S+ handout

We see Secretary Plus as a tree, where the essence of the company is the trunk, the branches being the local offices, and the leaves our people. It’s our people who make the company flourish, but it’s the trunk that makes

it solid, rooted in the fertile ground of USG People, and steadily growing in its very own niche market.

DNA

Who we are and why we do what we do

Purpose of the present document

Our Identity

1.1 Why do we exist?

1.2 Who are we?

1.3 What do we do?

1.3.1 Temping

1.3.2 Recruitment & Selection

1.3.3 Outsourcing Solutions

1.3.3.1 Project outsourcing / Direct Team

1.3.3.2 Total outsourcing

1.3.3.3 Virtual outsourcing

1.3.4 AssistantPlus.be

1.3.5 Blog Secretary Plus

Our strategy – how do we do it?

2.1 Corporate Planning - elaborating on our strategy

process in 9 steps

2.2 The pillars of our strategy

Hidden Champions - Bestseller - Hermann Simon

2.2.1 Product leadership

2.2.1.1 Innovation management

2.2.2 Investing in our people - Human Resources

2.2.2.1 Job descriptions

2.2.2.2 Recruitment strategy

2.2.2.3 Training & development

(European/country level)

2.2.3 International, intercultural and local identity

2.2.4 Successful parenting with USG People

What makes us special?

3.1 Entrepreneurship

3.2 Commitment

3.3 Customer focus

3.4 Acknowledgement

3.5 Team spirit

Processes and operations

4.1 Brand management

4.1.1 Logo Secretary Plus

4.1.2 Target Group Management assistants

4.1.3 Target Group clients

(existing – former clients)

4.1.4 Target group general public

4.2 Sales processes

4.2.1 Lead generation

4.2.2 Sales

Added Value

5.1 Client

5.2 Candidate

5.3 Corporate climate

5.4 Image and brand

5.5 Corporate Social responsibility

Stakeholder (management)

p. 25

p. 25

p. 41

p. 42

p. 04

p. 05

p. 12

Contents

2

Purpose of the present documentOver the past few years, Secretary Plus has seen a steady

and impressive growth, both on a national and on an

international scale. Many new faces have joined us in

order to contribute to this evolution, and to make the

journey of Secretary Plus successful in a sustainable

way. This will to grow requires the creation of a common

understanding of our aims, mission, vision, as well as of

our history, which will be the basis of our “doing the same

thing in different markets”. Being local and global means

having to be able to adapt to these different markets.

This is only possible if the basic identity of Secretary

Plus is understood by, and transparent to, all our people,

whoever and wherever they are.

The future is showing itself to be far more unpredictable

than we ever imagined. In order to face this future,

Secretary Plus will have to stay the flexible, homogene-

ous and focused organization it has become over the

years, while transmitting its corporate genes to every

new initiative branded Secretary Plus. It’s in challenging

times like these that successful organizations have to

combine ability with agility. Today, Secretary Plus stands

for an organization that combines these two pillars of the

organizational DNA. The present document, which we call

the “DNA of Secretary Plus”, depicts our identity and our

strategy: how we think, why we think that way, and where

we want to go. It is a unique complement to our “Product

Book”, which explains our processes and operational

aspects – how we translate our thoughts into action.

Starting with our mission and vision, the following pages

will introduce you to the various questions a company like

ours has to deal with, and the way we deal with them in

order to be successful and to distinguish ourselves from

the competition. We will explain how our people think and

work within the contexts of Secretary Plus and our parent

company USG People, be it on a national, an international

or a corporate level. By explaining where and how we add

value, we define a clear positioning in our markets. Last

but not least, our specific approach to Finance, Marke-

ting, Sales and Performing is treated as a vital pillar that

supports all these efforts on a daily basis.

We see Secretary Plus as a tree, where the essence of

the company is the trunk, the branches being the local

offices, and the leaves our people. It’s our people who

make the company flourish, but it’s the trunk that makes

it solid, rooted in the fertile ground of USG People, and

steadily growing in its very own niche market.

The present document defines the very essence of Sec-

retary Plus, the trunk of the tree. It allows you to under-

stand the identity of our company in order to adapt it to

the local markets and to grow a successful local business

– healthy and flexible branches growing on a solid trunk.

After having read this document, you will have under-

stood the way we think, and where we are heading.

Moreover, if you identify with our vision, we will be more

than happy.

Enjoy your reading, and welcome to our shared journey

to success.

Christine van den Eynde

Vice President Secretary Plus Europe

4

Who we are and why we do what we do

Our IdentityExecutive summarySecretary Plus is the market leader in innovative recruit-

ment services for multilingual Management Assistants

in Austria, Belgium, France, Germany, Italy, Spain,

Switzerland, and the Netherlands. Established in 1990,

Secretary Plus aims at growth on an international level

by providing tailor-made services in a niche market and

being a number one employer, thus building lasting

relationships with clients, employees and candidates.

As a part of USG People, Secretary Plus successfully

combines global reach with local roots.

Main activities are• temporary assignments

• recruitment & selection

• outsourcing solutions

• business community platforms

• training

• open academy

With a strong and homogeneous communication strategy

(internal/external) e.g. via online communities like

www.assistantplus.be, www.secretariaplus.com or corpo-

rate blogs, http://blog.secretary-plus.com, Secretary Plus

aims at continuity.

1.1. Why do we exist?

Elements of the Visionary ProcessOur Mission

Secretary Plus is the market leader in innovative recruit-

ment services for multilingual Management Assistants,

within Austria, Belgium, France, Germany, Italy, Spain,

Switzerland, and the Netherlands. Secretary Plus is a

distinctive and strong brand that stands for exceptional

customer and candidate quality. Secretary Plus targets

to occupy a Top of Mind position with both candidates

and customers providing tailor-made services, such as

5

MISSION

GOALS/VISION

VALUES

STRATEGIES PERFORMANCEINDICATORS

STRATEGICINITATIVES

What actions do we take to implement the strategy

Whatis our role to fulfil

What do we want to achieve

Did we accomplish the targets

What factors are crucial to

realizing mission & goals

recruitment, temping and outsourcing solutions, by

using excellent and proven selection methods. Being

a full-service organisation working with professional

advisors we are a benchmark as well as a reference.

In addition to the above mentioned goals, we are

constantly striving towards improving the image of the

profession of management assistant. Secretary Plus

offers a lifetime career engagement ensure attracting

both the best Management Assistants and Partners.

We carry out this mission by• Providing our people the best possible working

atmosphere

• Providing the team members with permanent

education, and personal and professional development

• Operating within the framework of our identified core

values and strategic objectives

Our visionThe winning idea of Secretary Plus is our specialization

in which we embrace innovation and operate in a creative

manner striving to fulfil the ever changing demands of

both our customers and candidates.

In recognition of our ability to provide the highest quality

service to our customers and candidates we have been

presented with numerous industry awards such as best

employer award and innovation awards.

Secretary Plus delivers a service which is an impeccable

blend of people and process.

Continuously endeavouring to be the pre-eminent

partner of all multilingual management assistants and

nurturing both personal growth and career development,

Secretary Plus has built an enviable reputation.

