Way back in 2016, I first conducted a deep-dive into “What’s Important at Work?” i.e. What are the aspects of working life that keep people interested, engaged, loyal?

Leaving aside pay and other financial benefits, I conducted a full and robust review. So, I looked at a lot of academic research. I checked what Engage 4 Success, CIPD or SHRM had to say on the matter and the research they employed. I looked at employee engagement and other surveys. I reviewed definitions from consultancies and some of the recognised experts in their fields. In this way, I got hard fact as well as advised opinion. This is crucial when thinking about human behaviour and motivation, which may not be as rational as we’d expect or like.

Some wouldn’t, but I looked at employer brand, employee engagement and organisational culture interchangeably. When you look at how people define and measure them, they cover the same ground – they’re just different angles on What’s Important at Work? And whichever angle you take, one affects the other. Employer perception is affected by levels of engagement, is affected by behaviour, is affected by communication, is affected by who you attract, and so on.

I found twelve factors that came out strongly and consistently through all of the evidence that I reviewed:

1. Status and Reputation
   Prestige and stability of the product, service, innovation or the employer itself, giving employees a level of belief and pride in working there
2. Integrity and Values
   Consistency, fairness and doing the right thing on CSR, inclusion, diversity, safety, customer satisfaction, wellbeing
3. Leadership and Vision
   Very clear direction and narrative for the organisation, which has an understood meaning. Delivered by trusted and authentic leaders
4. Management and Support
   Day to day direct input from a manager who supports, feeds back, coaches, stretches, trusts, listens to and respects each employee
5. Expectations and Focus
   Clearly communicated expectations that balance employer, employee and customer, so that everyone is clear how they can contribute
6. Voice and Contribution
   Employees who have a voice, and are able to participate in decisions, show creativity and contribute to changing what is done or how
7. Accomplishment and Control
   The quantity of tasks, how interesting and stimulating they are, and the level of empowerment in how to perform them and see them through
8. Recognition and Value
   The level to which employees’ contributions are seen and appreciated, and the chances that they have to show their expertise
9. Learning and Progress
   The chances to be challenged, to use and develop skills and competencies, and to move on or up in the organisation
10. Time and Place
    The degree of flexibility for where and when the job is done, and a culture that supports and allows a work-life balance: day to day and through life-phases
11. People and Teams
    The levels of teamwork, support, respect, help, expertise and social interaction provided by the people that employees work with
12. Environment and Process
    The physical environment that employees work in, the resources and tools that they are given to do their job, and the structural and people processes

Since 2016 I have kept these under review, and looked at new sources as they have come to light. And whilst I’ve made the odd tweak, nothing has fundamentally changed. That’s despite events like Covid or Black Lives Matter, as other aspects of the employment contract become more prominent, like wellbeing or gender-equality, in times of hot and cold labour markets. These are permanent.

You can – quite reasonably – question how these are bundled together. It’s quite obvious that you could make a factor of Communication by itself. Instead, I’ve included it into Leadership and Vision, Management and Support, Expectations and Focus – and others. And almost all of these the factors have an influence on many of the others. If the Environment and Process isn’t working, then I may have lost the chance for Accomplishment and Control, so I may not be as supportive towards other People and Teams.

Even if you cut these a different way, it’s my belief – and my consistent observation – that employers that can make a strong, evidenced claim in three or more of these will be set up to better attract and retain employees.

So, if you want to improve as an employer, and enhance your ability to recruit, you should investigate how you measure up against these, both from an internal and external view.

Undoubtedly, different parts of the narrative will be more effective for different people. There will be some segmentation, but these shouldn’t be rigidly demographic. Humans don’t fit in those kinds of boxes. Instead, segments should be more about motivation and aspiration. Your Integrity and Values may well have greater appeal to some. It’d be as foolish to believe they’re all Gen Zers, as it would that someone newer to work can’t be energised by the right Environment and Process.

Once you’re at the root of specifically What’s Important At OUR Work, with the confidence that it holds general importance and appeal, then you can build the employer narrative of your organisation. You’ll see what’s important, valued and different. You can create an Employer Value Proposition that is genuinely distinctive, attractive, realistic and consistent.

You can feed it back internally to build your Status and Reputation, Integrity and Values, Leadership and Vision. It can become the stimulus for staff to innovate and create to make you a better organisation and better serve customers. It can be the starting point for creating ambassadors who tell their stories to promote your career offering.

Regardless of external events, these twelve elements remain paramount, offering a timeless guide for employers. Evaluate your standing against these factors both internally and externally, paving the way for a distinctive and appealing Employer Value Proposition, and a guide to improving as an employer.

https://www.reasonwhy.uk/