Talent Solutions

We provide end-to-end permanent recruitment solutions across a broad range of industries, helping organizations hire exceptional talent for technical, engineering, operational, leadership, and business-critical roles.

Our expertise spans Information Technology, Semiconductor & Embedded Engineering, Manufacturing, Telecommunications, Data Centres, Oil & Gas, Pharmaceutical & Life Sciences, Engineering, and Corporate Functions.

We take the time to understand your business, culture, and long-term objectives to identify professionals who are the right fit, both technically and culturally.

A build phase needs a shape of team that a running operation does not, and the difference is often several times the headcount for less than a year. Hiring permanently for that peak leaves a client carrying people once the peak passes. TSD deploys against the phase instead, with the numbers rising through construction, installation or rollout and falling back as the work completes, so the cost profile follows the programme rather than outlasting it.

Everything that makes a temporary workforce administratively expensive sits with TSD. That means employment, statutory obligations, timesheets, invoicing and the documentation an audit will ask for, across whichever countries the deployment touches. The client manages the work. TSD manages the paperwork behind the people doing it, which is where this arrangement earns its keep on a programme running across more than one jurisdiction. When a phase closes, demobilisation is handled the same way, including redeployment for anyone the next phase can use.

A senior appointment is not filled by reaching a larger audience. The people worth appointing are usually employed, performing well, and not reading advertisements. So the work begins as research: mapping who holds equivalent responsibility across comparable organisations, understanding what would and would not move them, and approaching a small number directly. A longlist is built from that map, not from applications, and narrowed through structured assessment against the mandate agreed at the outset.

Confidentiality runs in both directions and is usually the reason a search is retained rather than advertised. A client replacing an incumbent cannot signal it. An approached executive cannot have their interest known to a current employer. TSD holds both sides, manages referencing and the offer through to a signed acceptance, and stays involved through a notice period, which on senior appointments is where an agreed hire is most often lost.

Technology hiring fails most often on assessment rather than on reach. A job description lists ten technologies, a shortlist arrives matching all ten on paper, and the interview reveals that none of them were used at any depth. TSD screens against what the role will actually require, with technical assessment run by people who have built and operated the same kind of system, so a shortlist is short because it has already been filtered rather than because few applied.

The coverage runs from platform specialists on established estates through to teams working on newer application stacks, and it includes the roles that are hardest to describe in a job title: the person who can hold an integration together, or migrate a database nobody documented. Requirements are taken on whichever basis suits, from an individual filling one gap to a squad standing up a capability a client intends to keep.

Hiring for these roles is treated as a two part assessment rather than one, and the second part is what most processes leave out. The first part is ordinary and well understood: does this person know the discipline. The second asks whether they can operate inside an organisation whose deadlines are set by plant, sites and delivery dates. TSD assesses both explicitly, with the second scored rather than noted as a nice extra, because a shortlist filtered on discipline alone tends to produce appointments that need supervising for a year.

In practice that means interviewing against situations rather than duties. A shortlisted accountant is asked how they would handle a forecast that moves because commissioning slipped. A procurement shortlist is asked about an item with a lead time longer than the window it is needed in. The answers separate people quickly, and they separate them on the thing that will actually matter in the first quarter of the appointment.

Workforce administration is invisible until it is wrong, and then it is the only thing anyone is discussing. A pay run that misses a shift allowance, a record that says somebody is qualified when their certificate expired last month, a leave balance nobody can reconcile: each is small, each damages trust quickly, and each takes disproportionate effort to correct after the fact rather than to get right the first time.

TSD runs that machinery as a service, either for a workforce it supplies or for a client population it does not. The work covers pay cycle preparation and execution, records kept current as people join, move and leave, and the day to day queries that otherwise consume a line manager. Reporting comes out the other side, so a client can see cost, movement and absence as figures rather than as an impression.