MAXIMUS TALENT MANAGEMENT 1.

Introduction Background MAXIMUS TALENT MANAGEMENT (MTM) is a consulting firm with three core businesses: Talent Services, Training, and Consultancy. Talent Services: Provides human resource services for clients, either as for their permanent employee or contract employee. Training: Provides training and workshop for clients employees, job seekers or individuals Consultancy: Provides management consultancy, project, and outsource services Benefit to Employers: Reduce time and effort to find right candidate to fill their vacant position. Eliminate unnecessary headcounts if those specific functions can be outsourced by MTM. Reduce unnecessary time and money spending for training and workshop. Everything is organized by MTM as third party consultant. Minimize risk of business operation disruption during talent turn over. Succession plan is anticipated and managed by MTM. Reduce time and effort for health screening and other personal related issues. Candidates are screened and evaluated prior employment by MTM. Benefit to candidates: Be prepared prior entering new work environment. Less time needed for adaptation and orientation. Increase his/her market value by attending relevant trainings and workshops. Less time and effort for candidates for job search. Increase job satisfaction for candidates after employment.

The interconnection between Employers, MTM, and Candidates are as seen on picture below:
Employer
Mutual Partnership

Right Candidates for the Right Position

MTM
Mutual Partnership

Candidates
Better Employee Employer Relationships

Picture 1. The MTM, Employer and Candidates Relationship Diagram Objectives of the MTM establishment is to connect between Employers, Candidates in innovate manner. MTM involvement is more than just a matchmaker. It also serves as business consultant, trainer, and Talent Services provider. If the Employer only requires services, and has no plan to add more employees, then MTM acts as a service provider, providing manpower contractual services. From Employer perspective, this becomes operating expenses without adding manpower headcount in their book. 2. The Significance of the Proposed Project

Entry Barrier: This business model can be easily copied by others, but the key of success of this business are networks, understanding market needs to fill the competence gap, credibility and expertise. Rivalry Among Existing Firms This integrated talent management, training and consultancy business model is different compared to existing firms. Mostly they specialized in one core business: Consultancy, Talent Search, and Training. To be able to combine all and expert in all three core business, it needs experience and reputation in the industry, Skill and knowledge in management, and networks with employer key persons, and industry experts.

Buying Power Employer has big buying power and freedom to choose which talent services they want to approach. Differentiation is the key to get their attention. With the population growth, talent war, high turnover environment, and limitation for employer to increase headcounts makes the market becomes dynamic and keep expanding Supplier Power Talent Competition, job satisfaction, culture, competence, and economic situation makes individual talents or job seeker must be more adaptive, tough, fully equipped with skills and knowledge, and have good business network. This can be build in short period of time, and those are living process. Having a partner (MTM) that can be as a coach, as a trainer, as a matchmaker and network coordinator makes that living, lifetime process becomes shorter.

Threat of Substitutes This is service business. Those who do not need service will likely to do their own search, seek their own training, and consult with various consultants. They can be classified as future buyer, and perhaps, will only use only one of MTM service portfolio.

SCP Model

Structure Elements: Number of Buyers and Sellers: A lot of buyers and renewable. Numbers of sellers also a lot, but with their own approach and model. MTM approach is not many and stakeholder expertise, networks, is the key. Barrier to entry new firms: Medium Product Differentiation: Medium Macro Economic PESTEL: Political: This could have political impact as this business related to talent management (people). Economic: This business model is viable as there is supply and demand of this kind of service Social: This business model had impact to social life of many people and organization Technology: This business model also utilize technology, mainly Internet and database, to manage talent data and analysis Environment: This business model is has no impact to environment Law: This business model will comply with law and regulation Cost of starting this business: Medium Conduct Elements: Source of Income: Training Fee, Consultancy Fee, and Talent Management Fee Source of Talent Database: Personal approach, training participants, website (online registration) Advertising: Website, Newspaper, social networks (LinkedIn, Facebook, Twitter), mailing lists Investment: CAPEX: Office rent, computer, database and storage (local drive and /or cloud). OPEX: Administrator, phone and utilities, Internet subscriptions, and others Partnership: With customers Association (Energy, Industrial, Consumer Goods, etc), Clubs (golf club, etc), Government, and Social Networks.

