions have been asked about new strategies and products, but very few on the kind of leadership structure that will bring them success in their globalization process. In fact, only 5 percent of organizations say they have a clear talent management strategy and operational programs in place today. TechTalent-Consultants uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mind-set of this more personal human resources approach seeks not only to hire the most qualified and valuable employees but also to put a strong emphasis on retention.

4 4 We provide - Talent Management & Executive Search Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. A talent-management strategy needs to link to business strategy to make sense.

5 5 We provide - Career Management & Organization Development China/Asia has experienced a tremendous growth over the last years which is now slowing down a bit. This growth has not only been economic growth for the country and companies in the country but also for it s people. Many talents and high potentials have grown so fast that there has been hardly time to develop them selves, as well skill wise as long-term career wise. For these individuals TechTalent Consultants offers consultancy to get the further in their career and to develop a plan for the long-term.

6 6 We provide - Market Research & Technical Consulting Due to the steep economic growth in Asia/China corporates have been focussing on sales and growing the business sometimes loosing their existing clients or putting to less effort in finding a second point of contact within their overseas clients. TechTalent Consultants offers consultancy as well market, competition as technical wise to get lost clients back, extending the contact pool within clients and getting necessary (overseas) market information.

7 7 Our Business Philosophy Mission Vision In adverse economic conditions, many companies feel the need to cut expenses. This should be the ideal environment to execute a talent management system as a means of optimizing the performance of each employee and the organization Goals As only 5 percent of organizations say they have a clear talent management strategy and operational programs in place today, TTC will consult companies to get them equipped and ready for the next decennium Values Selective offers are a large return on investments. Job analysis and assessment validation helps enhance the predictive power of selection tools Developing the concept of human capital management. Establishing an awareness and larger return on investment (ROI) on human capital

8 8 Our Company Values Integrity Accountability Passion / Quality Be real, be open, be honest Walk the talk Take responsibility for your action If it is to be, it's up to me Committed in heart and mind What we do, we do well

9 9 SECTION 02 OUR TEAM

10 10 Meet our Team Harold Steinbusch G e n e r a l M a n a g e r / B u s i n e s s P a r t n e r Extensive field experience in high-tech industry as well in executive search and consultancy in Europe and Asia Jonathan Dong E x e c u t i v e D i r e c t o r / B u s i n e s s P a r t n e r Extensive field experience in the high-tech and manufacturing industry with multinational companies. Haimei Xu B o a r d m e m b e r / P a r t n e r Successful entrepreneur with a strategic vision on consultancy and service Calvin Liu Te c h n i c a l D i r e c t o r Highly experienced professional in the technical and manufacturing industry in multi-national companies

11 11 Meet our Team Mr. Harold Steinbusch Before entering the recruitment industry Harold worked for ATOS and Philips Semiconductors / NXP for more than 10 years, leading large intercontinental teams with team members in Europe and Asia. Harold travelled during his NXP employment extensively throughout Asia and lives since 2007 in Shanghai. Harold started in 2009 in the executive search business, consulting and assisting multi-national corporates with their human capital. This field, consulting and search experience combined intercontinental experience makes Harold a unique consultant.

12 12 Meet our Team Mr. Jonathan Dong With more than 12 years experience in Sales & Marketing in electronics industry. Jonathan brings a solid knowledge of product design, research & development in this area. He was holding several important positions during the past 10 years in multinational companies, i.e. Intel, Amphenol; etc. and holding the positions of Key Account Manager, Regional Sales Manager; covering solid sales management, distributor development, strategic planning, business development and branding knowledge. Jonathan started his consulting roles from beginning of 2017; and will fully play his role in this new area with solid business and industrial knowledge.

13 13 Meet our Team Ms. Haimei Xu Haimei worked her way up in a fortune 500 multinational corporate. Her strategic vision on consultancy and service is still very respected within the organization. Haimei started her first own company back in 2012 and a second one in 2013, this entrepreneurship she is now taking into TechTalent-Consultants as a board member advising the company on the long-term goals. Haimei s international mindset and vision makes her a unique person for business leads and business development

14 14 Meet our Team Mr. Calvin Liu Calvin does have an extensive technical background in very well known multi national companies. He developed successfully into a partner/managing Director within the international community. As a Technical Director of TechTalent Consultants he plays a key role in the market research and competitor research. Calvin entered the consultancy late 2016 using his experience and knowledge to advise and coach corporates..

