Excellence through Culture, Talent and Change: Introduction to our Services

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Tjitra & associates is a management consultancy founded by Dr. Tjitra with offices in Hong Kong, Hangzhou and Jakarta. Our work focuses on the CULTURE, TALENT and CHANGE.
A team of multilingual psychologist are dedicated to strive for excellence and provide tailor-made service solutions. We devote ourselves in ensuring sustainable business results by understanding the exact needs and situation of our clients.

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Excellence through Culture, Talent and Change: Introduction to our Services

  1. 1. Excellence  through   Culture,  Talent  and  Change - Introduction to Our Services - June 2011 Hong Kong ■ Hangzhou ■ Jakarta
  2. 2. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Executive  Summary 2 • Tjitra & associates is a management consultancy founded by Dr.Tjitra with offices in Hong Kong,Hangzhou and Jakarta. Our work focuses on the CULTURE,TALENT and CHANGE. • Over the last fifteen years,Dr.Tjitra and his team have collected International project experiences at the global,regional and national level in the US,Europe and Asia with senior leaders from over forty countries. • A team of multilingual psychologist are dedicated to strive for excellence and provide tailor-made service solutions. We devote ourselves in ensuring sustainable business results by understanding the exact needs and situation of our clients. Companies and Organizations we have been working with ...* * only selected list and not complete
  3. 3. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Our  Approach  and  Service  Portfolios 3 Excellence through Culture,Talent and Change Our APPROACH:a taylor-made solution with clear,measurable objectives Managing CULTURE diversity to create synergy across cultures TALENT as success factor in ensuring sustainable growth Leading strategic CHANGE for successful organizational transformation
  4. 4. Excellence through Culture, Talent and Change Company Profile_EN ver./110609 Excellence  through   Culture,  Talent  and  Change   Critical  challenges  in  ensuring  sustainable  success 4 “When I came to China for the first time, my first remark is, ‘The Chinese are just like us!’ Then everything usually goes downhill from there, because they are not! Chinese are totally different from us!” Foreign expert, who knows China since 1979 and lives in China since 1985
  5. 5. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 CULTURE  Diversity: Globalization  challenges  for  the  HR  partners  and  champions 5 Challenges for Chinese companies (% of respondents from companies based in China,n=63) What barriers,if any,has your company faced to undertaking activities outside mainland China? Potential customers have concerns about the quality of Chinese products Our company does not have enough managerial talent We lack sufficient capital We have an inadequate understanding of legal and/or reputation risks in other countries Cultural barriers make the business difficult to manage Customers are unfamiliar with Chinese brands Governments or other stakeholders in other countries had a negative reaction to our proposed activities Funds have been difficult to find outside mainland China Logistical barriers make the business difficult to manage Potential employees in new geographies are not familiar with our company Other Our company has faced no barriers 44 25 24 22 21 19 19 3 5 10 11 14 Three big challenges for Chinese companies’globalization • Developing Managerial Talent • Managing Cultural Barriers • Attracting International Talent Survey from McKinsey Quarterly • Most executives at Chinese companies say the biggest obstacle to the global growth of their companies is a lack of managerial talent. • During the globalization,most Chinese companies face the challenge of combining Chinese and Western forms of communication and cultural norms. • 88% of the Chinese executives said that their globalization efforts were hindered by the scarcity of people with real cross- cultural knowledge or experience managing foreign talent.