Performance Elements: Cash Cycle Days is fast as this service is paid mostly upfront. Branding: Medium to high. The interest of potential trainees will depend on training topics, trainer expertise and employers reputation. Similar approach to get employer attention is to have talent pool with highly skilled individuals. So in other words: MTM is a matchmaker and branding of this business actually fueled by Employer Brands and Talents qualification Innovativeness and Technology: High and need agility and adaptability to be the first entrant in every occasion Quality of Customer Service: High Pricing: It depends on market segmentation and level of training. It will be priced at medium to premium service fee. SWOT Analysis Strength: Network, Agility, Adaptability, Concept Weakness: Late comer Opportunity: Population Growth, Job Satisfaction Survey, Job Availability, Talent War Threat: High competition, High demanding clients

Maximus Talent Management Strategy Grand Cluster Strategy

Opportunities Positive macroeconomic outlook lead to high investment and requires a lot of talent acquisition Population growth Job satisfaction Job Availability Talent War Strategy Provide win-win solution: high quality talent and individual development

Threats High competition High demanding clients

Strengths Network Agility Adaptability Innovative Concept

Strategy Take share

KSF Company presence in executive search market Weakness Late comer

KRF Lose share of voice

KSF Partnership with right stakeholders

KRF Massive marketing activities from competitor

Strategy Targeting niche market (prioritization) KSF Effective communicati on strategy KRF Lack of implementat ion

Strategy Provide uniqueness and beyond client expectation KSF Address the unmeet needs KRF Lose momentum

3. Assessment of Functional Areas Relevant to your Business Plan 3.1. Description of the proposed Product(s) / Service(s) / Capacity Expansion / Cost Reduction etc. (Choose any relevant issue fit to your Business Plan / Cases to be determined). Sevices: 1. Talent Management Finding the right person with right qualification and competency for MTM clients Aimed at young professional aged 25 -35 years old with some work experiences (Segment I) and senior professionals aged 36-40 years old (Segment II). Executive search will be under Segment III and will not be the key focus area due to competition, and MTM reputation as the new entrant.

Talents are evaluated based on 9 Box Performance Management:

2. Training Professional training that required in each sector such as Safety (K3, Lock Out Tag Out, Confined Space Entry, PPE, etc), Engineering (Hysis Software, Aspen Software), Reliability, Quality (DMAIC Six Sigma), Performance (Balance Scorecard, TQM), Project Management, Soft Skills, Leaderships, Personality Traits (MBTI), Getting Things Done (GTD), Supply Chain Management, Finance and Accounting (CMA, CFA, CPA) 3. Business Consultancy Business Consultancy on Management, Business Strategy, Resource Management, Financial Analysis, Market Strategy, Free Cash Flow Analysis, Pricing Strategy

3.2.

Detail Analysis

Organization Structure: Managing Partner Partner: Talent Management Partner: Training and Workshop Partner: Business Consultancy Administrator Total: 5 persons Business Entity: Firm or Corporation Source of Owners Equity: Shareholders Equity Bank Loan

Milestone: 1. 2. 3. 4. 5. 6. Entity Registration and Setup Office Rent and Office Supplies Website Development and Database Infrastructure Development Website Go Live and Online Advertisement Social Networking Engage with Reputable Industrial Experts and Trainer and offer to be the trainer for MTM Training Program 7. Training Program, Venue and Scheduling 8. Talent Search 9. Talent Management 4. Proposed Plan of Action(s) - Routine Training Program (twice per month for 20 persons @ IDR 3 million per person) - Contract Talent Management with various clients, either for permanent employment or contract

Projected Income Statement: Maximus Talent Management Projected Income Statement as of December 31, 2012

Revenue Revenue

$365,217 $365,217

Cost of Sales Cost of sales Gross margin Expenses Wages Utilities Interest Insurance Office Supplies Rent Depreciation Advertising

$117,391 $247,826

$130,435 $6,522 $2,609 $193 $3,913 $13,043 $144 $6,522 $163,380

Increase/Decrease in Retained Earnings

$84,446