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Service Design for Human Resources
 

Service Design for Human Resources

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    Service Design for Human Resources Service Design for Human Resources Presentation Transcript

    • CAUTI This pre ON! contain sentation s bullet points and list s! Employee Retention through Service Design How do you build your Team?Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Recruiting Where do these costs come from? Base Salary / Taxes / Benefits Location / Space Hardware / Tools Training / EducationThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • VIDEOThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • 1. Recognition Leisure/Hotel Company 2. Discounted “leisure“ breaks 3. Pension – higher company contribution 4. Free food and drink 5. Discount card (company brands) 6. Healthcare/health screenThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • 1. Private medical insurance Financial Services 2. Permanent health insurance 3. Flexible work arrangements 4. Health screen/medical 5. Life assurance 6. Critical illness insuranceThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • 1. Coworker Interaction (fun) Overall: 2. Job Responsibilities (more fun) 3. Salary 4. Career AdvancementsThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • 1. Purpose Top 5 Things Employees expect: 2. Goals 3. Responsibilities 4. Autonomy 5. FlexibilityThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • BEGINNING MIDDLE ENDThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • BEFORE DURING AFTER Learn about a Groundrules, Fired position through Handbook, Retired Job Ad / Website / Philosophy, Logins, Word of Mouth Equipment, Car, ... Legal Social Media Interview, Promotion, Raise Word of Mouth Assessment Center Vacation Hire, Contract Sick-Leave Sabbatical, Parent-Time, Change of Location or Office Conflict, Problems, Warnings Leaving the Company EXPECTATIONS EXPERIENCES DIS/SATISFACTIONThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Day Month YearThe Business Model Canvas On: Designed for: Designed by: No. Iteration: Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Mass Market Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Niche Market Segmented motivations for partnerships: Optimization and economy categories Production characteristics Newness How costly are they? Diversified Multi-sided Platform Reduction of risk and uncertainty Problem Solving Performance examples Acquisition of particular resources and activities Platform/Network Customization Personal assistance “Getting the Job Done” Dedicated Personal Assistance Design Self-Service Brand/Status Automated Services Price Communities Cost Reduction Co-creation Risk Reduction Accessibility Convenience/Usability Key Resources Channels What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? types of resources Physical How are our Channels integrated? Intellectual (brand patents, copyrights, data) Which ones work best? Human Financial Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases: 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? Cost Structure Revenue Streams What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? is your business more: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) How would they prefer to pay? Value Driven ( focused on value creation, premium value proposition) How much does each Revenue Stream contribute to overall revenues? sample characteristics: types: fixed pricing dynamic pricing Fixed Costs (salaries, rents, utilities) Asset sale List Price Negotiation( bargaining) Variable costs Usage fee Product feature dependent Yield Management Economies of scale Subscription Fees Customer segment dependent Real-time-Market Economies of scope Lending/Renting/Leasing Volume dependent Licensing Brokerage fees Advertisingwww.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Day Month YearThe Business Model Canvas On: EMPLOYEE Designed for: Designed by: No. Iteration: Key Partners Key Activities Value Propositions Customer Relationships EMPLOYEE Customer Segments EMPLOYEE Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Mass Market Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Niche Market Segmented motivations for partnerships: Optimization and economy categories Production characteristics Newness How costly are they? Diversified Multi-sided Platform Reduction of risk and uncertainty Problem Solving Performance examples Acquisition of particular resources and activities Platform/Network Customization Personal assistance “Getting the Job Done” Dedicated Personal Assistance Design Self-Service Brand/Status Automated Services Price Communities Cost Reduction Co-creation Risk Reduction Accessibility Convenience/Usability Key Resources Channels What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? types of resources Physical How are our Channels integrated? Intellectual (brand patents, copyrights, data) Which ones work best? Human Financial Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases: 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? Cost Structure Revenue Streams What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? is your business more: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) How would they prefer to pay? Value Driven ( focused on value creation, premium value proposition) How much does each Revenue Stream contribute to overall revenues? sample characteristics: types: fixed pricing dynamic pricing Fixed Costs (salaries, rents, utilities) Asset sale List Price Negotiation( bargaining) Variable costs Usage fee Product feature dependent Yield Management Economies of scale Subscription Fees Customer segment dependent Real-time-Market Economies of scope Lending/Renting/Leasing Volume dependent Licensing Brokerage fees Advertisingwww.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Use Service Design to retain your employees, your skillset and your team-spirit as a company!Thomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu
    • Thank You! Whitespring Service Design @whitespring.eu www.whitespring.eu vcard @whitespring_eu @netsaverThomas Schönweitz // 23.06.2012 // Service Design Network Conference 2012 // @netsaver // @whitespring_eu