  6. 6. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Growing  TALENT  demand:  China’s  growing  pains 0 50 100 Percentage of Chief Human Resources Officers Ranking Issue as Top Priority Attracting and Retaining the Right Talent Increasing Line Manager Effectiveness Developing High- Potential Employees Improving HR Function Effectiveness 76% 71% 70% 65% Chief Human Resources Officers’Top Priorities (Corporate leadership council,2006) - 37% of the companies responded that recruitment talent was their biggest operational problem. - 44% of the executives at Chinese companies surveyed byThe McKinsey Quarterly reported that insufficient talent was the biggest barrier to their global ambitions. Percentage of organizations Experiencing talents shortages in china (Corporate leadership council,2006) Not Experiencing Shortages Experiencing Shortages 88% 12% - Nine of ten HR senior executives report a shortage of qualified talent in the Chinese labor market. - “Chinese graduates are not well prepared,they are not ready for the work in MNC environment.”(Foreign HR expert with intensive China experiences) 6
  7. 7. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Strategic  CHANGE:  Why  do  Change  programs  fail? 7 • Strategic change failures are commonly related to human issues,not technical issues (Kotter & Cohen,2002). • The study in Chinese context reveals the most challenge during the change management in Chinese enterprises is lack of competent talents (Wang, 2003). • The survey from German leading companies found the reasons for the failure in managing large-scale change are relevant with soft issue, inconsistency of change objectives (C4 Consulting, 2007). 0 10 20 30 40 50 60 70 Insufficient commitment of the leadership team Unclear objectives and visions of the change process Lack of leaders’competence in professionally dealing with people’s fears and concerns Disunity on the top leadership level (no one-woke approach) Lack of support from the line management Incomplete or delayed information to the employees Insufficient support in coping with fears and resistance Neglect of psychological factors during project planning Insufficient human resources Lack of trust in communication between employees and management Influencing factors in order of relevance to success (C4 Consulting,2007) Very relevant or essential 56% 61% 56% 56% 52% 50% 46% 43% 37% 36%
  8. 8. Excellence through Culture, Talent and Change Company Profile_EN ver./110609 Our  approach   in  assisting  our  clients  ensuring  measurable  results 8 “... That’s the result of expecting that no special things need to be changed in China, ... and not empowering the China team.” Lee Kai-fu on the problem of western IT MNC in China (Forbes, Nov. 24 2008)
  9. 9. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Tailor-­‐Made  Solution  with  clear  objectives  and   in-­‐depth  understanding  at  the  beginning  of  the  cooperation 9 1 2 3 4 Objective Agreement on Project Objective & Expected Results Analysis Deep Understanding on Clients’Current Situation Design Process and Method Design Evaluation Evaluation and Follow Up5 Execution Project Implementation Expected Results
  10. 10. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Generic  Consultancy  Process 10 Preliminary Study Flash Analysis e.g.In-depth interview, focus group discussion, organizational survey, document analysis,on- the-job observation, ability/personality test, etc. Expected Result Workshop / Trainshop e.g.Strategic workshop, cross-cultural communication and cooperation trainshop, leadership development and team effectiveness workshop,etc. Project / Team / Individual Coaching, Adaptation,Follow- Up and Evaluation Agreed on Objectives Analysis & Agreement Ensuring Sustainable Impact Measurable Result General Approach for Tailor-Made Solution Exploration and Implementation Main Intervention
  11. 11. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Innova  Lab  Research  and  Development -­‐  ensuring  innovation  and  sustainable  impacts 11 • Building the Global Competence for Asian Leaders • International Employability:Development of Intercultural Competence of German and Chinese Young Professionals • Effective Teamwork at the Top Management Team in International Joint Venture • Cross-Cultural Learning Behavior:Effectiveness of the Western Technology Transfer Approaches in China • Comparative Studies on Chinese-Indonesian Intercultural Competence and Sensitivity • Chinese Intercultural Competence and Sensitivity in Tourism Industry • Strategic Decision Making in Chinese and Multinational Teams • Intercultural Perspectives of International Post-Merger Integration • Intercultural Synergy in Professional Team • Development of Intercultural Training for Indonesia Students in Germany • Emotional Intelligence in Workplace:Buffering Effects of Supervisor Support between Emotional Labor and Affective Commitment • Multiple Role Understanding and Training Effectiveness of Corporate Trainers:Chinese Culture Based Study Research and Development Projects • Ensuring excellent quality and state-to-the-art products,brands and expertise • Developing high-impact,sustainable products • Sharing knowledge from practical research with our customer and partner community Mission of Innova Lab
