PHR


PHR is your KEY to global talent. We search the world for the best professionals for you.



Global Executive Search Company


PHR International Executive Search provide our clients with a smooth and seamless executive search service around the world. We are a member of the NPA Worldwide Recruiting Network. Our executive search expertise and coverage include the world. 

We have experience in countries around the world like Australia, China, India, Indonesia, Japan, Korea, Malaysia, Middle East, Philippines, Singapore, Taiwan, Thailand, United Kingdom, United States, Europe and Vietnam.





PHR International Executive Search is an international executive search corporation with offices in the Asia Pacific region and around the globe. The PHR International Executive Search Practice is broad-based in nature due to many years of extensive search experience accumulated across diverse industry sectors over the past ten (10) years.

Our Group operate with the highest integrity and display the highest ethical business behavior when interacting with our clients, candidates, suppliers, employees and governments.

PHR take pride in delivering a positive, consistent and unique experience to all stakeholders.

Our Group has a strong track record and in-depth knowledge of the regional markets. PHR International Executive Search's clients include both Asian and Western multi-national corporations, as well as government-linked corporations (GLCs). Over the years, the Group has established an extensive regional network of leading executive search operations in Asia and around the globe.  
We offer unrivalled comprehensive experience and expertise to our clients in a broad range of industries, functions and geography. We understand our clients' competitive landscapes, business strategies and operations.  
More importantly, our comprehensive network provides us the access to exceptionally qualified executives around the globe.




No search is completed until the very best candidates have been identified, interviewed and presented. This is generally the result of a painstaking custom search activity.
Often, the best people are comfortably employed and their resumes are not in circulation. We identify these high caliber people in the region and present them to you, our clients, for your consideration.


Our Valued Clients



To discover more about our extensive executive search service, please feel free to contact us:


Stanley Tan, MBA
M:  65-9430-9168      W: 

Head/President 
PHR International Executive Search
17, Upper Circular Road, #03-00, Singapore 079314
(opp Clarke Quay MRT)
T:
65-65-334-331; “
F:  
65-65-338-355 

Skype ID:  stanleytan1000; Twitter: @stantan 

 


Saturday, March 29, 2008

How to Retain High Performers

How to Retain High Performers



By Ron Elsdon

Despite the economic slowdown, voluntary employee turnover — coupled with retention of valued workers — remain critical issues. This is a marked contrast to previous downturns. Layoffs can cause significant upheaval within an organization, prompting even the most valued employees to be uncertain about their futures.



There are two types of employee turnover: unavoidable and avoidable. Unavoidable turnover results from life decisions that extend beyond an employer's control, such as a decision to move to a new area or a job transfer for a spouse. Avoidable turnover is something organizations can take certain steps to prevent by hiring, evaluating and motivating their employees more effectively.



Employers today should focus on preserving their top talent and reducing turnover rates by taking proactive measures before it is too late. Here are ten strategies to select, motivate, and keep high-performance individuals:



1. Hire the Right Person — Most voluntary turnover is due to issues of "chemistry" or "fit" within an organization. Employers are quickly adopting the strategy of "hire for fit, train for skill." By doing a thorough analysis of the success factors required for a position, you'll be better prepared to conduct a behavioral-based interview process.


2. Integrate for Success — The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment. Turnover can be cut dramatically by implementing a thorough, well-executed orientation program. Demonstrating employer commitment to a new hire's success early on fosters trust and commitment from the employee in the organization.


3. Phase in Training — Rather than throw a new employee into several weeks of job-specific training right away, provide them with basic training at the outset. As they build experience and time with the company, you can then offer further training in recognition of their growth.


4. Provide Growth Opportunities — The irony of retaining good people is that the more they feel they are able to grow and become more marketable, the more likely they are to stay. Employees are taking ownership of their careers and recognize the need to continuously refine and upgrade their skills. The more easily accessible and relevant training you can offer, the greater the likelihood that turnover rates will decline.


5. Align Aspirations with Contributions — Try to match the skills and interests of your employees with their work assignments. Do employees seem interested or best suited to what they're doing? Provide an environment where employees can make the necessary adjustments to ensure that they are effectively aligned with what the company needs them to do and what they are best at and enjoy doing.


6. Motivate the Troops — Assess the underlying motivators for work beyond the paycheck. High-tech employees are often motivated when recognized for their unique skill-sets, whereas a service organization is more likely to have employees excited about helping others. Check your assumptions, and then design strategies to reinforce what matters most.


A key factor in motivating employees is creating a sense affiliation within the organization, which means having a two-way relationship based on meeting mutual needs. A recent study DBM conducted with over 400 companies across the US, revealed that creating an inspiring vision — motivating employees to feel a strong sense of purpose in their organization — is critical to building a sense of affiliation for employees with their organizations. The stronger the affiliation, the higher the level of productivity (and incidentally the retention rate).


7. Make Rewards Count — Rewards should be immediate, appropriate, and personal. Receiving a bonus check at the end of the year may mean less than smaller, more frequent payouts. A personal note means more than a generic company award. You may want to survey employees for their input on desired forms of recognition, then use the findings when it comes time to reward employees.