1.2. Who are we?Secretary Plus is a European Company with subsidiaries

in Austria, Belgium, France, Germany, Italy, Spain,

Switzerland and the Netherlands. We currently employ

280 people in 75 offices and are strongly rooted in the

local business community.

6

bElgiuMbarbara Stadsbader

gErManyHarriet aans

francEcéline culinas

SPainyolanda alvarez

auStriaanna relle

SWitzErlanDlaurence Dejumné

italychr. van den Eynde

nEtHErlanDSKarin Korstanje

christine van den EyndeVice President

temping, recruitment, Outsourcing

Solutions

temping, recruitment



Solutions



Solutions

recruitment, Outsourcing

Solutions


Solutions

16 branches 9 branches 3 branches 3 branches 4 branches 2 branches 2 branches 28 branches

assistantplus.be

secretariaplus.com

OrganizatiOnal chart

Secretary plus is a part of USG People, our parent compa-

ny. USG People is active through a large number of strong

brands that jointly provide one-stop solutions in the

field of staffing, secondment and HR and customer care

services. With annual revenue exceeding € 4 billion in

2008, USG People ranks fourth in Europe in HR services.

Headquartered in the Dutch city of Almere, the group is

active in a large number of European countries including

the Netherlands, Belgium, Luxembourg, Germany,

Austria, Switzerland, Poland, France, Italy and Spain.

The brand portfolio of USG People comprises Start People

(Specialist Staffing and Professional Staffing) – Ad Rem

Young Professionals, ASA Student, Content, Creyf’s,

Express Medical, Receptel, Secretary Plus, Technicum

and Unique (specialist staffing) – Legal Forces,

USG Capacity, USG Energy, USG Financial Forces,

USG HR Forces, USG Innotiv, USG Juristen and

USG Restart (professionals) – Call-IT (other services).

USG People is listed on the NYSE Euronext Amsterdam

stock exchange and is included in the Amsterdam Midcap

Index (AMX).

1.3. What do we do?Secretary Plus is the leader in finding, committing and

inspiring multilingual management assistants for assign-

ments in various European countries. Clearly distinctive

from our competitors by the added value we provide, we

supply security and continuity for staff, assistants and

principals by facilitating career development. Occupying

the lead position with our customer groups, the lasting

relationships we build with our clients are the foundation

of our success. Characterized by confidence and courage,

our corporate climate is able to create new product

market combinations at the highest level of quality.

We respond to the following customer needs• Reduction of effort in the client’s HR department

• Immediate availability of candidates

• One stop shop

• Knowledge of the client’s market sector

• Guaranteed high quality

Our different tailor-made services are• temporary assignments

• recruitment & selection

• outsourcing solutions

• business community platforms

• training

7

1.3.1. TempingThe client’s reasons for a temporary staffing need can be

various, either based on a short-term requirement or on

the client’s wish to know someone’s professional talents

before recruiting the person as an FTE. This is why our

method of executing temporary assignments personally

targets and addresses our two most important stakehol-

ders: our clients and our candidates. We are convinced

that every temporary assignment leaves a footprint in a

company history. We also think that there are no “small”

8

cuSt

OM

ErcO

nta

ct P

ErSO

nca

nD

iDat

E

find, create demand

recruitment

apply toVacancy

Strenghten contact

Demand arises

telephone interview

Visits prospect of

customer

gives job info

Onsite interview & testing

Prepare offer

feedback to consultant

Sign offer

Setup profile S+

Search & match

receipt of profiles

Start search & match

contact candidate

Discuss & select

profiles for interview

interview customer & candidate

Discuss job opportunities

get feedback interview

Presented & interview to

customer

negotiate & convince

influent, sell

get feedback interview

Prepare contract

receipt of contract

& sign

Prepare contracts

& sign with candidate

Sign contract

Enter time-sheet &

make invoice

receipt of invoice

& pay

Processing hours

after-sales customer

after-sales candidate

ManagEMEnt KPi’s | PEr WEEK PEr OfficE > 3ftE

Visits 8 prospects / 2 customers: call for appointment ratio 1/10 = 100 calls

Demands 2 temping/outsourcing per week, 0.7 r&S per week

registration 8-10/week

Starters 1 per week - fulfilment ratio

active placements 0.5 per week - 50% fulfilment ratio. call to proceed in active placement 25 for 1 demand* 50% fulfilment = 0.5 active placement per week

Placements 1.5 per week - 78 placements per year

after-sale With 1 day, 1 week, 1 month, 3 months, end of term (6 months)

Prospect score 8 prospect visits per week (ratio 1/10 demand) 8 x 45* 10% = 36 prospect scores per year.

PrE-SalESStorage: candidate, customer, contact persons, vacancy,

cV parsing, visit planning

SalESSearch & match, interview planning & feedback, sell

aftEr-SalEStimesheet online, template- invoice/contract,

after-sales/contact planning

EValuatiOn fOrM, Plan cOntact/ViSit

fOllOW WEbSitE, EVEntS, Etc

SEnD inVOicESEnD PrOfilESSEnD cOntract

& inVOicEgrEEt, taKE nOtE

& Plan ViSit

cOlD calling & PrOSPEct ViSit

EValuatiOn fOrM, Plan ViSit

custOmer acitivity chain

assignments, and this is why we always tailor-make

processes for every assignment. With simplified admi-

nistration and low overhead costs, we offer temping as a

flexible instrument to spread out HR costs. Professional

advice and follow-up after the assignment consolidate

the relationship with, as well as between, the client and

the candidate.

1.3.2. Recruitment & SelectionThe fastest way to hire a multilingual management assis-

tant as a permanent employee goes via Secretary Plus.

Our most significant advantages are the targeted and

personal approach, simple administration, follow-up and

professional advice. In order to provide the client with the

highest success rate possible, Secretary Plus offers a

4 month guarantee. Our clients and our candidates being

our best ambassadors, we aim at creating the perfect

match between both the client’s needs and those of

the candidate.

1.3.3. Outsourcing SolutionsSecretary Plus Outsourcing Solutions gives our clients

the opportunity to outsource tasks and projects while

they focus on their core business, thus offering a perma-

nent guarantee for continuity. Top quality, quick integra-

tion and continuity make our approach hassle-free and

our clients’ lives easier, while simple administration and

low overhead optimize their processes and results. Our

expansive pool of multilingual management assistants as

well as our follow-up and professional advice are a gua-

rantee for quality, both for the client and the candidate.

1.3.3.1. Project outsourcing / Direct TeamDirect Team is a flexible way to engage external specialists

for a period of a couple of months in order to back-up

existing know-how or to support certain projects that do

not belong to your company’s core activities.

In this scenario, an external specialist takes over specific,

project-related tasks, strengthens the available know-

how and/or takes on specific tasks. By using Direct Team,

the client joins forces with a top-level external employee,

recruited from a constantly growing pool of specialists

with specific experience and competences. The project

nature of the collaboration keeps costs under control

with fixed pricing for the clearly defined period of

the project.

1.3.3.2. Total outsourcingIf a certain service does not belong to the client’s core

activities and they want excellent support on-site, the

client can completely outsource their administrative

support - as many office tasks as they wish, with

practically no time limitations. Our assistant provides

ideal office support on location, while the client dedica-

tes their efforts to core activities. This results in a strong

core focus without administrative concerns, optimal cost

management, as well as guaranteed continuity of work,

workflows and quality. Secretary Plus’ professional selec-

tion and evaluation, and straightforward administration

leave the necessary “room to move” for the client’s core

business and related activities.

