Talent&Pro是集中於銀行和保險公司的一個年輕和靈活的操作的咨詢學校代辦處。 它是，除提供優質服務之外往客戶，關於個人發展和事業機會雇員它本身是強的代辦處。 那些被使用在Talent&Pro為五年被提供2年的合同，同一個唯一引伸，在期間他們接受所有空間和塑造他們的計劃為未來做準備。 基本上像Marco Hoekstra做了它。 以許多歲月』經驗在銀行業務和財務，他在荷蘭開始了在Talent&Pro作為操作的經理 7年前。 當前，與400名雇員， Marco集中他的注意於Talent&Pro中國。

出生開發商， Marco在快速的經濟發展上有巨大興趣。 在荷蘭以後，德國和英國在遠東被征服了，它是體會一個新的Talent&Pro分支的正確的片刻。 「地方，市場全速開發，改善的經濟的忙碌步幅一直的地方要求新的戰略，并且年輕的地方，高度具有資格的個體有激情為國際化…」 上海，中國。

研究
「一相當數量研究相當在選擇之前為上海。 從新加坡向泰國，從臺灣向印度： 我們在亞洲旅行了。 乍一看它在推進了一少許更多的國家也許似乎更加明顯經濟上委任自己。 但是，也有缺點由於。 Maybe the market in those areas is more ‘ready’ for you as a company with a typical Western style, but that does not necessarily make it more fun. For example, if you arrive from Hong Kong in a relatively less developed place like Shanghai, you will see that over time you have become spoiled. To start out in the youngest economy was a more logical choice for us.”

Switch
The branch in Shanghai became a fact as of October 2006, with Marco Hoekstra at the helm. He visibly feels at home there. “It’s great to see the success we have. In the Netherlands almost all our employees end up with one of our clients holding a permanent contract, after their time at Talent&Pro, and then hire us in their client role for new challenges. Of course we are not that far advanced in Shanghai yet, but the first reactions are encouraging. In a market that is internationalizing this rapidly, we can switch between various cultures, which is invaluable. And that is what Talent&Pro offers. In China we only employ Chinese, all of whom have experience abroad. They are not only experts in insurance and banking issues, but, moreover, they are excellently capable of dealing with cultural differences.”

Just a little different
To maintain highly qualified employees for your company can be difficult in China. How does that work at Talent&Pro? “We have not been active long enough to see how things will work out for us, but I think that our model bears its fruit in precisely this way. All orders that our employees receive are aimed at further development. Our organization structure is flat and open. That is relatively new here in China. People from the ‘lowest’ level within the company are not used to being able to become friends with me, the manager. Despite the fact that personal connections are so important here to successfully do business. Therefore I try to do my best to loosen my employees from the purely business-like issues. Many Chinese are quite bewildered by that, but in my experience they quickly accept from a Westerner that things really can be done in a different way. Especially if you make an effort to deal with the local culture, instead of pressing your own demands at all costs. There is plenty of space for a social approach in this city of millions.”

Printer friendly version of the interview “Plenty of Space in Shanghai.”

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