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R&S Partnership in Belgium
R&S Management Consultancy
 
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Our team is a combination of
locally experience staff with western technology that can bring considerable benefits to our clients....

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Global Service
Since our formation, our team of consultants has been offering professional advices and services across a wide range of management specializations. These different generated Solutions are cost –effective and practical, based on their experiences as senior managers in industry and commerce. For each organizational an appropriate consultant is chosen to fulfill the client, project, and organizational needs.
 

The R&S two main Operation's divisions are covering:-

General Management (corporate and strategic planning – organization development –performance Management –change Management -restructuring and downsizing)
 
Human Resources Management (-Assessment Center – Training & Coaching -Recruitment and selection compensation & benefits –performance related reward schemes –job evaluation –integrated performance management ––Training Needs Assessment-job competencies  ). Both divisions serve wide range of local & multinational clients in the region & are recognized as the quality market leader in numerous service areas mainly in pharmaceutical industry.
 
Performance Management 
NEEDS from individuals, companies and organizations.
 
  • Help companies how to align HR strategy and company objectives.
  • Introduce the Performance Mgt. cycle: assessment – planning, development actions, performance reviews.
  • Challenge employees for extra-ordinary performance instead of pointing to shortfalls.
  • Let every employee know the five major qualities that define success for every member of the organization, regardless of job description. Then let every employee know how those qualities translate into performance in specific jobs.
  • Determine the  criteria for measuring the employees’ success in obtaining the challenges that are clearly articulated
  • Employees are stimulated to think of their managers as coaches who are not simply there to pass judgment, but to help them achieve success.
  • AIM

    Performance Management is a cyclic process of optimization of employee performance. This is through criterion design, definition, allocation and monitoring of performance indicators. It results in the formulation of key objectives and commitment areas and key actions that allow employee and management to follow-up on commitments and progress, to feedback and steer for the agreed direction. Performance management is a two way process that involves and commits both employee, next level management within the framework of the organizations’ targets.

     

    APPROACH

    We support and help to empower companies and organizations in promoting and implementing Performance Management by:

     
  • Stating the strategy clearly in agreement with the client
  • Translating the strategy into objectives and performance indicators at the individual and organizational level
  • Introducing the HR-management, assessment, training and coaching, appraisal system, Performance Management.
  •  
    RESULT
     
  • Creating individualized development plans for hi-flyers with specific goals.
  • Achieving targeted goals through a systematic implementation process.
  • Aligning organizational development goals with individual career growth.
  • Motivating employees to take responsibility for their own career development.
  • Integrating career planning into the organization’s human resources systems.
  • Enhancing the organizational change process.
  • Maximizing return on investment in development.
  • Maximizing retention through company’s commitment to employee development and resulting job satisfaction.
  •  

    Review meeting around job expectation

     
    1. Identifies
  • From Current Job to Future Job
  • - Accountabilities
    - Measurable Objectives

  • Determining Competencies
  • - Baseline competencies: essential, must have to do job
    - Superior Competencies that distinguish superior performers

  • Obstacles to performance
  •  
    2. Reaching Agreement
     

    REVIEW MEETINGS / JOB EXPECTATIONS

    - Successful organizations will be flatter and leaner (have fewer managerial levels and fewer middle managers): responsibility and decision making will be pushed down to workers closest to customers and production. Much work will be done by empowered knowledge workers in temporary multidisciplinary teams.
     
      COMPETENCIES IMPORTANT IN THE FUTURE

    - Competencies are seen by authors and other researchers as increasingly important for executives, managers, and employees.

    - Competencies provide a common language and method that can integrate all human resource functions and services to help people, firms, and even societies be more productive in the challenging years ahead.

     
      CONCLUSION

    Human resources management adds value when it helps individuals and organizations to do better than their present level of performance.
    Review meetings on Job expectations will help to focus on identifying those measurable and developable human characteristics that predict superior job performance and satisfaction.

    Top
    Territory management

    SALES GROWTH BUILT BY FOCUSING ON CUSTOMERS ACROSS PRODUCTS & DIVISIONS

    Companies need to move beyond traditional static segmentation and seek useful answers to the why of the buying decision

    Personalizing customer interaction
    New channels provide alternative ways to get the promotional message through in a market saturated with reps. But they are most effective as a complement to the sales force, supporting, not replacing it. The future is about fast, integrated marketing to multiple customer segments.

