How Authentic Are Your Employee Value Propositions?|How Authentic Are Your Employee Value Propositions?
employee-value-proposition

How Authentic Are Your Employee Value Propositions?

Marketing has become an integral part of talent strategy.

The use of messages and branding to foster engagement, attract candidates and retain employees have resulted in some organizations thoughtfully and others inadvertently developing employee value propositions (EVP’s). EVP’s are messages that articulate what an employee can expect when they work for the company. The promises. Most of the messages, in one way or another, tend to emphasize employee development and career progression (like the image above). Branding supplements the message by offering visual images of what an employee can experience when they’re in the organization.

EVP's impact talent sourcing and retention

The ability to deliver against EVP’s can have a tangible impact on both talent sourcing and retention. Talent functions must realize the authenticity of an EVP will be compared to real employee experiences through social media channels. Research has shown there is a direct correlation between employer reviews on social media and job application follow through. In a recent US study of more than 4,600 job seekers; almost 50% of them used social sites like Glassdoor to research the company as part of their job search strategy[1]. Employee reviews have greater influence on which companies candidates will choose that more closely aligns with their values. In the example to the right the EVP advertised career progression, but the employee review exposed this as a misrepresentation. Candidates who value career advancement may choose not to apply to that company based on the review.

EVP is not only important for talent attraction, it’s also important to retain your current talent bench. Consider the following true story and how it reflects on the genuineness of the EVP.

Why you must commit to advancement

A friend of mine choose to work at a company that articulated messages of career progression and development in the job description, website, branding and interview processes. As an employee, she worked hard to build great relationships and develop her skill set. Messages about commitment to career development and progression were continuously communicated in town halls, intranet sites, emails and corporate communications. After a few years she felt ready to move to the next level within her carer tract. With consistently great performance reviews, she anticipated an easy conversation with her Manager on formulating a plan. She raised the subject about career advancement. Her boss listened to her and after a brief pause said; “You’ll need some of these first (pointing to her grey hair) if you want to move up”. In one short sentence the conversation had ended. The employee had taken her Manager’s comments as a clear message that seniority was equal to age. She knew she would not be advancing anytime soon.

Completely disengaged, within three months she resigned and went to a direct competitor.

Of course not every employee is pegged for progression. However, this story is reflective of a top performer who believed the company was committed to advancement, irrespective of age. The revelation that the EVP was false (from her perspective) resulted in her becoming disconnected, disengaged and demotivated. No surprise, she does not endorse this company as a great place to work to her network or family. This is a tangible example that the smaller the gap between your EVP promise and delivery; the higher your retention rate can be.

What you can do to create genuine EVP's

  1. Solicit feedback/crowdsource regularly to understand what works and what can be improved. Don’t rely on annual engagement surveys to assess how people feel. Solicit genuine feedback regularly through different mediums. Highlight what is working and document what could be improved.
  2. Action feedback to address gaps. I can’t stress this enough. Feedback is abundant on ways to improve. Yet so often nothing is actually done to address it. Demonstrate you are listening to your employees by actioning feedback. If you don’t it will be seen as disingenuous.
  3. Update your EVP with endorsed content- Your EVP is only genuine if your employees endorse it. Update it with validated content so it is authentic.
  4. Revisit your EVP every 3-5 years to align it to your strategy. The workforce is changing. Your strategy changes. Your EVP should be reflective of your strategy.
  5. Use employees to promote genuine EVP messages through social media channels. Many companies are afraid of employee reviews on social media sites. They tend to want to “shut it down” or ignore it hoping it will go away. Instead embrace social media sites and build it into your strategy. Provide alternative, genuine employee experiences on sites like Glassdoor and Indeed to help job seekers make an informed decision about your company.

There are lots of opportunities to build genuine EVP’s. I hope these few ideas will help you to start thinking about ways to develop authentic messages!

Have questions or comments? I would love to hear from you! Feel free to contact me via Twitter or LinkedIn.