_Our Key Value Drivers
These are the major strategic focus points of activity within the business for the management and delivery of sustainable value in the enterprise. As key value drivers, they must be totally aligned to the Vision and in support of the Corporate Objectives.
1. Professional Expertise & Knowledge:
Legislation is driving major change through this marketplace; both from a H&S perspective as well as to reduce the health and social services cost burden to the nation. It is very difficult for businesses of all sizes to keep pace with this legislation and provide the required level of support services for their staff. PROHMS is therefore ideally placed with its experience, knowledge, skills and current market position to take advantage of this change and add value to its clients.
2. Pro-active co-ordination of conflicting support activities:
Within many organisations, there is often conflicting interest and challenge between departments such as H&S, HR, Trades Unions and Operational activities. Being an expert independent, PROHMS can provide a dispassionate objectivity that brings the company – staff interest into sharp focus to ensure best practice continuous improvement and productivity is achieved from the correct business benefit perspective coupled with an appropriate balance on individual performance and wellbeing. It is therefore ideally positioned to advise on training and operational working practices to improve workplace morale and performance.
3. Improved productivity, job satisfaction and cultural wellbeing:
A differentiation strategy based upon professional and innovative product, coupled with high quality service delivery, has an associated cost which must be mitigated by operational performance so that pricing and service delivery dynamics are competitively managed on a continuous basis. It is therefore fundamental to both company and client value that these dynamics are defined and managed as a focus and priority within the business to ensure that the quality of service is delivered to the satisfaction of all parties involved within a profitable, cash generative operation. Aligned to the contractual pricing structure it will be developed to provide not only different professional services from the portfolio, but also 3 levels of customer service; Platinum, Gold, Silver, depending upon the clients needs and budget allocation to the contract. This approach also provides an opportunity to be competitive but also enable client ambition – aspiration once they have perceived the value add benefit from not only conforming but improving performance, etc. For top end clients, it may also be possible to provide senior manager/director level lifestyle improvement programmes as a salary package benefit. This is where the therapy clinic could be used for extended value-add.