15 15 SECTION 03 OUR SERVICES

16 17 Services List Talent Management Consultancy regarding decreasing the current turn-over rate within the entity Career Management Individual career consultancy for high level professionals. Interview training, Resume optimizing, Networking consultancy Executive search Providing corporates with the right executive human capital to realize their long-term vision/strategy

17 18 Service List 04 Recruitment Providing corporates with the right human capital to realize their current commitments/business goals 05 Technical Company assessment on environmental awareness/improvement 06 InsulAdd Additive to paint/coat realizing heat reflection, increasing human capital engagement, reducing energy costs

18 Our Industries 19

19 20 SECTION 04 OUR WORKS

20 21 Ten steps for human capital management The principles of a TechTalent-Consultants project do exist of several steps 1 Alignment 6 Assessment Clarifying common goals of talent management Assessing individual potentials for promotion 2 Identifying Identifying the nature of work and the people who are good at it 7 Inventarisation Creating an inventory of existing talent pool 3 Today 8 Creation Finding the levels of present performance Creating plans for individual talent development 4 Mapping Identifying and recruiting proper talent from both inside and outside the organization 9 Retention Actively retaining talent and creating processes to transfer knowledge 5 Future 10 Evaluation Formulating future talent requirements Evaluating results of talent management efforts

21 Ten steps for human capital management 22 The survival, profitability, and growth of a business depend to a large extent on talent management efforts. However, to be successful, talent management efforts need to have full commitment from all levels of existing management. Talent management is not an isolated task of the HR department, and without support and involvement from all levels of the managerial hierarchy, most talent management efforts end up as wasteful expenditure. This is why involvement of managers in other departments than HR is essential for any talent management drive. Each key group of stakeholders should have clear and defined roles in the talent management efforts, and in order to act effectively, their roles need to be clarified, prioritized, and communicated to them. Managers must agree to the talent management plan and their roles so that results can be achieved with greater transparency. 1 2 Alignment Clarifying common goals of talent management Creating appropriate replacements for key leaders Creating greater numbers of skilled workers to sustain business expansion and greater competition Recruiting, recognizing, and absorbing individuals with high-potential from outside the organization Developing the talent of employees within the organization Creating role-modelling for talent management efforts to help self-development and development of others These are, of course, common needs addressed in talent management efforts. Other goals may be added in a measurable fashion according to business needs, and the senior management must agree to such goals before incorporating them. Identifying Identifying the nature of work and the people who are good at it Effective talent management is impossible without identifying the different types of work needed by the organization and the kind of people needed to do such work. Hence, formulating competency models to describe people successful in particular types of work and updating job descriptions to match them with work needs is required.

22 Ten steps for human capital management Today Finding the levels of present performance Performance management is integral to successful talent management programs. Effective talent management programs need to take into account both results from key performance indicators and the behaviour patterns linked with job success. Mapping Identifying and recruiting proper talent from both inside and outside the organization For talent management efforts, one of the key goals is to out-compete other organizations in recruiting talent. This is just as important in recruiting from within the organization as it is in recruiting from outside. Talent is always in short supply, and without proper internal recruitment processes in place, managers can suppress talented personnel for fear of losing them without replacement. One of the major tasks of talent management efforts is to unearth hidden talents from within the organization. Future Formulating future talent requirements In dynamic businesses, the talent requirements are also dynamic and they keep changing while the company pursues the fulfilment of its strategic objectives. Talent management practices need to ensure that people are being promoted, taking into account both present and future requirements of the company. However, this approach has received criticism because neither retention nor future needs are guaranteed. Assessment Assessing individual potentials for promotion Talent management efforts need to identify people who can perform at higher levels of responsibility. It is not guaranteed that people who perform exceptionally at one level of organizational hierarchy would continue excelling at other levels. When expectations are not matched, the organization may suffer loss by losing the productivity of a valuable employee. Due to such situations being common in organizations, HR now creates multiple paths of promotion, including promotions along with seniority in subject expertise.

23 Ten steps for human capital management Inventarisation Creating an inventory of existing talent pool Informally asking managers to find talent suitable for organizational needs is an incorrect method, which is often ineffective. For proper talent management, organizational leaders need access to talent databases and competency inventories which are based on problems and issues faced by the organization. Being able to access the required talent within a time frame is essential for success in business. Creation Creating plans for individual talent development Talent management efforts need to spell out how individuals should be prepared for coping with higher levels of responsibility. The common method used by businesses for this end is to prepare Individual Development Plans to close the gap between existing competencies and the competencies required by individuals to shoulder higher responsibilities. Retention Actively retaining talent and creating processes to transfer knowledge Regrettably, most organizations do not have systematic retention programs to retain their best people. Ritualistic exit interviews end in added file loads that are never acted upon. Most retention that occurs is based on individual prominence that happens on a case-by-case basis. While such an approach has its merits, developing systematic retention programs are also necessary for successful talent management. Evaluation Evaluating results of talent management efforts Though this is an issue dealt with in the last step of any talent management program, proper evaluation is possible only when the metrics are established at the time the initial goals are set. Evaluation of talent management efforts can then be properly done by finding out how many individuals have been prepared to meet the initial goals and how well they are doing. Usually, talent management evaluation is done annually.

24 25 SECTION 07 CONTACT US

25 26 Get in touch with us TechTalent-Consultants Harold Steinbusch Harold Steinbusch Jonathan Dong Jonathan Dong Haimei Xu Haimei Xu

26 27 THANKS FOR Interest!