Refining Business Model for People Solutions based on revised Value Proposition

This presentation discusses the need for a new human-centered business model for People Solutions based on their revised value proposition of psychometric assessment and consulting advice for candidate placement. The presentation covers the problem definition, problem-solving techniques, and synthesis of the new business model. The revised value proposition is explained in detail, along with the changes in policy and managerial decisions. The presentation concludes with a list of references for further reading.

Refining Business Model based on revised Value proposition of the People Solutions
CONTENTS
1. Introduction
2. Problem Definition
3. Problem Solving
4. Synthesis of Business Model
5. Conclusion
6. Reference

INTRODUCTION
Their services are packaged into four services of SELECTION,
DEVELOPMENT, SAFETY and CAREER TRANSITION.
The Value Proposition or the competitive edge of this company is the 18-
year experience in thorough psychometric assessment of candidates.
Inefficiencies due to its generic process resulted in a panic-induced
behavior and general disinterest in candidates.

PROBLEM DEFINITION
The mental pressures and hysterical anticipation caused by the stringent
tests hindering mental health in the workplace culture.
New business model is needed which is human-centered.
The revised value proposition: "Our psychometric assessment and
widespread consulting advice from the professionals assist in placing an
individual suitable for a position in the organization by rigorous testing
and valuable feedback with fair evaluation."

PROBLEM SOLVING
Openness to new decisions, ventures and diversification of candidates.
Networking events.
Small scaled mock- ups of the tests and interviews.
Soft on- boarding, quick tours of the company and demonstrations.
Using social media as a tool.
The format of the questionnaires must be changed.
Interactive video sessions for training.
Transparent Processes and Kickoff meetings between employees and employers.
Conducting information sessions for Students at School Fairs.
Considering time of the candidates invaluable and providing specific information regarding
processes.

Synthesis of Business model
CHOICES •POLICY AND MANAGERIAL
CHANGES
CONSEQUE
NCES •ANTICIPATED RESULTS
IMPLEMENT
ATION
•STRATEGIESTO IMPLEMENT
THESE CHANGES
Choices •Recruit not only exceptionally
talented people, but people with
more enthusiasm and engagement
in the job from the start.
Conseq
uences
•openness to new decisions, ventures
and changes of the candidates
•Diversity
•Healthy work culture
Implem
entatio
n
•Talent acquisition policy changes
Basic Framework

CONCLUSION
Recruitment processes and psychometric
testing were redefined with a human centered
approach and innovative thinking, for People
Solutions. The ideas formed after reflection
and Brainstorming, for the implementation of
the new Value Proposition, were put together
in the form of a simplistic Business model
following a hierarchy of Choices, their
Consequences and the Implementation
techniques.

REFERENCE
Arthur, Diane. Recruiting, interviewing, selecting & orienting new
employees. AMACOM Div American Mgmt Assn, 2012.
Belton, Amanda. Social Networking in Recruitment. Packt Publishing Ltd,
2014.
Berger, Jonah, and Eric M. Schwartz. "What drives immediate and ongoing
word of mouth?." Journal of Marketing Research48, no. 5 (2011): 869-880.
Berger, Peter L. "The desecularization of the world: A global overview."
In The New Sociology of Knowledge, pp. 61-76. Routledge, 2017.
Berman, Evan M., James S. Bowman, Jonathan P. West, and Montgomery R.
Van Wart. Human resource management in public service: Paradoxes,
processes, and problems. Sage, 2012.
Bradley, Katrina, William Manning, and Maria Petrova. "Improving
Recruitment Strategies at EY, Moscow."
Casadesus-Masanell, Ramon, and Joan E. Ricart. "How to design a winning
business model." Harvard business review89, no. 1/2 (2011): 100-107.
Collins, Christopher J., and Adam M. Kanar. "Employer brand equity and
recruitment research." The Oxford handbook of recruitment (2014): 284-
297.