  12. 12. Excellence through Culture, Talent and Change Company Profile_EN ver./110609 Managing  CULTURE  diversity   to  create  synergy  across  cultures   12 “If you can’t learn quickly, your market share will perish .... worst case, their market share has gone from 90% to 10% in three of four years. That’s the result of expecting that no special things need to be changed in China, ... and not empowering the China team.” Lee Kai-fu on the problem of western IT MNC in China (Forbes, Nov. 24 2008)
  13. 13. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 CULTURE  Service  Framework: Intercultural  Competence  and  Sensitivity 13 “To be effective in another culture,people must be interested in other cultures,be sensitive enough to notice cultural differences,and then also be willing to modify their behavior as an indication of respect for the people of other cultures ” (Bhawuk and Brislin,1992) Intercultural Competence Technical knowledge & skill Motivation Stress tolerance Respect for differences Harmony preservationSelf Control Awareness of communication symbols Language skill Verbal & non verbal expression Attribution process of information Cultural empathy Intercultural Sensitivity Intercultural Communication Competence
  14. 14. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 We  help  our  clients  in  better  understanding  the  art  of   balancing  global  integration  and  local  adaptation  from  the  cultural  points 14 ✓ Research-based development program on intercultural sensitivity and cross- cultural learning • Intercultural competence and sensitivity • Effective learning behavior of employees in multinational companies in Chinese cultural context • Role understanding and training effectiveness of corporate trainers in Chinese culture context ✓ Talent management and organizational change program in cross-cultural context Our projects covers ... ✓ Cultural awareness training / workshop ✓ Cross-cultural assessment center ✓ Executive leadership coaching ✓ Working and living abroad ✓ Global player/International sales ✓ International high potential program ✓ Multi-cultural team building workshop / team coaching ✓ International project management ✓ Working effectively in virtual team ✓ Diversity management ✓ Diversity guideline ✓ Corporate culture system Tailor-made integrated solution
  15. 15. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Strategic  Workshop  for  Multicultural  Top  Management  Team 15 OBJECTIVE Improving communication and cooperation between Chinese and foreign parts & Achieving common understanding on organizational vision and strategy BACKGROUND - Chinese-Europe joint venture with main business in high-tech industry,has more than 5000 employees and an annualized yield of about 4 billion yuan. - The surge capacity from business,intensive industry competition,and ineffective cooperation and communication between Chinese and foreign staffs became the big challenges to the business development. EXPECTED RESULT - Understanding organizational situation clearly from different perspectives - Exploring challenges the organization faced and identifying critical ones - Discovering influencing factors for different challenges - Developing action plan for the future implementation BEST PRACTICE
  16. 16. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Strategic  Workshop  Sample  for  Multicultural  Top  Management  Team 16 Day 1 Day 2 Joint Dinner & Informal Discussion Break Reflection,Feedback & Closing Objective,Expectation and Agenda Welcome & Introduction Creating Cultural Synergy Working Effectively in Multicultural Environment Plenary Discussion on the Results Presentation on Organizational Flash Analysis Result Organizational Flash Analysis Result Lunch Break Short lecture on Cross-Culture Team Building & Leadership Personal Development and Action Plan Group Work & Problem Solving: Become Competent Leader in Multicultural Workplace Group Work & Problem Solving: Problem prioritization,deep discussion and strategy identification Short lecture on Intercultural Sensitivity and Competency Theory/Tool * * selected based on organizational flash analysis result Short Lecture & Discussion Learning in Action Optional OrganizationalFlashAnalysis hasbeendonepriorto StrategicWorkshop BEST PRACTICE
  17. 17. Excellence through Culture, Talent and Change Company Profile_EN ver./110609 TALENT  as  success  factor   in  ensuring  sustainable  growth 17 “Act like a leader, not a manager! They (managers) equate managing with sophistication, with sounding smarter than anyone else. They inspire no one. I dislike the traits that have come to be associated with ‘managing’- controlling, stifling people, keeping them in the dark, wasting their time on trivia and reports. ... Leaders are people who ‘inspire with clear vision of how thing can be done better.’” Jack Welch (Jack Welch and GE Way, 1999).