1.3.3.3. Virtual outsourcingIf in an outsourcing scenario, the client has no need or

no practical possibility for an external specialist or as-

sistant being physically present, Secretary Plus provides

the necessary support via virtual outsourcing. Again, we

provide advice, take over or manage the client’s secreta-

rial and administrative services that do not belong to the

company’s core activities. In the case of virtual outsour-

cing, we provide this service via our specialists off-site,

from a home office or via one of Secretary Plus’ regional

offices. Virtual outsourcing is often the ideal solution

for small to medium-sized companies, start-ups,

companies in an M&A situation or any other situation

where an utmost flexibility has to be guaranteed.

9

Virtual outsourcing saves costs on office space and

equipment as well as personnel costs.

It guarantees the services of professionals in their field,

based on a script which describes the work and includes

clearly defined terms.

1.3.4. www.assistantplus.beAssistantPlus.be is the Belgian community portal of the

management assistants’ community, powered by Secretary

Plus. Assistant Plus provides additional value for the as-

sistant, such as sharing of knowledge and skills, by being

a true reference, a privileged partner, reliable and indis-

pensable to the assistant when performing his/her tasks.

More than a mere source of information, it is a virtual

meeting place and platform for all assistants in Belgium.

AssistantPlus.be is “the assistant‘s assistant”. It is clear,

user-friendly and effective, simplifies the work of assis-

tants, accelerates the search for information, promotes

the exchange of knowledge and ideas, and lets assistants

discover new products and services.

1.3.5. Blog Secretary Pluswww.blog.secretary-plus.comThe aim of the corporate blog is to provide a platform for

all members of the Secretary Plus team to share their

facts and figures, best practices, success stories, as well

as internal news with the rest of the team. The purpose of

this new communication channel is to facilitate conversa-

tion and discussion, to exchange our ideas and opinions,

and to learn from one another. It is an easy and fast way

to connect with the Secretary Plus community: it

enables people to get to know each other better and

contact colleagues from other offices more easily.

10

being all things to all people is a recipe for strategic mediocrity and below average performance by Michael Porter (1985)

11

Our strategy - how do we do it?Executive summaryThe strategic aim of Secretary Plus is international

growth strongly focussed on its niche activity, rooted

locally and based upon top quality performance at all

levels of short, mid and long term activities. Guided by a

thorough 9-step “corporate planning” approach ranging

from setting objectives to monitoring results, we at

Secretary Plus continually adapt and align our strategy

to the situation on the various local markets as well as to

the global economy.

Pillars of our strategy are:

• product leadership through continuous innovation

management

• our Human Resources strategy based upon recognition,

growth, connectedness with leaders, connectedness

with colleagues, and being a Best employer

• our Recruitment and Training & Development

(European/country level) strategies

• our international, intercultural and local identity

• and our successful parenting with USG People

2.1. “Corporate Planning” - our strategy elaboration process in 9 stepsOrganizations have to adapt more and more quickly to a

rapidly changing environment. For Secretary Plus, this

means that we know exactly what our core business is,

we focus upon this core business, we know our competi-

tive advantage and use it to create and replicate models

as a result. Secretary Plus aims at growth in changing

markets through local and international knowledge, profit

drivers and key success factors. As part of the develop-

ment of strategies and plans to enable Secretary Plus to

achieve its objectives, we use a rigorous process known

as “Corporate Planning”. This process is used both on an

international and on a local level, where the local strategy

is part of the international strategy.

• Set objectives

-Defining what the organization is intending to do

• Environmental scanning

-Internal appraisals of the organizations SWOT. This

requires an assessment of the present situation,

as well as of the portfolio of products and services

including an analysis of their life cycle

• Analysis of existing strategies

-This analysis looks at the present situation of the

company, the market and the existing plans

• Key success factors (KSFs)

-Definition of key factors in the development of a

corporate plan, which need to be addressed by the

organization

• Develop new and/or revised strategies

-The analysis of strategic issues may mean the

objectives and/or ways to reach them need to be

re-evaluated and redefined

• Establish critical success factors (KSFs)

-Definition of objectives, break points, tools…

12

WHOM DO WE SERVE?

WHAT DO WE PROVIDE?

HOW DO WE REALIzE

ALL THIS?

WHAT IS OUR VALUE

PROPOSITION?

• Preparation

-of operational resources, teams, projects plans for

strategy implementation

• Implement the strategy

-Launch the defined strategy

• Monitor results

-Mapping against plans, taking corrective action which

may mean amending objectives and/or strategies.

13

IMAGE OF A TOP-RATED

PLAYER(LEADING BRAND)

clearly worded and monitored

administrative processes and procedures (quality mgmt)

Professional discussion partner

for both client and candidate

Knowledge of secretarial job

placement

Knowledge of the target group

S+ academy

constant product and process

development

clearly worded andsupported commercial

processes with clear targets

tools including Dresscode,

Digital Sales tool

Offering status

Personal, specialapproach

DifferentiatedService Supply(both security and flexibility)

Direct team

national presence

ATTRACTIVECLIENT

PORTFOLIO

ABILITY TO MAKE THE

BEST MATCHSWIFT SUPPLY

ABILITY TO SECURE

LOYALTY AND ENTHUSIASM

ABILITY TO ATTRACT

THE BESTSECRETARIES

KsF mOdel secretary Plus

2.2. The pillars of our strategytypical characteristics of a hidden championIn Hidden Champions Professor Hermann Simon refers

to a group of companies of medium to small size that

are low profile and highly profitable. They are typically

sustainable but wary of trumpeting their own success.

And yet, most impressively, they are often a leader in a

narrow or niche market sector.

The main reason for Secretary Plus’ success, is its

ability to pursue a long-term strategy. Good business

strategy requires a long-term orientation and highly

ambitious goals.

• Our commitment is not to short-term results but to

long-term market leadership.

• We are intensely customer-focused.

• We aim for market leadership which means “directing all

our energy and concentration into one product to achieve

customer loyalty, high profits, superiority in innovation,

technology, core competencies, trendsetting and market

influence”.

• We retain long-term partnerships with customers

and suppliers, fuelling both our product innovation,

and profitability.

• Our employees are seen as long-term assets to be

nurtured consequently, characterized by high

productivity, low down time, stable industrial relations,

low staff turnover and absenteeism and deep loyalty;

they have the team-type culture in which social control

is more effective than hierarchical formal control.

• Secretary Plus emphasizes value, not price, as the main

selling point.

• We concentrate on narrow markets and through

determined focus become winners in them.

2.2.1. Product leadership customerSecretary Plus delivers the highest level of service, due

to our constant innovation based upon our creativity, our

implementation skills, and a rapid and efficient introduc-

tion of new products and services into the market.

By doing so, we achieve a sustainable improvement in

our clients’ business, our candidates’ working life, and

their overall satisfaction.

