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Secrets to a great employee value proposition

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Brett Minchington MBA: Employer Branding
Brett Minchington MBA: Employer Branding

This document discusses the importance of developing an effective employee value proposition (EVP) for attracting and retaining talent. It provides examples of how BASF developed their EVP based on opportunities for employees, performance and personality. The author recommends conducting research to understand what employees and targets seek in employment to define the EVP. Secondary research found attributes like reputation, innovation and work environment most influence employment choice. An employee lifecycle engagement map can align the EVP to talent attraction and retention by focusing on key moments. Developing an EVP informed by research is important for competitiveness in attracting talent.

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34 j u l / a u g 2 0 1 1 HUMANresources SecretstoaGreatEmployee ValueProposition A t the heart of your employer brand strategy should be your employee value proposition (EVP). Your EVP is an employee-centred approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and your external target audience. In its simplest form, your EVP is a set of associations and offerings provided by your organisation in return for the skills, capabilities and experiences an employee brings to your organisation. A unique, relevant and compelling EVP that is well-communicated can be the difference between why talent choose your organisation compared to any one of your competitors. One of the most effective EVP definitions I have found was developed by BASF. Their global EVP is based on the following core aspects: As the world’s leading chemical•• company, we offer intelligent solutions both for our customers and for a sustainable future. We connect people with very different•• talents worldwide and offer them a variety of opportunities. And for us, our employees’•• performance counts as well as their personality. In addition, BASF developed EVP rules and the regions were empowered to select specific EVP focal points they considered most important for their region. With respect to each regional communication of the EVP, the global EVP represents the umbrella that ensures the overall consistency of BASF’s by Brett Minchington employer communication. It allows customisation as necessary in order to really meet the needs of the target groups approached in a particular region. Defining your EVP To define your EVP you should conduct in-depth research to determine the most important attributes your target audience is seeking from an employment experience, why employees chose to join your company, why they stay and which employment attributes you could improve. As a minimum the research agenda should include 1) research across the entire employee population using a reliable online survey tool and 2) focus groups of employees chosen from homogenous segments of your workforce, eg by division, region of job tenure. You should also include a sample of new hires hrtoolbox
35j u l / a u g 2 0 1 1 HUMANresources 35j u l / a u g 2 0 1 1 HUMANresources Figure 1: Influencers of employment choice—Gender (0-3 months) in your sample as this is when the perception vs reality test of the employment experience is most evident. Your research outcomes should: Define the driving motivators of•• attraction, engagement and retention of current employees and determine any gaps between the aspirations, expectations and perceptions of leaders and employees about the employment experience Determine perceptions of your•• organisation as a ‘great place to work,’ amongst your external target audience Accessing relevant secondary research will save you time and money when trying to understand the employment needs of your external target audience. In a 2010 global study by Employer Brand International (EBI) to determine which employer brand attributes have the strongest influence on employment choice (see figure 1), we found the strongest influencers of employment choice by gender include: working for a company Brett Minchington Chairman/CEO Employer Brand International with a strong reputation, the opportunity to work with thought leaders, being rewarded for good performance, and working for a company that has a culture of innovation. Interestingly the study also found a friendly work environment was six times a stronger influence for females compared to males! This type of research can inform the development of your external facing EVP and make it clear that the same EVP does not necessarily work across all of your employee segments. It is important to understand the implications of these differences. For example, if your workforce has a high percentage of females it is important to assess your policies, systems and processes to determine if they work towards creating a friendly working environment. Failure to do so could result in an important value proposition being overlooked. A picture is worth a thousand words On completion of your EVP research you should bring together your results into an ‘Employee Lifecycle Engagement Map’, a consolidated picture of how your EVP impacts on talent attraction and retention. The Map will inform managers of the ‘key moments of truth’ for your EVP along the employee lifecycle. The map focuses efforts on aligning values, behaviours and actions with your EVP and is reflective of information revealed during the research process. Rewarding managers for delivering on your EVP will assist in building a culture of leadership focused on delivering a positive employment experience aligned with the needs of your talent. This story first appeared in HR Futures Magazine. hrtoolbox