    From passive data to actionable knowledge
    Poor data quality and data overflow prevent companies from driving action based on customer data. They need to understand both what and why customers use a product.

    Behaviour and needs-based segmentation models will increase sales impact by tailoring and personalizing customer interactions.
    The ability to segment customers in order to focus the sales effort and tailor customer interactions is at the very heart of customer Relationship Management. Most of the recently rediscovered analytics have along existed in the industry, but have gone unnoticed in often isolated market research departments.

     

    Your Solution: INTEGRATED TERRITORY MANAGEMENT

    Top
    Motivation

    NEEDS

    The best way for a company to motivate employees for the current business and innovation is a good vision, living the values and using balanced incentives*.

     
  • My employees need to increase their ability to respond to the moving working conditions (intern and market).
  • How to help my employees/team to have personality and to maintain more flexibility at the same time
  • How to improve the management of tension and tensed situations
  • Where is the life-force and where do I/we want to go for?
  • Where is my/our deeper motor?
  • Additional for individuals
  • Preparation + support + consolidation of employees and teams in transition periods and career changes
  • How to find balance between private and professional life?
  • I want to have more self confidence.
  • The correspondence between the message I want to give and how it is received is not always clear (body language).
  • AIMS

     
  • Centering and awareness  of unconscious body language in daily and professional life.
  • Contact one’s personal movement, pattern and the movement of a group or  groups process + evaluation + focusing
  • Discovering the relationship of
    1. The own body and the inner world
    2. Oneself and the outside world
  • Find out the real potency and potentiality of the individual and the group
  • Initial impetus of the development of one’s skills (potentiality) in relationship with the other and with the environment and according to one’s priorities.
  •  

    Motivations

     
  • Generally we can say that the movement in the work is based on: consciousness of the present, going inside to decipher the deeper more unconscious level and gradually building up to the outside world.
  • The used techniques are :
    1. - Martial art.
      - Psychological cool downs.
    Top

    RESULT

     
  • More confidence and stability with flexibility.
  • Integration and maximizing of possibilities, skills through creativity.
  • Contact with inner source and “author of own life”.
  • Contact with inner drive, inner space and liberty.
  • An effective change in cooperation can be seen, especially in varying situations, as people react less from fear but are refocused on targets and results as a group.

     
    Note :

    In order to present a made-to-measure program the aims and approaches have to be specified for each seminar according to the need of the group.
    Also the language of the seminar might be defined in advance.

     

    CHANGE MANAGEMENT

     
  • Transitional staffing.
  • Assessment services.
  • Retention after development.
  • Team building.
  •  
    Recruitment & SELECTION
    1. Acquisition / Hiring / Internal Assessment.
    2. Behavioral Event Interview.
    3. NEO-Profile Testing.
    4. Insights
     

     Assessment

    To help organizations predict future Job Performance of a collaborator

    This assessment center methodology is used as well for the discovery of potential existing collaborators as well as for the selection of new collaborators.

    R&S Management Consultancy offers professional assessments for the acquisition / hiring of the people your company requires and for development and promotion of the right people. It offers the highest possible guarantee to find the (internal or external) talent a company is looking for, and to identify the training and coaching needs for further development and results. The main goal is to acquire the right talent and to improve the return on investment of the talent / human capital on board.

     
    Approach
    An assessment can be carried out either individually or in group. The assessment centre is always based on a “unique” competency profile (tailored to the company and the position) to which practical simulation tasks are linked with a high realism. The assessment program is highly attuned to the unique profile.
    A Behavioral based interview will also form an integral part of the assessment centre. In this interview, the required competencies studied in a structured and behavior-oriented way.
    In establishing an assessment based on the needs of competencies for your company we can offer you
     
  • Behavior-oriented competency analysis and design of matrices
  • Tailor-made approaches
  • Organization of the assessment and evaluation program
  •  

    Behavioral based Interview

    Numerous studies have shown that unstructured, non behavioral selection interview have little power to predict who will do a good job. Standard interview probes such as “Tell me about your background,” “What are your strengths and weaknesses?” “What jobs have you liked and not liked?” are ineffective for two reasons.