2.2.1.1. Innovation managementConstant innovation is a key to our success. As our clients

change, we do not only have to follow, but to lead. New

services, products, processes are tools to reach the top

and stay there. By innovation management, we mean

that our people also have to change, which is expressed

by what they do and how they do it. Our eye for detail, our

emphasis on accuracy and our high quality standards

result in continuous optimization of what we do, and how

we do it. Our managers lead our innovation process as

part of our strategy, and as such it follows the strategy

development process, adapted to the inherent needs:

14

Outside circle - External opportunities

inside circle - internal competencies

Ope

rate

s w

orld

wid

e

competitive advantages

long-term strategyconsta

ntly in

novative

lucrative niche Market leadership

intensely customer-focused

Highly motivated employees

Strong leadership tHE ESSEncE

ambitious goals

Innovation management is…

• Setting goals

• Mobilizing efforts

• Controlling & monitoring activities

• Developing talents

• Gain knowledge and apply

• Collecting and allocating tools

• Thinking of new structures (internally/externally)

The impact of our innovation management is the crea-

tion of a sustainable competitive advantage. By doing

so, we reduce the risk of failure and encourage people

to share insights. Creative contributions are recognized

and rewarded, and managers are expected to foster new

ideas. Creativity and leadership are promoted within

the teams which work in an informal, autonomous and

decentralized manner, thus both encouraging and tap-

ping Secretary Plus’ company networks. Innovative and

useable ideas are supported with the right resources.

We manage innovation in a way that substantially

contributes to our creative, dynamic and proactive

corporate climate.

15

we keep moving forward, opening new doors and doing things, because we’re curious and curiosity keeps leading us down new paths by Walt Disney

16

2.2.2. Investing in our people - Human ResourcesIf Secretary Plus is a tree, our people are the leaves.

It’s the leaves that keep the tree alive, that capture the

carbon dioxide, and that release the vital oxygen into the

atmosphere. Today’s competitive business environment

requires companies to constantly improve their level of

performance. A solid business plan, a great marketing

strategy, and a focus on the customer will get our organi-

zation off to a great start, but unless we have committed,

passionate employees to execute that plan, the energy

is wasted. At Secretary Plus, we want to make each and

every person that works on our behalf feel valued and

part of a common goal: we want to make the lives of our

clients easier.

Pillars of our Hr philosophy:Recognition

We praise and appreciate our people and recognize them

for their achievements.

Growth

We give them opportunities to learn, grow, and develop

skills that lead to advancement in their career,

thus making them feel that they are a part of the career

planning process.

Connectedness with Leader

Our management shares information and has a solid

relationship with their people, based on integrity and

trust, one of our key components in creating an environ-

ment where our people are willing to go the extra mile.

Connectedness with Colleagues

Just as a solid relationship with their leader impacts our

employee’s willingness to apply discretionary effort, so

too does a strong relationship with their colleagues and

co-workers.

Best employer

We want to be the best employer of our people, thus retai-

ning them and attracting new talents in all our markets.

2.2.2.1. Job descriptionsSecretary Plus has established clear and precise

job descriptions for the different positions inside

the company:

1) District Manager

2) Office Manager

3) Assistant Office Manager

4) Consultant

1) District ManagerResponsibility

Responsible for profitability and expansion of the assig-

ned agencies. Responsible for performance and general

well-being of the teams in the assigned agencies.

Tasks

Responsible for the operational and commercial effec-

tiveness of the assigned agencies. Coaching of staff:

• Supportting human potential;

• Active participation in the monitoring, supervision and

development of the action plans;

• Translating the Secretary Plus business goals;

• Translating nationally agreed upon procedures and

systems into local implementation strategies.

Co-shaping the Secretary Plus image by adding quality

to each action, with special attention to your exemplary

role. Problem solving within assigned agencies.

The Area Manager reports to the Regional Director or

to the General Manager. Training period: 6 to 12 months

(depending on experience).

Knowledge

• Social Legislation with regards to temporary work;

• Ambitions (local IT systems);

• The temporary employment sector and its specificities;

17

• Secretary Plus: company, who’s who, positioning on

the market;

• Internal business processes Secretary Plus

(client & candidate);

• The sales technique (prospecting, making appoint-

ments, the structure of the sales conversation,

promoting customer loyalty, customer database

management;

• Handling of complaints;

• Intensive management skills with emphasis on coaching

and leadership.

Skills

• Creative Entrepreneurship (balancing the commercial,

financial, organizational and human dimension);

• Communication (phone, face-to-face and written,

with clients, candidates and colleagues);

• Organization of work & time management;

• Understanding of corporate life;

• Insight in approach for commercial operations;

• Numerical insight with regards to monitoring of

the budgets;

• Providing colleagues with necessary support;

• Problem solving abilities.

Attitude

• Mentality geared towards delivering quality, speed

and helpfulness;

• Willingness to work towards a common goal;

• Flexibility;

• Stress resistant;

• Excellent interpersonal skills;

• Belief in products / services of Secretary Plus;

• Maturity (exemplary role in which temperament may

need to yield to managerial ability);

• Responsibility & discipline.

2) Office ManagerResponsibility

Responsible for profitability and expansion of the

assigned agency. Responsible for performances and

integration of own team.

Tasks

• Sale of the Secretary Plus services;

• To new clients: prospecting;

• To existing clients;

• Initiate various commercial operations and sales

activities, various;

• Forge customer loyalty;

• Management of the agency: financial, commercial,

people and organizational;

• In consultation with management, determine the

objectives of the agency;

• Develop concrete action plans to achieve those

objectives;

• Translate the Secretary Plus business goals;

• Promote the Secretary Plus image;

• Coach agency’s staff;

• Recruitment, selection, placement and administration:

as needed and depending on the size and occupancy

of the office;

• Internal discussion of work processes;

• Analysis of the achieved results, both in terms of quality

and quantity.

The Office Manager reports to the Area Manager. Training

period: 6 to 12 months (depending on experience).

Knowledge




• Secretary Plus: company, who is who, positioning on

the market;

18

• The various aspects related to the placement of a

temporary employee (complete process from A to z:

selection, remuneration, social documents, contract

termination;

• The ideal treatment of a customer‘s order;

• The sales techniques (prospecting, making appoint-

ments, structure of the sales conversation, customer

loyalty, customer database management;

• Handling of complaints;

• Management skills (leadership, delegation,

communication).

Skills

• Ensuring high-quality communication (telephone,

face-to-face and written, with clients, agency staff and

colleagues);

• Selection;


• Ability to maintain perspective;

• Commercial mindset;


• Insight in approach to commercial operations;

• Numerical insight with regards to monitoring of budgets

• Creative entrepreneurship (balancing the commercial,

financial, organizational and human dimension);

• Providing colleagues with necessary support;

• Problem solving abilities.

Attitude

• Mentality geared towards delivering quality, speed

and helpfulness;


• Flexibility;



• Belief in products / services of Secretary Plus;

• Maturity (exemplary role in which temperament may

need to yield to managerial ability);

• Responsibility & discipline.

3) assistant Office ManagerResponsibility

Offer solutions to companies in need of temporary

manpower by selling partnerships for flexible labour.

Tasks

• Sale of the Secretary Plus services to new and existing

relationships (clients, customer networks, market) by

initiating commercial operations and sales activities;

• Forge loyalty among the target groups (customers and

temporary employees): professional service, handling

of complaints, expressing commitment, identifying with

their situation;

• Co-shaping the image of Secretary Plus by infusing

everything you do with quality;

• Internal communication to the consultants on the

customer profiles and needs;

• Recruitment, selection & placement of candidates;

The Assistant Office Manager reports to the

Office Manager. Training period: 6 months.