Certificate in Employer Brand Leadership About Employer Brand International EBI provides research, advisory and thought leadership in employer branding through strategic consulting, conferences/training, publications, research and global think- tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s Global Advisory Board consists of leading corporate professionals and academics from around the world. Why choose to study the Certificate in Employer Brand Leadership? • Study for an in demand leadership skill • Case study approach to support theoretical frameworks • Real world application • Flexible study options • Supportive learning environment • Access to the world’s most extensive employer branding learning resources • Alumni support 1. Since 2007 EBI has trained thousands of managers in employer branding in more than 50 cities in 28 countries. 2. Access to an employer branding global community of 3500+ members. 3. Course is supported by world class learning resources including books, handbooks and global research reports. 4. The first course of its kind offered in partnership with educational institutions, business and the community. 5. Accredited by EBI 5QUICKFACTS Enrol Today! www.employerbrandinternational.com
WELCOME FROM THE CHAIRMAN/CEO Welcome to the Certificate in Employer Brand Leadership Course – a contemporary leadership program for managers around the world. Since 2007, Employer Brand International has conducted training for thousands of managers in employer branding in more than 50 cities in 28 countries including Australia, Belgium, Denmark, France, Germany, Italy, Russia, UAE, UK, and the USA. Employees are fast becoming central to the process of brand building and their behavior can either reinforce a brand’s advertised values or, if inconsistent with these values, undermine the credibility of your messages. Employer branding is a whole of business concept concerned with the attraction, engagement and retention initiatives targeted at enhancing your company’s employer brand. The contest amongst employers to attract and retain talented workers takes place in a world where changes in the political, economic, social and technological environments and concerns about a company’s environmental footprint is driving widespread change in employment patterns. Today, competition for the best employees is as fierce as competition for customers and market share. The course brings together a talented team of academics, strategists and corporate leaders to create an inspiring learning experience in the growing field of employer branding. Our emphasis is on assisting you to develop leadership, communication, problem solving and team building skills, which will enable you to better understand and deal with the complex issues of management in a changing business environment. In selecting students we look for high quality people with the potential to not only benefit but also contribute to the learning experience. Whilst practical in orientation, your learning experience will include networking with like minded professionals around the world to support a solid theoretical grounding in employer brand leadership. Organizations that can attract and retain the best minds by leveraging a unique, relevant and distinctive employer brand will have a competitive edge in the marketplace. We look forward to welcoming you and wish you the very best with your studies. Brett Minchington Chairman/CEO Employer Brand International PROGRAM STRUCTURE CORE MODULE A THE BUSINESS CASE FOR EMPLOYER BRANDING Study Unit 1: The Fundamentals Of Employer Branding (EBLFU) CORE MODULE B BEST PRACTICE IN EMPLOYER BRANDING Study Unit 2: Employer Brand Leadership Principles Practices (EBLPP) Study Unit 3: Employer Brand Strategic Management (EBLSM) Study Unit 4: Employer Branding Mapping Competitor Analysis (EBLCA) Study Unit 5: Employer Brand Analytics Reporting (EBLAR) Study Unit 6: Contemporary Practices in Employer Branding Social Media (EBLSM) Study Unit 7: Employee and Customer Experience (EBLCE) CORE MODULE C THE FUTURE FOR EMPLOYER BRANDING Study Unit 8: Employer Branding Social Responsibility (EBLSR) Study Unit 9: Future Trends in Employer Branding (EBLTD) Study Unit 10: Employer Branding Case Study Analysis (EBLCS) HOW TO APPLY Apply online at www.employerbrandinternational.com or to enquire please email Andrea at: andrea@employerbrandinternational.com Please direct all course enquiries to: Ms Andrea Fielding P +61 8 8443 4115 F +61 8 8443 4149 ALUMNI SUPPORT The EBI Employer Branding Global Community is an important part of the life and community of the School, as it forms an integral part of the School’s business relationships. The network is diverse, including students and graduates who work and live locally, interstate and overseas. With more than 3500 members, the EBGC supports members in various ways: • Fostering global networking opportunities • Informing the business community of latest trends in employer branding www.employerbrandinternational.com