  18. 18. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 TALENT  Service  Framework: Learning  &  Development  built  the  base  of  our  Talent  Management  Approach 18 Corporate Strategy Aligning business strategy and organizational development & culture Competence Model Hard- and soft-skills required by different roles and responsibilities Based on Assessment Training & Development Learning Transfer Evaluation Learning,Training and Development Performance Management 360 Feedback, Value System, Balance Scorecard Relevant to Impacts on Measurable Results Career & Promotion
  19. 19. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Our  solution  put  the  talent  in  the  center  of  the  process   and  our  expertise  covers  the  whole  talent  value  chain 19 ✓ Solution for different levels of talents • Entry level - Induction for the new joiner - High potential graduates / trainee • Middle level management - First time manager - High potential mid-level manager • Top level management - Executive leadership team ✓ Systematic development program • 3-12 months development program • Multiple methods including assessment,web- based learning,classroom lecturing,action learning,etc. • Combined leadership and management skills Our projects covers ... Tailor-made integrated solution ✓ Employee selection for diverse positions and functions / high potential program ✓ Competency modeling / Job analysis ✓ Staffing due to organizational change ✓ Development assessment for comprehensive management development program ✓ Management (Talent) audit due to M&A ✓ Project team diagnostic for selection and development ✓ Designing taylor-made selection process and method ✓ Training for leadership-team on how to apply performance appraisal system ✓ Training for doing selection interview for HR professional and managers ✓ Individual/Group assessment center ✓ 360-Degree feedback ✓ Ability and personality test ✓ In-depth and behavioral interview ✓ Systematic on-the-job observation
  20. 20. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Assessment  Center  for  Talent  Selection  and  Development 20 1 Organization and job position analysis • Understanding corporate culture • Analyzing job’s roles and responsibilities • Identifying the right competence model • Exploring job success profile 2 Assessment center preparation • Specifying assessment tools (develop eligible tools and materials if necessary) • Identifying assessors (1 chairman + 1 psychologist + 1 administrator + * assessors) • Training for the assessors,role players (and observers) 3 Assessment center implementation • Conducting assessment center • Assessor (+ observer) conference 4 Result report & Feedback • The assessment center for selection - Deliver selection report • The assessment center for development: - Deliver development report and feedback - Facilitate development action planning Our solution starts ... Selected talent Assessment Center process starts by having the right understanding of the critical success and fit factors BEST PRACTICE
  21. 21. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Assessment  Center  Sample  Process 21 • Identify corporate value and competence • Identify critical success factors and job competence • Invite candidate(s) • Train assessors • In-depth interview • Strategic presentation • Evaluation system • GRT: Cognitive ability test • 15FQ+ Personality test Objective & Analysis Design & Implementation Feedback BEST PRACTICE
  22. 22. Excellence through Culture, Talent and Change Company Profile_EN ver./110609 Leading  strategic  CHANGE   in  securing  successful  organizational  transformation 22 “No organization today -- large or small, local or global -- is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to fundamentally alter the way their organizations do business. Yet according to most assessments, few of these efforts accomplish their goals.” John P. Kotter, Author of international bestseller Leading Change
  23. 23. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 CHANGE  Service  Framework: Two-­‐Phase  Change  Model  -­‐  Strategy  Formulation  &  Implementation 23 Why do we need to change? • What could be the benefits of the change? • What could be the consequences if we do not change? What do we need to change? • What is the new holding structure? • What kind of new organization do we want to become? • Who will be in charge for what? What could be the barriers to anticipate in the change we want? How do we want to implement the transformation process? • How does each members should prepare and contribute to the change process? • How the new roles will be shared? When,what kind of changes and how to do it? • What are first and what is the next? • How to make it sustainable? How to communicate the transformation? • Whom to communicate? • Which channels? • At which phase? Strategy Formulation (WHY and WHAT) Strategy Implementation (HOW and WHEN)