Knowledge



• The sector and its specificities;

• Secretary Plus: company, who’s who, positioning on

the market;

• The various aspects with regards to placement of

candidate from A – z (selection, remuneration, social

documents, contract termination);

• The treatment of a customer‘s order;

• The sales technique (prospecting, making appoint-

ments, the structure of the sales conversation, forging

customer loyalty, managing customer and candidate

database, handling complaints).

20

Skills

• Ensure qualitative communication (telephone,

face-to-face and written, with clients, candidates

and colleagues);

• Selection;




• Insight in approach to commercial operations.

Attitude

• Mentality geared towards quality, speed and

helpfulness;


• Flexibility;



• Belief in products / services of Secretary Plus.

4) consultantResponsibility

Offer solutions to businesses through flexible labour by

placing selected candidates at their disposal.

Tasks

• Recruitment of temporary labour (candidates);

• Selection of candidates for personnel requests;

• Placement of temporary employees on existing requests

and by actively proposing candidates to companies;

• Administration regarding employment of interim forces:

contracts, social documents, pay roll;

• Minimum one client visit per week;

• Forge of client & candidate loyalty through

professional service, handling of complaints, expressing

commitment, empathy;

• Co-shaping the Secretary Plus image by infusing

everything you do with quality;

• Commercial activities: active placements via phone,

taking references;

The consultant reports to the Office Manager. Training

period: 3 to 6 months (depending on experience).

Knowledge




• Secretary Plus: company, who is who, positioning on

the market;

• The various aspects related to the placement of a

temporary employee (complete process from A to z:

selection, remuneration, social documents, contract

termination);

• The ideal treatment of a customer‘s order.

Skills

• Ensuring high quality communication (telephone,

face-to-face and written, with clients, agency staff and

colleagues);

• Selection;



• Commercial mindset.

Attitude

• Mentality geared towards quality, speed and helpfulness;


• Flexibility;

• Stress resistant.

2.2.2.2. Recruitment strategySecretary Plus’ activity is based upon people. It’s only by

retaining the best we have and attracting the best we can

get that we can build the solid foundation of for sustaina-

ble business. This sustainability and growth is dependent

21

on the talent and ability of our people to deal with not

only present challenges but also future ones.

Recruiting is part of our core business. We know that

recruiting is not just finding the right skills for a particular

job. Based upon our job descriptions, we try to discover,

to attract and to keep the unique kind of talent that

represents the best possible combination of the flexibility,

willingness to learn, adaptability and agility our strategy

stands for. At Secretary Plus, we know that our people

are our ambassadors, and this is why we recruit them

based on our resolve to have the perfect long term match

between their personality and our identity.

2.2.2.3. Training & development (European/country level)The culture of Secretary Plus combines the efforts of

employees, their supervisors and the business organi-

zation as a whole. By constantly giving our people the

necessary training and development, be it on technical

or interpersonal skills, we provide them with the professi-

onal adaptability and agility they need in these turbulent

times. The trainings we provide are include:

• Sales trainings (for all profiles)

• Management trainings (office manager, area manager)

• Personal effectiveness (all profiles)

• Others

2.2.3. International, intercultural and local identityThinking globally and acting as well as managing locally

means much more than just speaking the local language.

Intercultural management is about differences in values

and helping to understand why different people feel

differently about things. Secretary Plus’ core business

being based upon multilingual management assistants

so dealing with intercultural differences is our daily

business.

At Secretary Plus, we know that people don’t see (hear,

feel, believe …) what they think they see: what they see

depends on what they have learned to see, on the culture

they were raised in. This so-called “cultural blindness”

causes people to ignore or minimize the importance of

cross-cultural issues.

If people don’t understand values different from their

own, they will start generalizing and stereotyping. Stereo-

types are about expectations not being fulfilled – and ex-

pectations are based upon deeply rooted own norms and

values. For instance, ways of expressing respect depend

on the culture - wearing a tie is a sign of respect in some

cultures but not in others. Language is a major part of our

culture - in a culture where the language does not contain

the word „I“ people are more team oriented. In Finland,

where the language does not make any distinction

between male and female, gender equality is absolutely

normal. At Secretary Plus, we transform these diffe-

rences into competitive advantages. By understanding

intercultural differences, as well as helping our people to

understand them, we turn cultural blindness into cultural

responsibility, making our people open-minded intercul-

tural ambassadors of Secretary Plus and our activities.

This open-mindedness and flexibility allows our people to

provide added value for the most diverse clients, in many

different contexts and situations.

2.2.4. Successful parenting with USG PeopleSecretary plus is a part of USG People, our parent

company. USG People is active through a large number

of strong brands that jointly provide one-stop solutions

in the field of staffing, secondment and HR and custo-

mer care services. The successful parenting relationship

between USG People and Secretary Plus is characterized

by the opportunities for improvement this relationship

offers, the unique competences USG People offers in or-

der to achieve these improvements includes USG People’s

ability to avoid negative influences in a situation that

22

could reduce the value for Secretary Plus. Over the next

few years, USG People has a focused strategy based

upon further expanding the specialist staffing and

professionals sector.

uSg People’s visionUSG People strives to be an exemplary employer for

its own employees and candidates: open, involved and

putting people first. We aim to get the most out of each

and every one of them, every day throughout their entire

career. At the same time, clients trust that we always go

the extra mile with our services and that we are constant-

ly involved. The result of our efforts is the best possible

balance between the organizational objectives of our

clients and the individual ambitions of our employees

and candidates. This is how we try to lead by example

in business and society. Our core values are respect,

development, passion, involvement and commitment

to results.

Parent strategyWe stand out because of our multibrand strategy.

This way of approaching the market is aimed at enabling

brands with their own strong identity and position in

specific market segments to flourish side-by-side.

Our geographical focus is on Europe and we target a top

five position in every country in which we operate

by reducing our international brand portfolio within the

next two years to ten core brands which serve all key

market segments. The objective is to create stronger

brands that are more recognizable - both online and off-

line - and easier for employers and candidates to locate.

We strive to be the most profitable player in the European

staffing and secondment market. We develop new tech-

nologies aimed improving our services and optimizing

our processes and distribution channels.

In the coming years we will focus on further expanding

the specialist staffing and professionals segments.

We achieve growth through the global rollout of success-

ful proposals, along with value-added acquisitions.

23

if you want one year of prosperity, grow grain.if you want ten years of prosperity, grow trees.if you want one hundred years of prosperity, grow people. by Chinese Proverb

24

What makes us special?Our success is firmly and solidly rooted in our philosophy,

shared by all our team members, guiding all our daily

activities:

• Entrepreneurship

• Commitment

• Customer focus

• Acknowledgement

3.1. EntrepreneurshipSecretary Plus applauds those who embrace responsi-

bility and encourages its employees to innovate and take

initiative, demonstrating their motivation, interest and

passion for both their work and company.

We acknowledge the unique resources, personal ideas

and talents of every individual and actively encourage

each person to show us what they can achieve!

3.2. CommitmentSecretary Plus is strongly committed to its employees

and its customers. Secretary Plus’s employees are

strongly committed to their company and their customers.

