the recruit and retain business model andrew sim

The Recruit and Retain Business Model

Andrew Sim

How was Mrs Brauer recruited?

• Originally from Elphin, 18 miles away

• Esther settled in Kylesku aged 18 when she married her first husband, Ian Clark

• His parents ran the old post office from their home. When they moved to Tain she took over the job.

What kept her there?

• After her first husband died, Esther married Walter Brauer - head ferryman at Kylesku

• They moved to his home at Ferry House, where she has run the post office since 1983.


• Until she was 60, she was also the local post woman, delivering mail on an arduous 18-mile route. When she stood down from that role she was presented with a gold watch by the community

• Last year Esther received a Long Service Award from the Post Office and a cheque for £400.


“I love my job ……..”

So Why is Mrs Brauer Retiring?

So Why is Mrs Brauer Retiring?

• “Problems dealing with her computer have finally forced Esther Brauer to close Kylesku Post Office in Sutherland ….””

• In a career which has spanned seven decades, the 83-year-old also saw the introduction of postcodes and the internet - but it is the web which has proved her final undoing

• “…..I have had terrible trouble with my computer lately. Engineers have come out and it seems terribly slow at sending things out.

• “It is going doolally and it’s doing my head in.

• “It has beaten me. A nice lady came from the Post Office and said ‘do you want to retire?’ And I simply said ‘yes.’ ”

Messages for Recruit and Retain

• Potential employees– Brought up locally– Job opportunities

• Existing employees– Job satisfaction– Spousal employment– Community support– Employer recognition– Good broadband coverage

Evidence Base

External Agencies

RetainRecruitSolutions

Products and Services

Problems

Funding

Management

Strategy

Evidence Base

External Agencies

Retain Recruit

SolutionsProducts and

Services

Problems Funding

Management

Strategy

Evidence-based recommendations to improve attraction, recruitment and retention

of health workers in remote and rural areas

• 3.1 Education • 3.1.1 Get the “right” students• 3.1.2 Train students closer to rural

communities • 3.1.3 Bring students to rural communities • 3.1.4 Match curricula with rural health needs • 3.1.5 Facilitate professional development • 3.2 Regulatory interventions • 3.2.1 Create the conditions for rural health

workers to do more • 3.2.2 Train more health workers faster to

meet rural health needs • 2 3.2.3 Make the most of compulsory service • 3.2.4 Tie education subsidies to mandatory

placements

• 3.3 Financial incentives • 3.3.1 Make it worthwhile to move to a

remote or rural area • 3.4 Personal and professional support • 3.4.1 Pay attention to living conditions • 3.4.2 Ensure the workplace is up to an

acceptable standard • 3.4.3 Foster interaction between urban and

rural health workers • 3.4.4 Design career ladders for rural health

workers • 3.4.5 Facilitate knowledge exchange • 3.4.6 Raise the profile of rural health workers

This document proposes a set of evidence based recommendations to increase the recruitment and retention of motivated health workers in rural and remote areas and provides guidance on how to implement retention strategies in both developed and developing countries

Evidence Base

External Agencies

RetainRecruit


Services

Problems

Funding

Management

Strategy

Evidence Base

External Agencies

RetainRecruit


Services

Problems

Funding

Management

Strategy

Business Model

Business Model Development Process

• Workshop discussions– Guidelines Ilulissat , Hammerfest and

Hemavan– Business Canvas Hammerfest and Hemavan– Corporate Statements Thunder Bay– Finalisation Enniskillen

• Web Site ForumDate Topic Downloads

Oct 2012 Business Model Development Guidelines 32

Oct 2013 Thoughts on Business Model 37

Dec 2013 Business Model Development Guidelines Evaluation 20

Jan 2014 Business Canvas Information Sheets 14

Jan 2014 Business Model Word Cloud Analysis 24

Jan 2014 Corporate Statement Summary 17

Business Model Development Guidelines

• Describe objectives• Target users• Organisational barriers• Develop products and

services• Pilot products and services• Identify benefits,

consequences and risks• Consider costs

• Determine areas to be covered

• Identify conflicts of interest• Seek views and preferences• Set up product and service

development groups• Establish links between

evidence and solutions• Support with application

and implementation tools

an ‘open’ business model

• Which: – uses an inside to out methodology to meet needs– creates and captures value by collaborating with outside partners

• Provides:

– ‘customers’ (potential recruits and workers in post) with the ideas and assets lying within the organisation to attract them to come and work and once working to stay for longer

• Needs– smart people who develop products and services specifically

addressing the needs of people coming to work in remote rural areas,– people to work internally and continue the process of development– external and internal ideas to support the model

Business Model ComponentsBusiness Model Generation

Osterwalder and Pigneur

1. Customer Segments2. Value propositions3. Channels of communication4. Customer relationships5. Key resources and activities 6. Key partnerships

Business Model Components

• The ‘Customers’

• The resources - products and services

• Delivery of products and services

• Who do we work with to meet objectives?

• What is needed to use the products and services?

• Relationships with outside agencies

Analysis of Corporate Statements for Common Themes

• Pairs of individuals were asked to look at word clouds generated from Business Model Word Clouds

• Word clouds then generated from the Corporate Statements

Customer Segments

• Potential employees or existing employees we want to keep.

• They will differ according to the part of the public service sector in which they reside.

• Knowing who they are will allow understanding of their needs.

Potential employees

Existing employees

Value propositions

• Problems we are trying to solve

• Strategies to be used to address the problems in a way that satisfies our organisation

• Products and services available

• How they fit into a corporate package which can be used as a whole or in part to meet the objectives

What problems are we trying to solve?

Strategies to address problems

What products & services?

How they fit in a corporate package

Channels of Communication

The channels of communication and dissemination we need to open to deliver our value propositions

Channels to deliver value proposition

Customer relationships

The relationships to be established with the various authorities we are working with to ensure our customers get the service they need.

Relationships between authorities and customers

Key resources and activities

• what is necessary to put the products and services in place

• who gives the authority to use a product or service

• what is the mechanism for adoption

• who is going to be responsible.

What is needed to put products and services in place?

Who has the authority to put products and services in place?

Who Ensures Adoption and Takes Responsibility?

Key partnerships with outside bodies

• The mechanisms to identify products and services which need to be outsourced to bodies outside of the organisation

• How to ensure that this outsourcing utilises products and services appropriately

• The partnerships required when it is necessary to acquire a product or service from outside the enterprise or organisation

How we work with outside agencies

Business Model Components

Administration Organisation

Domestic and Social Support

Advertising and Marketing

Professional Support

Web Tool

Products and Services

Administration and

Organisation

Domestic and Social SupportAdvertising and

Marketing


Web Tool

E v i d e n c e B a s e

B u s i n e s s M o d e l C o m p o n e n t s

Recruit Retain

Evidence Base

External Agencies

RetainRecruit

Business Model

Administration and

Organisation

Advertising and Marketing

Web Tool

Domestic and Social Support


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the recruit and retain business model andrew sim

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