succeeded in its EVP, and which are the most serious gaps in the
delivery of the proposition.
Like any way of framing the psychological contract
between people and the organisations where they work, an
employee value proposition is what a company makes it. If EVP
is the mechanism for translating into concrete differences the
leadership’s genuine desire to make their employees happy, it’s
exceptionally powerful. If it’s just a marketing gimmick or a new
label for doing more of what hasn’t worked before, EVP won’t
matter. A focus on EVP does, however, have two advantages
over a focus on employee engagement.
Firstly, as mentioned above, EVP takes a broader view of
the relationship, from a prospective employee’s fi rst encounter
with the company all the way through the time he or she moves
out of the company. This is important given the higher turnover in
some companies and the increased awareness of organisation’s
reputation on social media sites like Glassdoor and LinkedIn.
With more people coming in and more people going out, greater
attention needs to be spent on what happens during one’s course
from being a new employee to a former employee.
Secondly, and more importantly, EVP throws the ball in the
court of the company to offer the work, opportunities, culture, and
benefi ts of the greatest value to the employee. In the last decade,
traditional employee engagement programs increasingly blamed
“disengaged” employees for having bad attitudes, despite evidence
revealing that a vast majority of people will be “engaged” if the
company provides attentive and supportive managers, work-life
balance, teamwork, a promising future, and other reasonable
requirements for a good job. EVP puts this responsibility where it
belongs – on the company.
So, the fi rst Tuestion companies should be asking is
³what do employees value? ́ This is where traditional employee
engagement approaches have failed. Many focus on the
organisational upsides of engagement to the exclusion of what
employees want in the bargain. People want to be happy at
work. It’s just that simple. And yet, many old-school engagement
consultancies are not only unable to focus on happiness, but they
also argue against it. “The idea of making people happy at work is
terrible,” said the CEO of one traditional consultancy in a comment
representative of many others.
There’s a high correlation between happiness and all the
performance variables that organisations need, such as customer
focus, retention, innovation, collaboration and speaking well of the
fi rm. To put it plainly, happiness at work is the ultimate employee
value proposition.
Some think that happiness is too vague to be a business goal,
and it can be, if it is not broken down into its components.
Employees have a role in EVP too, which is one of the major
differentiations between an employee value proposition and a
customer value proposition. Customers of most organisations do
not take an active role in shaping their experience because the
relationship is based on infrequent transactions. Employees on the
other hand, spend a large part of everyday at work, and since many
of the decisions are under their control, it is crucial to involve them
in making the company a better place to work.
When your EVP strategy is in practice – focusing on what
employees truly value sheds light on how your company is
perceived before, during and after employment. Additionally, the
motivation of leaders in your workplace directly affects the actions
of your employees. So, when you commit to working toward
employee happiness, the attitude of your employees follow suit and
you stand to gain all that comes along with a happier workforce.
That’s how assessing and steering the direction of the big picture
with an employee value proposition can make an immense
difference to your company.For starters, employee engagement only applies to the period
when a person is an employee. In fact, engagement sometimes
gets serious consideration only during the annual employee
survey. Traditionally, engagement has given only modest attention
to the reputation or “employer brand” of the organisation before
and after a person joins.
An EVP strategy, when implemented in the best way possible,
considers how the company is perceived before, during, and
after employment. Since it is informed by worker surveys but is
not as closely linked to them, EVP tends to be less episodic than
engagement initiatives.
However, assuming that a company gets good insights
from its employee surveys, those analyses are pivotal to
understanding what employees value, how far the company has