Our common objective is to achieve total customer

satisfaction by demonstrating a 100% customer-focused

mentality and by providing excellence in all our actions!

3.3. Customer focusWe always aim for the highest goal. This translates into

innovative actions to deliver best efforts and maximizing

our skills to provide the best services.

3.4. AcknowledgementSecretary Plus respects the contribution of its emplo-

yees to the company and recognizes their commitment,

performance and efforts. It considers it essential to make

individuals feel valued and appreciated. Its purpose is

to increase employee satisfaction and self-esteem.

Processes and operations“Organizations exist to enable ordinary people to do

extraordinary things.”

Ted Levit, Editor in Chief Harvard Business review

A strategy is worthless without successful implementa-

tion. At Secretary Plus, we have built an organization

with clearly defined processes and operations meant

to enable our people to achieve the most ambitious

goals they aim at, while being able to rely on efficient,

innovative and ergonomic tools. These tools are:

• A strategic, integrated marketing approach with high

impact activities to the three main target groups of

being management assistant (“find – bind – brand”),

clients and the general public, aiming to sow the seeds

for a powerful sales process.

• A highly efficient sales approach and process that is in

line with and complementary to all marketing activities.

• A high-end quality of performing (sourcing, selection,

placement and follow-up) creating absolute top

satisfaction for clients and candidates, thus closing the

loop between marketing and sales.

4.1. Brand managementIn today‘s fast-moving, complex business environment,

innovating quickly, reliably and effectively is an advantage

for achieving profitability and growth. Yet, all too often,

organizations are unable to generate sufficiently creative

ideas and effectively move them to market.

In this changing context, marketing cannot be treated

as an isolated action, as it is deeply embedded in every

strategic activity.

The goal for Secretary Plus is to knit together marketing

and product development, technology assessment,

innovation, value-chain design, project execution and

talent management in order to achieve breakthrough

25

performance. The organizational relationships that are

the result of this “knitting” facilitate knowledge transfer,

both within Secretary Plus and across the value chain.

Secretary Plus strives to validate and enhance quality

throughout all the services it provides for and to enable all

countries to identify and to monitor the excellent image

of the Secretary Plus Brand Manager. A European

Marketing and Communication Manager is now respon-

sible for developing and maintaining marketing strategies

to meet organizational objectives, for analyzing market

potential and profitability of various products and

developing strategies to achieve the greatest number of

sales in the market. This includes product development,

advertising, and sales campaign programs, sales support,

advertising and promotions, and website information.

added value• Creating corporate culture.

• Corporate guidelines on marketing & communication.

• Analysis of which market sectors will buy the company‘s

products and how best to sell those products to the

target market.

• International Product Book.

• International Brochure, welcome map, Plusguide,

sales map.

• International Website.

• International partnership with EUMA

(European Management Assistant).

• Monitor the quality and professionalism of the

niche market.

• Time & cost saving.

- 1 Marketing Manager with an overall view, developing

the strategy instead of 6 General Managers putting

time and energy into marketing matters.

- Contact/partnership with 1 (international) media

partner, competitive prices.

- Contact/partnership with 1 company for research

& development on the website (job boards,

e-recruitment).

• General managers will have more time to focus on

further growth of the company, development and

strengthening of their teams.

• Blue Ocean Strategy (don’t compete with your rivals,

make them irrelevant).

• Brand Management.

• Customer Service Strategy & managing Customer

Service.

• Managing Innovation Process.

4.1.1. Logo Secretary PlusMain brandThe logo of Secretary Plus is made up of a combination

of word mark and a logotype. Both have been specially

designed for this logo. They may not be altered or replaced.

There are two design variants of the Secretary Plus logo

for special applications. The “impact version” is only used

where maximum impact is required. Within the available

height the word image in this logo variant has optimal

legibility. This logo is mainly suitable for such things as

shop-front lettering, small advertisements, pens and

placards around sports fields. The “stack version” has

an overall more compact shape (square) which is more

suitable for cases where there is insufficient space in

width terms, like sponsorship situations. The impact and

stack versions are always used in consultation with the

project agency.

27

In some cases – but only in consultation with the project

agency - the logotype may be used separately, but only

when there is a full logo near the logotype. When used

as support for a publication a separate logotype will be

large and subdued in colour. The logotype is never used as

formal idiom.

Sub-brandsUSG People has a number of sub-brands. As with the logo

of the main brand, the logos of the sub-brands comprise

a logotype and a word mark. The relevant label is

attached to the word mark. There are no design variants

for sub brand logos.

the four colour versions of the logoThe logos of Secretary Plus have four definite colour

combinations:

• The basis for applications is the logo in colour on a

black background.

• For applications where no black background is possible

(e.g. shop front lettering of sponsoring situations) there

is a colour logo with a while background.

• For applications on a black background where no

further house style colours are available, there is also a

white logo.

• If no house style colours are available and the white

logo is also not feasible, the black logo may be used

(e.g. a franking machine stamp).

It is not permitted to use logos on background colours

other than black and white, or on photographic images.

bounding boxAll logos are placed in a bounding box. No other illustrative

of textual elements are permitted in this box.

The bounding box is included in the logo files and enlar-

ged or reduced in size proportionally with scaling of the

logo. The illustrations below show the bounding box and

several sizes with the 100% logo in mm.

28

Minimum sizeThe “readability” factor requires extra attention in the

case of small applications. This readability partly

depends on the application technique. With printed

matter you can have a smaller size than with print work.

With offset it is also important, whether the house

colours are shown as support colour or as full colour

composition. The table below shows the minimum size

with the various options.

29

92

46

80

5

5

5

0

0

0

0

0

0

5

5

5

10

24

21

15,67

15

32

37

10050

0

5

10

21

Main brandsOffset Raster Minimum size

Pantone N/A 25%

FC 48 l/cm (newsprint) 35%

60 l/cm (offset paper) 30%

80 l/cm (mc) 25%

Print Minimum size

Pantone 25%

FC 35%

Sub-brandsOffset Raster Minimum size

Pantone N/A 30%

FC 48 l/cm (newsprint) 40%

60 l/cm (offset paper) 35%

80 l/cm (mc) 30%

Print Minimum size

Pantone 35%

FC 35%

it is not allowed!• to use the logos in other colours, colour combinations

or shades.

• to place the logos on other/non-specified backgrounds.

• to change or replace the typography of the logo or to

make new (sub)logos.

• to adjust the bounding box around the logo.

• to change the logo files in any way.

• to alter the proportions and/or the position of the image

and/or word mark in relation to each other.

• to add design shapes to the logo such as a circle or

other shapes around the logo; the logo must always

be freestanding.

30

the winners will be those who deliversolutions from the users’ point of view. that is a big part of marketing’s job by Jack Welch

31

House style colours Secretary PlusThe primary colour palette comprises Pantone Rubine

Red, Pantone Cool Gray 6, black and white. Pantone Cool

Gray 9 are added for the sub-brands. Full colour composi-

tion percentages are determined for the Pantone support

colours. These diverge from the standard values deter-

mined by Pantone and approach the colours as near as

possible. As minor colour divergences are inevitable for

the full colour translation it is advisable, where possible,

to always use the support colour. The table below shows

the full colour values alongside the RGB and RAL colours.

