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HR Value Proposition
The document provides an overview of HR value propositions and business model canvases, including key components such as value proposition, customer segments, revenue streams, and cost structure. It emphasizes how HR applies these concepts by ensuring the right people are placed effectively and outlining various activities and resources necessary for successful HR operations. Additionally, it highlights the importance of customer relationships and channels in delivering HR's value proposition to different stakeholders, including management and employees.
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HR Value Proposition
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- 4. 1 Business Model Canvas Pages 5 – 9 2 HRBusiness Model Canvas Pages 10 – 20 3 Value Proposition Canvas Pages 21 – 28 4 HR Value Proposition Canvas Pages 29 – 36 Table Of Contents
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- 7. Key partners –describes the network of suppliers and partners that make the business model work The 9 Building Blocks Key activities – describes the most important things a company must do to make its business model work Key resources – describes the most important assets required to make a business model work Value proposition – describes the bundle of products and services that create value for a specific customer segment Customer relationships – describes the types of relationships a company establishes with specific customer segments
- 8. Channels – describeshow a company communicates with and reaches its customer segments to deliver a value proposition The 9 Building Blocks Customer segments – defines the different groups of people or organisations an enterprise aims to reach and serve Revenue streams – represents the cash a company generates from each customer segment Cost structure – describes all costs incurred to operate a business model
- 9. Customer relationships Key activities Customer segments Key partners Valueproposition Cost structure Revenue stream Key resources Channels Business Model Canvas
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- 12. HR Business ModelCanvas – Value proposition Value proposition – the collection of products and services a business offers to meet the needs of its customers. Applied to HR, HR offers the deployment of the right people at the right place in the right time.
- 13. HR Business ModelCanvas – Key activities Key activities – the most important activities in executing a company’s value proposition. Applied to HR, HR conducts activities related to input, throughput and output of people.
- 14. HR Business ModelCanvas – Key resources Key resources – the resources that are necessary to create value for the customer. Applied to HR, HR has technology, administrators and advisors at its disposal. Also high- potential employees are important.
- 15. HR Business ModelCanvas – Key partners Key partners – in order to optimize operations and reduce risks of a business model, organization usually cultivate buyer-supplier relationships so they can focus on their core activity. Applied to HR, key activities can be outsourced or purchased by Business Process Outsourcing, a Shared Service Centre, Interim Services or head hunters. Also relationships with legislators and regulators are important.
- 16. HR Business ModelCanvas – Customer relationships Customer relationships – to ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. Applied to HR, customer relationships are built and maintained through meetings, self- service and personal advice.
- 17. HR Business ModelCanvas – Channels Channels – a company can deliver its value proposition to its targeted customers through different channels. Applied to HR, HR is delivering the right people in the right place in the right time through an HR portal, a staff shop, advisor and telephone and (e-)mail.
- 18. HR Business ModelCanvas – Customer segments Customer segments – to build an effective business model, a company must identify which customers it tries to serve. Applied to HR, HR is serving the board of directors, management and (future) employees. In addition, (external) customers and investors are seen as a customer segment.
- 19. HR Business ModelCanvas – Revenue streams Revenue streams – the way a company makes income from each customer segment. Applied to HR, HR gets a budget at its disposal to ensure the deployment of the right people at the right place at the right time.
- 20. HR Business ModelCanvas – Cost structure Cost structure – this describes the most important monetary consequences while operating under different business models. Applied to HR, HR has staffing, technology and office costs.
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- 23. Product leadership –the focus is on development, innovation, design, time-to-market, high margins in a short timeframe. Value disciplines Operational excellence – the focus is on efficiency, streaming operations, Supply Chain Management, no- frills, volume counts. Customer intimacy – focus is on CRM, deliver products and services on time and above customer expectations, lifetime value concepts, reliability, being close to the customer.
- 24. Model Treacy andWiersema Product leadership Customer intimacy Operational excellence Value proposition
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- 26. Products and services– describes the bundle of products and services offered to the selected customer segment The 6 Building Blocks Gain creators – describes how the bundle of products and services create customer gains Pain relievers – describes how the bundle of products and services alleviate customer pains Value proposition:
- 27. Customer job(s) –describes what a specific customer segment is trying to get done Pains – describes negative emotions, undesired costs and situations, and risks that customers experience or could experience before, during, and after getting the job done The 6 Building Blocks Gains – describes the benefits customers expect, desire or would be surprised by Customer segments:
- 28. Value Proposition Canvas Gains Pains Customer segments Customerjob(s) Value proposition Gain creators Pain relieversProducts and services Fit
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- 31. HR VP Canvas– Products and services Products and services – describes the bundle of products and services offered to the selected customer segment. Applied to HR, HR manages workforce in a flexible, open organisation with an eye for changes at such a motivational and on the organisation customized method (value discipline) that the workforce is as much as possible equipped with skills with which they can give their work shape and content without frequent interference by management. Reputation and relationship with investors and customers are strengthened indirectly.
- 32. HR VP Canvas– Gain creators Gain creators – describes how the bundle of products and services create customer gains. Applied to HR, HR delivers a contribution to an organisation by: • organizing the presence of talent, individual responsibility, the right people in the right place and a structure that's right; • to recruit the right people, to train them in the right way, develop and reward them, to communicate with them in the right way so that there is confidence and involvement at the strategic direction; • leadership development; • offer of HR analytics to management; • to act as a coach and facilitator of management/employee.
- 33. HR VP Canvas– Pain relievers Pain relievers – describes how the bundle of products and services alleviate customer pains. Applied to HR, HR delivers a contribution to an organisation by : • the conduct of a payroll and HR administration and generate (management) information; • supporting the management and employees at reorganization, redeployment and firing; • to have specialist knowledge of laws and regulations and to inform management and workforce about laws and regulations; • to ensure the welfare and safety of employees; • adhering to good employment principles.
- 34. HR VP Canvas– Customer job(s) Customer job(s) – describes what a specific customer segment is trying to get done. Applied to the (internal) customers of HR, they try to get the following done: • management deploys, stimulates and develops workforce in order to achieve strategy and objectives; • an employee is committed in order to achieve organisational goals and individual goals and aspirations; • an investor tries to increase the value of an organisation by increasing revenue, reputation and credibility; • a customer acquires a product or service and is trying to build a relationship.
- 35. HR VP Canvas– Gains Gains – describes the benefits customers expect, desire or would be surprised by. Applied to the (internal) clients of HR, expects or wishes : • management to have the right workforce at the right time and in the right place; • an employee and management to have reliable and relevant information; • an employee meaningful and interesting work, live up to ambitions, influence and that promotion and higher pay are provided; • an investor confidence in the future; • a customer to have a good relationship.
- 36. HR VP Canvas– Pains Pains – describes negative emotions, undesired costs and situations, and risks that customers (could) experience. Applied to the (internal) customers of HR : • employee/manager experience large administrative burden; • manager struggles with the question of how to address reorganisation and downsizing; • unawareness of laws and regulations by employee/manager; • manager has inadequate view on potential, ambition and performance of workforce; • manager has no availability of employees; • fear of investor that organisation comes negative in the news (strike); • no customer empathy.
- 37. Inspired by Business ModelGeneratie – Alexander Osterwalder The Discipline of Market Leaders – Treacy en Wiersema Value Proposition Design – Alexander Osterwalder
- 38. Inspired by The HRValue Proposition – Dave Ulrich A Freehand Drawing Search Engine – Pictofigo Slidedocs – Nancy Duarte