The Employee Value
Proposition (EVP) statement is a positive set factors unique, relevant and
compelling to attract the target group in the
whole Talent 4.0 game viz talent
acquisition, engagement and retention.
EVP is a set of job offerings provided by a prospective employer to
attract talent.
The gameplan is to inform current employees and the external stake holders and
future employees of what the company offers .
it centers on the simple premise
that an individual must be clear about his obligation to fulfill in the job
role under a current set of business conditions and they must also be cognizant of the firm's future
directions and prepare to add value in new ways under turbulent and
unpredictable emerging business
conditions.
The offering includes a set of offerings both
in terms of role and responsibility) and further in terms of compensation and
rewards all this embellished with the workplace culture and the subjective
(intangible and non monetary) issues
which may attract or repulse the job seeker. The current trend is - EVP is to
take the focus away from compensation as the primary "offer". A
robust EVP is based on a well defined
employer brand strategy and clear communication plan that gives an
honest picture of what it’s like to work for your business.
To
give an analogy just like a customer brand positioning is based on
customer insights, clear value proposition, brand values and a brand promise,
an EVP similarly interprets the organizational DNA from the employee’s
(and prospective employee’s) perspective. Hence EVP is often
referred to as the EMPLOYER BRAND PROPOSITION.
EVP reinforces
this link by presenting a crisp and well crafted statement of why the total
work experience at their organization is superior to that at other
organizations. Think about EVP from the perspective of an
employee or an applicant;EVP statement highlights the central reasons that
people will choose to commit themselves to an organization; It focuses
attention on the differentiating people policies, processes and programs that
demonstrate the organization's commitment to i.e., employee growth, management
development, ongoing employee recognition, community service, etc.
EVP is closely related to the concept
of Employer Branding. Whilst employer branding is a brand design exercise;
EVP becomes a BRAND COMMUNICATION EXERCISE throughout the entire gamut of the employee life cycle;
not just the systems and processes but micro elements like the job interview
experience and in letters offering
employment.
EVP should answer the question :“Why would a
highly talented person choose to work here?”
It defines what your company wants to be
associated with as an employer—and what your people can expect in return from you…
for
throwing their hat in the ring and later giving their best during their employment tenure.
IT IS A TWO WAY STREET: The candidate in turn has his talents and capabilities to place on the negotiation table. The most important question to ask when creating your company’s EVP is “what do we currently offer to our employees in exchange for their time and effort?” The war for talent, skills shortages, disruptive technologies, and volatile market conditions mean it is increasingly important to showcase an attractive offering to potential talent, optimizing the selection process and engaging and retaining the organisational talent base.
From
an internal communication standpoint, it provides a sense of identity to
current employees vis-à-vis the organization and also enables alignment to
organizational goals. Whether the organization has drawn out an EVP
and communication exercise or not; the
reality is that employees and applicants have a perception of EVP based on
their indirect contacts and communications with the brand and even more in a
digitally enabled world.
Getting it right is about convincing really
good candidates that they want to work with you and that. ONLY IF THE EVP OF AN
ORGANIZATION MATCHES WHAT SOMEONE VALUES IN HIS/HER WORK IS THERE
A WIN-WIN SITUATION. An employer can then count on a motivated,
committed hi-performer; who in turn will
experience his/her job as meaningful and fulfilling.
CONCLUDING
Research show that global
giants as in the example above have articulated and are implementing seriously
the EB AND EVP. But in India growing
medium-sized organizations and the age-old family managed enterprises which
have baggage of the past; face
challenges with getting leaders' commitment to develop the EVP and EB While
understanding of EB AND EVP appears to have improved at senior levels, it is
still often mistakenly perceived to be an exercise in presentation rather than
a more deep-rooted assessment of an
authentic employee experience
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