Technology

Our technology practice focuses on software, communications, infrastructure, systems, integration and consulting, semiconductor and services.

Internationally our practice focuses on assignments like country managers and business development executives among others.

Clients range in size from post seed (early stage emerging growth) through middle market to Fortune 500 and Global 50.

A hallmark of our technology practice is our ability to react quickly to client needs, provide assistance for interim solutions and provide immediate critical market feedback.

Specialty assignments have included:

  • CEO
  • CIO
  • CFO
  • Gemneral Manager
  • Regional manager
  • EVP/VP/Director Sales
  • Marketing
  • Operations
  • Engineering

Design

Talent acquisition strategy

Talent strategies
Organizational alignment
Design and implement internal recruiting function
Branding strategies for talent acquisition

Build

Talent pool

Board and CEO services
Succession planning and selection
Capabilities modeling
Leadership development
Diversity

Attract

The right talent

Board additions
Executive search / recruitment
Future leadership recruitment
Recruitment process outsourcing
Talent Communication

Sectors we have provided talent for:

The recruiting continuum

Managing your message to the marketplace is critical in today’s digital world. It is important that your message attracts people that will thrive in your culture.

Our world is rapidly changing and will continue to do so. The world population is aging, the labor force is more mobile, and today’s generational changes are putting ever increasing demands on talent acquisition.

Your potential hires will want to understand how they will fit in the organization, and if this is the right fit for them. Diversity in the workplace is a critical issue. It is critical your company offer development for professional and personal growth.

Knowing where or how to find and attract your future leaders requires a well thought out and executed recruiting and talent acquisition process.

To be successful in talent acquisition your company’s recruiting practices and business strategy must align. The company must be proactive starting with senior leaders within the organization as potential future leaders travel on the recruitment journey. The journey should provide the candidate with a positive impression with a clear message that they are important throughout the process.

The delivery of the hiring offer sometimes is the most critical part of closing process. It is important that the potential future leader understands the opportunity while creating meaningful dialog around their aspirations and expectations.

Experience has shown us that the first 100 days on the job for future leaders is critical. The company faces high risk during this period that can be mitigated if properly identified.

Preferably, support systems are in place and functioning that:

Mentor the future leader and his expectation
Provided support for smooth integration to the team
Assigned to experience short term productivity

A solid trait of successful enterprises is their ability to manage and retain future leader

The Leaders;

understand the aspirations of their future leaders and create support systems that manage and communicate;
have a reputation for diversity with a true understanding of balancing life;
create clear career paths that treat employees fairly with competitive compensation and reward

As a business moves through the economic life-cycle their business model and future leader requirements change.

Successful companies review the skills and experiences required of employed future leaders and identify those that meet the current criteria. Once identified are the future leaders delivering long-term value and if they are not, why not.

Well run organizations continually access and understand where the internal and external future leaders are. These enterprises mentor and coach their future leaders while developing relationships outside their organization to identify and monitor future leader targets.

Even in the best run enterprises the twists and turns of life can alter well laid out succession plans.

Unanticipated departures from the CEO to a rising future leader can impair your results and organization. The best way to ensure a continuum of business growth is to identify key roles within the organization and evaluate the risks around each.

Successful organizations identify multiple internal and external succession candidates and understand the strengths of each as it relates to current and future needs within the organization.

Appropriate developed talent plans can minimize disruption from a sudden departure.

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Talent acquisition experts

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