8. Enlist Problem Solvers — When possible, invite employees to help solve company problems. Rather than stating the problem from a corporate perspective and implementing a solution, discuss the consequences of the problem with employees and enlist their aid in helping to solve it. This shared approach creates deep ownership for employees in the company's success.


9. Practice What You Preach — People do not necessarily commit to "an organization;" they commit to the employees and culture that drive the organization. Employees are most content when they are able to become an integral part of their work community. Establish your corporate values, and then make sure you walk the talk.


10. Sweat the Exit Interview — Knowing why employees leave an organization is instrumental in understanding turnover rates. Exit interviews should be conducted either in person or on the telephone by an independent third-party interviewer, who is skilled in exploring sensitive issues. Tracking reasons for departures may uncover patterns that, when addressed, help stem further turnover.


The costs associated with losing an employee are well-documented, ranging anywhere from one to five times salary depending on exempt versus non-exempt status. Beyond the obvious costs of recruiting and training new employees are the many hidden consequences of employee turnover, which include lost productivity, reduced morale, lost intellectual capital and, perhaps worst of all, lost business. Don't make the mistake of ignoring the reasons for turnover in your organization.


"Show me the money" is not the only mantra of today's worker, and organizations must recognize that and adapt their retention strategies accordingly.

Tuesday, March 25, 2008

The Importance of Networking and Relationship Building

The Importance of Networking and Relationship Building

By Craig D. Sandok, Esq. - Search Consultant

Why do we network? It is the most powerful way to build professional relationships, actively foster contacts and disseminate information.

In 1994, it was estimated that the average person would change jobs 10.3 times during their life. In the year 2000, the average person would have three to five different career changes. These figures indicate that you better understand that people skills, personality, the ability to communicate, and the ability to build a network are key to keeping a job. Most major law firms and corporations now have marketing departments, an indication that people have to get along with people.


Statistics from the Federal Bureau of Labor indicate that 70 percent of all jobs are found through networking (personal contacts). A mere 15 percent are through a search firm, 10-12 percent through want ads, 4 percent have been found by people creating their own jobs, and 2 percent by blindly sending out resumes. More people are hired by being in the right place at the right time than for any other single reason. But you can't take advantage of that unless you stay in contact with your network. This is the main reason to have a network.


How do you build and maintain a network? Most people personally know at least 250 other people, and have even more acquaintances. Harvey McKay, a well-known author and speaker, suggests keeping a rolodex of everyone you know and putting a little something about that person on each card. McKay also suggests that you update your rolodex on who you meet daily. Get to know other paralegals -- get involved in MPA and NFPA; go to Sectionals; get on a MPA committee currently meeting. This could include the annual meeting, nominations and elections, winter gala, etc. Go out of your way to meet every single person that you have the opportunity to meet. Meeting new people will be easier for some than for others, but it will be worth your while. If networking is hard for you, start on a smaller scale - but start! The other thing I must say is be genuine, because people know if you are a phony. For some, it may take reading books to learn to genuinely like and meet new people.

Volunteering can help people who are shy or who find it hard to meet new people break out of their shells. Volunteering will afford you a smaller group to start and then you can build on that. Plus volunteering will build self-esteem and confidence faster than anything else because you are helping others. Always deliver more than you are asked to deliver.

Beware of networking errors.
(1) Be sincere;
(2) Do not ask for (or expect) payback;
(3) Respect other people's time;
(4) Follow through on promises;
(5) Use special care with referred 'friends';
(6) Do not make disparaging jokes;
(7) Err on the side of politeness and formality;
(8) Do not wait to be properly introduced - practice a self-introduction; and
(9) Say thank-you.


Even if you aren't looking for a job, it is always important to keep adding to your network -- both inside and outside your industry. Networking allows you to be in a position to win and be in with the decision makers who are making things happen. You can't take advantage of that unless you position yourself to win by staying in contact with your network.



One of the more important sayings I've heard is, "It is not what you know, it is not who you know, it is what you know about who you know." Another saying that we have all heard, "They do not care what you know until they know that you care"!

I want to end with this - did you see the movie Erin Brockovich? Without giving anything away, do you know why Erin was so successful? It wasn't because of the way she dressed (and I do not recommend dressing like that), or the way she spoke -- because she definitely could have used better language. It wasn't her education either, although she was very smart. It was the fact that she really cared for others, could relate to them, and others trusted her with everything they had. So above all else, you need to honestly care about what you are doing and learn to relate and work with people.

RECRUITMENT - Yahoo! News Search Results

HAPPENINGS


Singapore - Latest Labour Market Highlights
(click to read)

Latest Labour Market Highlights From MOM Singapore



Singapore - 3rd Most Competitive Economy In The World


According to the World Economic Forum's competitiveness ranking published recently, (click to read more)

http://www.channelnewsasia.com/stories/singaporebusinessnews/view/1080142/1/.html