  24. 24. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 We  help  our  clients  in  better  understanding  the  art  of   balancing  global  integration  and  local  adaptation  from  the  cultural  points 24 Our projects covers ... ✓ Employees and Organizational Survey ✓ Top management team diagnostic ✓ Focus group discussion of diverse employee group ✓ HR-Benchmark Online ✓ Facilitation of strategic workshops ✓ Development of HR tools / instruments ✓ Designing strategic organizational and change process ✓ Training-Workshop on Change Leadership and Communication Strategy ✓ Systematic implement program • The change concept development by multi approach from initiative driver • Change project communicate through the entire organization involved • Facilitating and mentoring the implement process ✓ Solution for different purposes • Tools to engage the organization - Communication plan and strategy - Implement system • Barrier removal - Barrier identification - Right-of-way rules • Change leadership - Leadership coaching and mentoring - Personal planning Tailor-made integrated solution
  25. 25. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Strategic  Management  Alignment  and  Strengthening 25 • Determine the starting basis by proceeding employee interview. • Implement the value system through different approach and channel. Players Value system Employees’ Survey New Challenges Interview Survey Values Workshop Values Implementation Corporate value development macro process Select (& reformulate) core value Discuss value structure (meaning & definition) Decided value statements (reformulate) Create behavioral anchors (guideline) Value development micro process Head Office Theoretical models • Sponsors • Value team • Support team • Core value • Value statement • Behavioral anchors BEST PRACTICE
  26. 26. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Value  Implementation  Process  and  Method 26 Action What do we need? Possible barriers Success measurements Develop clear action plan Explore necessary and possible resources Identify possible barriers Define measurement anchors Value Implementation • An effective corporate communication is key factor to implement the core value.The management should: Value implementation process Value implementation method • Core value is the essential and enduring tenets of and organization.It is as natural as you breath. • People learn and behave the corporate value through different steps. Start Finish Understand the corporate value system Memorize the value statement and behavioral anchors Agree and support the corporate value Behave following corporate value Breath with corporate value Live Do Believe Remember Know BEST PRACTICE
  27. 27. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Strategic  Partners 27 Global Change Alliance (GCA) • All consultancies of the GCA work on the basis of a Senior Expert structure of consultants • All in all the GCA-platform comprises about 125 people • Our work is based on the congruence model of organizational change (developed in the USA) • Our partners are: - C4 Consulting,Germany (Duesseldorf) - Ascend Partners,France (Paris) - Comma Consulting,Great Britain (London) - Veritas Partners,LLC,USA (New York) • www.globalchangealliance.com Personal Development www.metizo.com Assessment & Development www.pe-solution.de Metizo • Pioneers in personal development programs in education • Recognized certification in personal development for MBAs & EMBA in cooperation with top business schools • Corporate personal development with measurable results for well-known MNCs PE Solution • Assess,develop and accompany individuals,teams and organizations • Provides individually adjusted solutions to customers’needs instead of standard measures,trainings,etc. • Covers wide range of clients,incl.big DAX-companies,medium-sized businesses and the public sector
  28. 28. Excellence through Culture, Talent and Change Company Profile_EN ver./1100609 Hong Kong Office: 31/F,Tower One,Times Square 1 Matheson Street,Causeway Bay HONG KONG 香港銅鑼灣勿地臣街 1 號 時代廣場一座31樓 Phone +852 2824 8521 Fax +852 2107 3699 Contact  Address 28 Contact Person: Daisy Zheng Phone +86 571 8763 1203 Fax +86 571 8763 1210 Email:d.zheng@tjitra.com Hangzhou Office: Guangyin Plaza,Suite 812,42 Fengqi Road Hangzhou 310010 P.R.CHINA 中国浙江省杭州市凤起东路42号广茵大厦812 Phone + 86 571 8763 1203 Fax + 86 571 8763 1210 Jakarta Office: Menara BCA  50th Floor,Jl.MH.Thamrin No.1 Jakarta 10310,INDONESIA Phone + 62 21 2358 4616 Fax + 62 21 2358 4401

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