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Secrets to a great employee value proposition

  • 1. 34 j u l / a u g 2 0 1 1 HUMANresources SecretstoaGreatEmployee ValueProposition A t the heart of your employer brand strategy should be your employee value proposition (EVP). Your EVP is an employee-centred approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and your external target audience. In its simplest form, your EVP is a set of associations and offerings provided by your organisation in return for the skills, capabilities and experiences an employee brings to your organisation. A unique, relevant and compelling EVP that is well-communicated can be the difference between why talent choose your organisation compared to any one of your competitors. One of the most effective EVP definitions I have found was developed by BASF. Their global EVP is based on the following core aspects: As the world’s leading chemical•• company, we offer intelligent solutions both for our customers and for a sustainable future. We connect people with very different•• talents worldwide and offer them a variety of opportunities. And for us, our employees’•• performance counts as well as their personality. In addition, BASF developed EVP rules and the regions were empowered to select specific EVP focal points they considered most important for their region. With respect to each regional communication of the EVP, the global EVP represents the umbrella that ensures the overall consistency of BASF’s by Brett Minchington employer communication. It allows customisation as necessary in order to really meet the needs of the target groups approached in a particular region. Defining your EVP To define your EVP you should conduct in-depth research to determine the most important attributes your target audience is seeking from an employment experience, why employees chose to join your company, why they stay and which employment attributes you could improve. As a minimum the research agenda should include 1) research across the entire employee population using a reliable online survey tool and 2) focus groups of employees chosen from homogenous segments of your workforce, eg by division, region of job tenure. You should also include a sample of new hires hrtoolbox
  • 2. 35j u l / a u g 2 0 1 1 HUMANresources 35j u l / a u g 2 0 1 1 HUMANresources Figure 1: Influencers of employment choice—Gender (0-3 months) in your sample as this is when the perception vs reality test of the employment experience is most evident. Your research outcomes should: Define the driving motivators of•• attraction, engagement and retention of current employees and determine any gaps between the aspirations, expectations and perceptions of leaders and employees about the employment experience Determine perceptions of your•• organisation as a ‘great place to work,’ amongst your external target audience Accessing relevant secondary research will save you time and money when trying to understand the employment needs of your external target audience. In a 2010 global study by Employer Brand International (EBI) to determine which employer brand attributes have the strongest influence on employment choice (see figure 1), we found the strongest influencers of employment choice by gender include: working for a company Brett Minchington Chairman/CEO Employer Brand International with a strong reputation, the opportunity to work with thought leaders, being rewarded for good performance, and working for a company that has a culture of innovation. Interestingly the study also found a friendly work environment was six times a stronger influence for females compared to males! This type of research can inform the development of your external facing EVP and make it clear that the same EVP does not necessarily work across all of your employee segments. It is important to understand the implications of these differences. For example, if your workforce has a high percentage of females it is important to assess your policies, systems and processes to determine if they work towards creating a friendly working environment. Failure to do so could result in an important value proposition being overlooked. A picture is worth a thousand words On completion of your EVP research you should bring together your results into an ‘Employee Lifecycle Engagement Map’, a consolidated picture of how your EVP impacts on talent attraction and retention. The Map will inform managers of the ‘key moments of truth’ for your EVP along the employee lifecycle. The map focuses efforts on aligning values, behaviours and actions with your EVP and is reflective of information revealed during the research process. Rewarding managers for delivering on your EVP will assist in building a culture of leadership focused on delivering a positive employment experience aligned with the needs of your talent. This story first appeared in HR Futures Magazine. hrtoolbox