Secretary Plus’s characteristic black bars (see formal

idiom) are always printed with 40% cyan underneath

the black.

32

Pantone Rubine Red Black Coolgray 9 Coolgray 6

C 000 000 000 000

M 100 000 000 000

Y 025 000 000 000

K 000 100 062 035

R 233 0 145 190

G 0 0 143 188

B 104 0 144 189

RAL RAL RAL RAL

4010 9005 7046 7040

HEX# HEX# HEX# HEX#

E90068 000000 918F90 BEBCBD

Secretary Plus’s secondary colour palette is free.

Depending on the publication one can select from the

entire spectrum, - with the understanding that colours

must not conflict. For each section of a publication (for

example a spread from a brochure) only one secondary

colour may be used. For example this may be attuned to a

colour in the photography. Within Secretary Plus’s house

style the preference is not to work with shades of house

style colours. The colours from the secondary colour

palette are exclusively used as emphasizing colour. They

are mainly visible within the typography of headings and

subheadings. These colours will never be used for fields.

Alongside the secondary colour, as a matter of preference,

Rubine Red will always be present, at least an emphasis

(e.g. as a page figure).

typographyWithin the house style of Secretary Plus we distinguish

between on-line and off-line publications. Akkurat light

and light italic are used for off-line publications

(e.g. printed matter and lettering. Arial (regular, italic,

bold en bold italic) is used exclusively for all on-line

publications such as templates within the office environ-

ment and the website. To ensure a broad typographic

diversity Secretary Plus does not have any general

standing guidelines for case, spacing and/or interspacing.

These are indicated per type of application. However, it is

specified that texts may never be filled out or centred.

In general typography is ample/spacious with large

headings in one or two colours positive or transparency

on black surfaces or photography.

Akkurat light

AaBbCcDdEeFfGgHhIiJjKkLlMm NnOoPpQqRrSsTtUuVvWwXx Yyzz123456789!?€

Akkurat light italic

AaBbCcDdEeFfGgHhIiJjKkLlMmNnOoPpQqRrSsTtUuVvWwXx YyZz123456789!?€

Arial


Arial italic


Arial bold


Arial bold italic

AaBbCcDdEeFfGgHhIiJjKkLlMm NnOoPpQqRrSsTtUuVvWwXx YyZz123456789!?€

formal idiomThe image within all Secretary Plus’s publications is

determined by a single band spread into three. Depending

on application this band may be a narrow strip or a broad

length. The use of strip comes under three headings:

• A black bar with logo

• A black bar without a logo

• A bar that is filled in with photography.

33

The black strip with logo is preferably used at the bottom

across the breadth of a publication. No other elements

may be placed in this strip. This black strip can be wide-

ned at the top with extra black. Typography is permitted

within this extra black. In an exceptional situation (e.g.

with PowerPoint) the thinnest white line is placed along

the long side, so that this makes the black strip visible.

The minimum height of the black strip in A4 presentations

is 15 or 30 mm. Within this strip the logo is positioned

on 42.5% or 85%.The bounding box of the logo is centre

within the height of the strip. ‘Plus’ in the logo always lines

out to the right with the type area of the statement. If the

strip is higher the logo remains on the position indicated.

In key public statements (e.g. advertisements) there is

usually a photo above the strip. The text will then be am-

ply sized, in black, white, Rubine Red, a secondary house

style colour, or a combination of the two preceding colours

in the photo. As an exception it is permitted to downplay a

strip of the photo to increase the legibility of the typogra-

phy. In some cases the strip may also be used vertically –

but only in consultation with the project agency.

4.1.2. Target Group Management AssistantsSecretary Plus’ marketing approach targets three diffe-

rent groups, namely the clients, the assistants (potential

and existing) and the general public. Due to this division,

messages have to be refined. All three of these segments

are to be considered as ambassadors for Secretary Plus,

word-of-mouth marketing via the testimonial(s) of a trus-

ted person or group of people being the most efficient and

cost effective.

In order to guarantee a constant influx of highly quali-

tative management assistants, as well as the highest

possible retention, targeting this group can be broken into

three main objectives:

find, bind, brandFind

Recruiting new assistants passes via various channels,

such as:

• Fairs and exhibitions related to management support

and HR related subjects.

• Campus recruitment.

• Direct mailings targeting registered but non-active

assistants.

• Website secretary-plus.com and local suffixes.

• Regional and local marketing activities.

• Community recommendations.

Bind

As soon as recruitment or registration has been

accomplished, retention has to be the main focus of all

marketing activities. We aim to achieve this via:

• A fixed contract with a salary in case of sickness or

inactivity.

• In-house magazines and newsletters.

• Networking events.

• Secretary plus community – Offering management

assistants a “vision”, a life-style, a way to connect

through a virtual portal, workshops, events, a magazine,

travel, fair, elections, blogs etc.

35

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• Secretary Plus jobs – Offering management assistants

methods of finding a job, temporary labour, direct

selection, direct team, 45+, etc.

• Secretary Plus trainings – Offering management

assistants different formulas for trainings, in person or

through E-learning, an international secretary plus

university, traineeships etc.

• Corporate Social responsibility activities.


(NB: The 3 different divisions – community, jobs, training

- work in an independent way but exchanging information

and sharing data base. It is important that the community

stays independent in order to maintain credibility.)

Brand

Secretary Plus’ branding has to be the branding of a

market leader, which means e.a.:

• Chief sponsor of the main Management Support Event.

• Networking on congresses, events, fairs…

with management support as the theme.

• PR with ex-post impact analysis.

• Market research and analysis (quantitative and

qualitative).

• Up-to-date website.

• Corporate Social responsibility activities.


4.1.3. Target Group clients (existing - former clients)Besides the collateral impact of the marketing activities

targeting management assistants, which contribute to

brand awareness and a higher retention rate among

clients, specific marketing tools and activities targeting

clients have been developed and are being used.

Tailor-made sales presentations, which are used as well

for marketing purposes as well as for sales meetings,

contribute to a thorough positioning of Secretary Plus.

uSPsUSPs are both international (see mission and vision)

and local. Local aspects have to be developed within

the framework of a structured sales and marketing plan.

The USPs below are not exhaustive examples:

• Market leader.

• Secretary Plus has been and is the specialist for

management support personnel.

• Over 20 years experience.

• Specialized divisions:

- Personal Assistant & Office Management division

- Legal team

- International division

- Freelance Team

- Direct Team

- @home Team

• Extensive national and international network of

70 agencies in 8 countries.

• Broad range of recruitment channels: thanks to a

cooperation with schools, institutions, association.

• The thoroughness of a recruitment agency, the flexibility

of a interim agency.

• Personal approach – consultants are advisors.

• Long term approach.

4.1.4. Target Group general publicObjective of marketing in this segment is to create an

image of instant recognition with the general public as

a supplier of first class management support, which will

eventually change into a buying/contacting impulse.

