The concept of the employee value proposition is not new, but the ongoing struggle to hire and retain the right talent has thrust EVPs firmly into the limelight. In a way, it’s very similar to the buying process: a prospect is unlikely to become a customer if they don’t understand what they will get out of a transaction, just as a candidate is more likely to go with a potential employer that can articulate why it’s a great place to work. 

That said, understanding the need for an EVP is one thing; making it a reality is quite another. Defining and strengthening an EVP involves significant resource commitments, both in terms of time and money. And while the business case for retaining staff is clear, the long-term investment required to build a truly valuable EVP is becoming harder to secure in the current economic climate. 

Understanding where EVPs sit
Part of the challenge is that, for many organisations, EVPs are solely the preserve of Human Resources and People functions. That means funding it falls into HR budgets, but perhaps not in prescribed pots put aside for acquisition, retention, development projects and so on, even though EVPs can be a major positive driver for all three. 

But those businesses that consider anything employee related to be HR’s problem are missing a major opportunity and creating a major challenge. They’re missing an opportunity to call on the entire organisation to make EVPs truly relevant and valuable, and they’re creating problems by forcing HR to take ownership without providing the required resources and support to make it a success. 

So, who should be involved in EVP development? Fundamentally, four distinct areas of the business need to be contributing: the executive team, HR, Marketing and employees. 

Leaders need to be involved because they will ultimately sign off or reject any proposed EVPs, but they have more value to the process than simply seeing their ideas reflected. Chief executives and other senior personnel have access to a broader view than most within an organisation, which will be an immense help in determining requirements and pinning down specific goals. 

HR must be involved; with a remit for attracting and retaining the right staff, people functions are going to be using the EVP directly in their day-to-day work. Plus, the broad scope of HR gives it access to multiple departments and teams that others do not naturally have, ensuring that all areas of the organisation are reflected in the final output. 

Marketing focuses on understanding how various campaigns and other forms of engagement are measured within the market; an EVP is in many ways an extension of that discipline. When crafting and promoting EVPs, it is important to lean on the frameworks already used by marketing teams to help measure the effectiveness and engagement of messaging and to understand how well it aligns with what the company is already saying to the market.

Finally, and most importantly, the company’s workforce needs to be engaged with and actively involved in developing the EVP. At the end of the day, it needs to reflect their reality. Not only does a strong and well-defined EVP help bring on board new talent to the business but it can also go a long way towards helping retain the services of existing employees.

Building unique EVPs
Once stakeholders and owners are defined, it’s time to consider how businesses actually build EVPs. These core steps will help to create and shape an EVP that’s appropriate to your business. 

Analysis
Analysis involves reconciling the business’ ambitions as a brand with how it performs within the jobs market. That requires taking a deep dive into recruitment cycles and understanding how talent searches are conducted. Are they measured or is there an element of “post and pray” to listings? By understanding its effectiveness in the market currently, a business will be able to identify specific areas of focus for its redefined EVP.

Discovery
This is defining an employer’s values and the specific qualities the organisation has which act as a differentiator in the jobs market.  The discovery stage will rely heavily on drawing on the experiences of current employees, using their insight and strengths to build an accurate and honest picture of the business as an employer.

Ideate
Now it’s time to bring concepts to life. This is where marketing can help visualise messaging, and for the business to understand how this new EVP aligns with existing philosophy. It’s a time for balance: the EVP needs to remain a distinct element of the brand, while also being true to the company’s cultural identity. This is critical if businesses are to avoid people feeling disconnected from the overall messaging.

Create
Businesses now need to allocate resources and understand they will need to help drive forward their messaging. It will require thinking about current output, and where engagement is lacking, and also which other parts of the business need to be involved in the process. Marketing again will be involved, helping to champion the EVP as part of the brand. 

Engage
This is a big leap which involves launching a new EVP internally and externally, as well as ensuring that the business is communicating the importance of the new messaging to its people. Internal communications need to be clear and consistent, actively working towards engaging employees and encouraging them to play their part in positively promoting the brand. 

Measure
The project hasn’t finished once the EVP is launched. Data will become available as candidates and other stakeholders engage with the EVP, providing insights that highlight where the EVP is and isn’t working. From here, action can be taken to fix any gaps or secure new, unforeseen opportunities, a task made much easier by the structure and framework that was put in place to develop the initiative in the first place. 

Taking the time to plan ahead
These six steps offer businesses a way of undertaking a successful and impactful EVP transformation project. Taking the time to pin down requirements and goals for the project forms a critical part of making it a success, but it is important to do the work. While the possibilities of a having stronger, more defined EVP are exciting, it’s still worthwhile to take the time to visualise the road ahead. In that way, businesses will be sure that whatever they develop resonates with both internal and external audiences and helps them build the teams they need to achieve their objectives.