  • 3. Certificate in Employer Brand Leadership About Employer Brand International EBI provides research, advisory and thought leadership in employer branding through strategic consulting, conferences/training, publications, research and global think- tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s Global Advisory Board consists of leading corporate professionals and academics from around the world. Why choose to study the Certificate in Employer Brand Leadership? • Study for an in demand leadership skill • Case study approach to support theoretical frameworks • Real world application • Flexible study options • Supportive learning environment • Access to the world’s most extensive employer branding learning resources • Alumni support 1. Since 2007 EBI has trained thousands of managers in employer branding in more than 50 cities in 28 countries. 2. Access to an employer branding global community of 3500+ members. 3. Course is supported by world class learning resources including books, handbooks and global research reports. 4. The first course of its kind offered in partnership with educational institutions, business and the community. 5. Accredited by EBI 5QUICKFACTS Enrol Today! www.employerbrandinternational.com
  • 4. WELCOME FROM THE CHAIRMAN/CEO Welcome to the Certificate in Employer Brand Leadership Course – a contemporary leadership program for managers around the world. Since 2007, Employer Brand International has conducted training for thousands of managers in employer branding in more than 50 cities in 28 countries including Australia, Belgium, Denmark, France, Germany, Italy, Russia, UAE, UK, and the USA. Employees are fast becoming central to the process of brand building and their behavior can either reinforce a brand’s advertised values or, if inconsistent with these values, undermine the credibility of your messages. Employer branding is a whole of business concept concerned with the attraction, engagement and retention initiatives targeted at enhancing your company’s employer brand. The contest amongst employers to attract and retain talented workers takes place in a world where changes in the political, economic, social and technological environments and concerns about a company’s environmental footprint is driving widespread change in employment patterns. Today, competition for the best employees is as fierce as competition for customers and market share. The course brings together a talented team of academics, strategists and corporate leaders to create an inspiring learning experience in the growing field of employer branding. Our emphasis is on assisting you to develop leadership, communication, problem solving and team building skills, which will enable you to better understand and deal with the complex issues of management in a changing business environment. In selecting students we look for high quality people with the potential to not only benefit but also contribute to the learning experience. Whilst practical in orientation, your learning experience will include networking with like minded professionals around the world to support a solid theoretical grounding in employer brand leadership. Organizations that can attract and retain the best minds by leveraging a unique, relevant and distinctive employer brand will have a competitive edge in the marketplace. We look forward to welcoming you and wish you the very best with your studies. Brett Minchington Chairman/CEO Employer Brand International PROGRAM STRUCTURE CORE MODULE A THE BUSINESS CASE FOR EMPLOYER BRANDING Study Unit 1: The Fundamentals Of Employer Branding (EBLFU) CORE MODULE B BEST PRACTICE IN EMPLOYER BRANDING Study Unit 2: Employer Brand Leadership Principles Practices (EBLPP) Study Unit 3: Employer Brand Strategic Management (EBLSM) Study Unit 4: Employer Branding Mapping Competitor Analysis (EBLCA) Study Unit 5: Employer Brand Analytics Reporting (EBLAR) Study Unit 6: Contemporary Practices in Employer Branding Social Media (EBLSM) Study Unit 7: Employee and Customer Experience (EBLCE) CORE MODULE C THE FUTURE FOR EMPLOYER BRANDING Study Unit 8: Employer Branding Social Responsibility (EBLSR) Study Unit 9: Future Trends in Employer Branding (EBLTD) Study Unit 10: Employer Branding Case Study Analysis (EBLCS) HOW TO APPLY Apply online at www.employerbrandinternational.com or to enquire please email Andrea at: andrea@employerbrandinternational.com Please direct all course enquiries to: Ms Andrea Fielding P +61 8 8443 4115 F +61 8 8443 4149 ALUMNI SUPPORT The EBI Employer Branding Global Community is an important part of the life and community of the School, as it forms an integral part of the School’s business relationships. The network is diverse, including students and graduates who work and live locally, interstate and overseas. With more than 3500 members, the EBGC supports members in various ways: • Fostering global networking opportunities • Informing the business community of latest trends in employer branding www.employerbrandinternational.com