4.2. Sales processAlthough Secretary Plus has a common global identity

- the presentation of which being the subject of the

present document – with overall sales targets and goals,

the local adaptation and implementation of systems

and approaches defined on a corporate level may vary in

function according to the specific geographical market

36

it’s a funny thing about life; if you refuse to accept anything but the best, you very often get it by Summerset Maugham

37

Secretary Plus is evolving in. This implies that on every

level, and for every team member, clear and specific sales

targets are supposed to be reached, following KPIs that

have been clearly defined, leading to concrete results

that are to be obtained at the end of the value chain. From

corporate to country, business unit, team, and individual

– the common sales goals that have been fixed will be

filtered through to each and every individual. Monitoring,

follow-up and performance management are locally

specific, as well as the systems and MIS-systems used in

this particular context.

OperationalregistrationDefinition

A new candidate entered in the transactional system. A

candidate is counted only once. It is only referred to as a

registration once a validation check has been completed

showing the candidate has not been registered with the

same legal entity before.

StarterDefinition

Number of temporary workers, seconded workers or

recruitment starters, placed with a customer or prospect

as a result of a demand or a proactive proposal, in either

way it is the first contract with this candidate.

% StarterDefinition

The number of first placements as a percentage of total

registrations.

DemandsDefinition

Open vacancy at a client or prospect which, thanks to

our specialization, can be filled via our temping services,

outsourcing solutions or recruitment & selection.

Customer demands, Prospect demands.

PlacementDefinition

A demand that is filled by Unique Top Assistants.

% PlacementDefinition

Number of fulfilled demands (requested headcounts) as

a percentage of total demands.

Commercial Prospect visitsDefinition

Face-to-face commercial encounter with a person who

has a direct say in human resource policy at a prospect.

The purpose of the contact is to create new business

(first visit / follow up / tender / negotiation & closing =>

no turnover this year or in the previous year).

customer visitsDefinition

Face-to-face commercial encounter with a person who

has a direct say in human resource policy. The purpose of

the contact is to expand existing business.

new relationsDefinition

Clients that generated business at branch level within the

selected entity in year N but not in previous calendar year.

telephone calls active placementDefinition

Spontaneous proactive telephone call made

1. to propose a candidate when no vacancy has been

registered.

2. to follow-up a mailing proposing diverse candidates.

3. to propose a candidate on account of a job announce-

ment in the press, on a job site, ...

38

To consider your call as a call active placement, you have

to speak to the right person. Remark: if your contact

isn’t available and therefore you can‘t propose your

candidate, the call may not be registered as a call active

placement, due to the fact that no real active placement

has taken place. Attention! You register your call

active placement only once. All following calls may not

be registered as calls active placement!

active PlacementDefinition

A demand active placement is a demand that results

from a proactive proposal (initiative taken without there

being a specific order), being:

1. a call active placement.

2. a mailing proposing diverse candidates, even if the

client/prospect reacts on his own initiative and

contacts you before you had the opportunity to contact

him. If you succeed, and a temporary worker can start

an assignment at your client (when there is a contract),

the active placement will be counted, even if the

temporary worker who starts the assignment isn‘t the

candidate that you proposed in the beginning.

3. number of temporary or seconded workers or recruit-

ment & selection, placed with a customer as a result of

a proactive proposal. (initiative taken without there

being a specific order).

call to an appointment Definition

Telephone call aimed at generating an appointment with

a client or a prospect.

4.2.1. Lead generationLead generation is based upon a strong interaction

between marketing and sales activities via a powerful

combination of communication and PR-activities

(press, networking events…), personal contact with

clients and candidates, interaction with target groups via

online communities. Through a thorough follow-up of the

above mentioned pre-sales activities as past or present

projects, we create a constant flow of leads on both a

personal and a general public level. Leads are handled

with utmost speed by analyzing, evaluating and under-

standing the client’s needs, in order to build a solid base

for a successful sales process.

4.2.2. SalesThe sales process as such is one of the pillars of our

success. Clearly defined in the Plus guide, it helps our

consultants in their sales activities by providing guide-

lines for every phase of the sales process, whilst leaving

the “room to move” they needed to adjust and adapt their

sales efforts to the specific situation that occur in mee-

tings with the client and/or prospect. This combination

of general guidelines with flexibility makes our sales

process homogeneous throughout the whole company, and

needs specific for every client-consultant relationship.

Due to increasing ‘self service’ in Match making, value

added services become a key asset for the future

Secretary Plus company. Secretary Plus needs to estab-

lish meaningful & valuable business services to sustain

a “lifetime working relationship” with all stakeholders.

To realize this Secretary Plus needs to incorporate brand

utilities; unique services that have marketing embedded

in them.

Create a ‘trusted’ online platform for all stakeholders

• Candidates

• Companies

• Secretary Plus Consultants (intra & extra co)

• Social networks

39

Embrace social match making and plug in your value

added services to become the most trusted HR advisor.

• Recruiting, screening, selection, training and education,

assessment, administrative services…

Value addedSecretary Plus aims at providing the highest added value

to all stakeholders, from client to candidate and general

public.

5.1. ClientsOur clients require highest quality, homogeneous

services, continuity and speed in delivery. Through our

approach, we are not only able to meet their expectations,

but to exceed them by constantly improving our services.

Observation, adaptation and innovation, continuous and

creative interaction with the whole market, these are the

key to the highest possible value Secretary Plus is able to

add as market leader in our niche market.

5.2. Candidates and staffWe provide security and continuity for staff, assistants

and principals in facilitating career development.

By doing so, we can be sure to guarantee highest retentio,

thus providing highest continuity and constant quality for

our clients.

5.3. Corporate climateOur people have to feel good at work. As Best Employer,

Secretary Plus has a management style based upon

coaching, pro-activity, walk the talk, result orientation

and commitment to results. Responsibility, empowerment

and successful delegation to autonomous people are at

the center of every activity. Thanks to our flat, but well

defined structure and our collaborative style, we are able

to keep decision paths short, thus generating high

impact. This results in a unique and omnipresent

corporate climate, characterized by a dynamic, business

oriented, but nevertheless human “look and feel” which is

perceived both internally and externally.

5.4. Image and brandSecretary Plus is the leader in our market sector.

This generates a positive image and a strong brand,

which both have to be constantly taken care of in order

to maintain and strengthen our position. To our clients,

this means maximum reliability, a no nonsense approach,

and a commitment to constant improvement. To our

people, our brand fosters pride and commitment, thus

generating high retention, long term thinking and a good

corporate climate.

5.5. Corporate Social responsibilityAt Secretary Plus, we insist on a strong commitment in

our communities. Through various actions in the domain

of corporate social responsibility, we aim to make our

society a better place to live for everybody.

41

Stakeholder (management)Value distribution and corporate social responsibility

(Strategy is not just about profits but also about the correct use of those profits)

42

SEVEn ValuES

HaVE intEgrity anD cOMMitMEnt

customer value comes

first

leverage partner-

shipsEarn respect

be internet professional

remain innovative

foster mutual

trust and respect

cuStOMEr to continue a long-term

trusting relationship

SOciEtyto achieve a cooperative relationship with society

buSinESS PartnEr to establish

win-win partnerships

cOMPEtitOr to be fair and sincere as

an ‘internet professional’

SHarEHOlDErto build continuous growth

EMPlOyEE anD WOrKPlacE to trust and respect each other

43

www.secretary-plus.com

S+ handout

Documents

dna of secretary plus

logo secretary

journey of secretary

recruitment strategy

local identity

strategy process

outsourcing solutions

total outsourcing