    What people think or say about their motives or skills isn’t credible. Only what they actually do, in the most critical incidents they have faced, is to be believed.

    The objective of the Behavioral Based Interview is to get very detailed behavioral descriptions of how a person goes about doing his or her work.

    The interview’s job is to keep pushing for complete stories that describe the specific behaviors, thoughts, and actions the interviewee has shown in actual situations.

    Because most personnel professionals have been trained in one of the traditional approaches, the Behavioral Based Interview may not be as easy as it sounds.

     

    Approach Behavioral based Interview

     
  • Introduction and Explanation. Introducing yourself and explaining the purpose and format of the interview
  • Job Responsibilities. Getting the interviewee to describe his or her most important job tasks and responsibilities.
  • Behavioral Events. Asking the interviewee to describe, in detail, the five or six most important situations he or she has experienced in the job   two or three “high points” or key failures.
  • Characteristics Needed to Do the Job. Asking the interviewee to describe what he or she thinks it takes for someone to do the job effectively.
  • Conclusion and Summary. Thanking the interviewee for his of her time and summarizing Key incidents and findings from the interview.
  •  

    Neo-Profile Testing

    New consensus has emerged about the big five factors of personality, which enables the most general indicators of leadership potential to be identified.

     
    Extraversion

    The ones who naturally take the lead in social situations

     
    Conscientiousness

    Typified by striving for achievement through control and discipline

     
    Openness

    Inventive, intelligent and adoptive people are more willing and interested in the opportunities offered by some leadership situations.

     
    Emotionality

    Leadership sits easier with people who are unwavering in their emotions, have high self-esteem and are easily discouraged.

     
    Agreeableness

    Tender minded individuals fit better with some national cultures and sectors.

     
    Insights

    Insights learning & development has established itself as a leader in the field of people and organizational development. Working in partnership with some of the world’s most successful companies, we have developed a wide range of unique and innovative learning solutions that act as a catalyst for realizing transformation at individual, team and organizational level.

     

    At the heart of our work is the Insights Discovery System, a model based on the pioneering personality profiling work of Carl Jung. Using color as a common language for self-understanding, effective interaction and organizational growth, the Discovery System represents the unique thread running through our entire portfolio.

     

    Insights’ learning and development solutions provide real life benefit to the way our clients operate and communicate- a competitive advantage that is manifest through increased productivity, reduced cost and improved customer services.

     

    Performance Management 

    NEEDS from individuals, companies and organizations

     
  • Help companies how to align HR strategy and company objectives
  • Introduce the Performance Mgt. cycle: assessment – planning, development actions, performance reviews.
  • Challenge employees for extra-ordinary performance instead of pointing to shortfalls.
  • Let every employee know the five major qualities that define success for every member of the organization, regardless of job description. Then let every employee know how those qualities translate into performance in specific jobs.
  • Determine criteria for measuring the employees’ success in obtaining those challenges are clearly articulated
  • Employees are stimulated to think of their managers as coaches who are not simply there to pass judgment, but to help them achieve success.
  •  
    AIM

    Performance Management is a cyclic process of optimization of employee performance. This through criterion design, definition, allocation and monitoring of performance indicators results in the formulation of key objectives and commitment areas and key actions that allow employee and management to follow-up on commitments and progress, to feedback and steer for the agreed direction. Performance management is a two way process that involves and commits both employee, next level management within the framework of the organizations’ targets.

     
    APPROACH

    We support and help to empower companies and organizations in promoting and implementing Performance Management by:

     
  • Stating the strategy clearly in agreement with the client
  • Translating the strategy into objectives and performance indicators at the individual and organizational level
  • Introducing the HR-management, assessment, training and coaching, appraisal system and Performance Management.
  • RESULT
     
  • Creating individualized development plans for hi-flyers with specific goals.
  • Achieving targeted goals through a systematic implementation process.
  • Aligning organizational development goals with individual career growth.
  • Motivating employees to take responsibility for their own career development.
  • Integrating career planning into the organization’s human resources systems.
  • Enhancing the organizational change process.
  • Maximizing return on investment in development.
  •  
      Contact Us