- Jennifer Cermak, Social Media and Internal Communications Specialist, Sensata
- Jenny Crawford, Director, Talent Acquisition, Oshkosh Corporation
- Thomas Davenport, Author & Consultant
- Nicole Dorskind, Managing Director, ThirtyThree
- Dr. Dieter Veldsman, Executive, People and Organizational Effectiveness, Momentum Metropolitan Holdings Limited
- Dean Fulford, Leadership Development Lead, Stratford Managers
- Jennifer Heikamp, Lead of Workforce Planning & Organizational Development, York Region
- Darla Higgins, Recruiting Manager, Pet Supplies Plus
- Mark Hirschfeld, VP of Consulting Services,BI WORLDWIDE
- Natalie LeBlanc, Talent Acquisition Leaders, HirePower
- Alexa Moritz, Marketing Manager, ThirtyThree
- Bianca New, Human Resources Consultant, Olympus Australia/New Zealand
- Betsy Schneider, Vice President of Marketing, BI WORLDWIDE
- John Sime, Marketing Technology Consultant
- Derek van der Schyff, Employee Engagement Specialist, Momentum Metropolitan Holdings Limited
- Howard Weintraub, Founder and Lead Consultant, Nuuvo-B2E
- When creating an employee value proposition (EVP), organizations often forget about the employee voice, neglect to look at competitors, and confuse the EVP and employer branding. This can lead to inaccurate, misaligned, and undifferentiated EVPs.
- Unrealistic EVPs can do more harm than good. If the lived experience does not match candidate expectations, the organization will continue to struggle to attract and retain talent.
A strong EVP provides a compelling but realistic view of the benefits of joining the organization while also leading to a connection that encourages employees to stay.
Impact and Result
- Ensure the EVP is realistic and compelling by using the employee voice to uncover the lived experience and the organizational offerings that are highly valued.
- Highlight the unique features of your organization in the EVP to differentiate from competitors and support recruitment and retention efforts by enabling potential and current employees to assess fit.
- Refine the EVP using an iterative process.
This guided implementation is a nine call advisory process.
Guided Implementation #1 - Build a plan to develop the EVP
Call #1 - Identify organizational challenges and goals for the EVP project.
Call #2 - Review employee segments and develop the project plan.
Guided Implementation #2 - Uncover the EVP
Call #1 - Prepare for focus groups and identify other inputs of data.
Call #2 - Review gathered data and key themes.
Call #3 - Review EVP draft statements.
Guided Implementation #3 - Evaluate and refine the EVP
Call #1 - Re-visit project plan timelines and confirm how stakeholder feedback will be collected.
Call #2 - Review stakeholder feedback and revisions made to the EVP.
Guided Implementation #4 - Implement and sustain the EVP
Call #1 - Review the Employer Brand Look Book and identify options for communicating the EVP.
Call #2 - Create the communications plan.
Employee Value Proposition
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- Title: Employee Value Proposition
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
Develop a unique EVP for your organization to reinforce your talent management strategy and differentiate from key talent competitors.
By the end of this course, learners will be able to:
- Understand what an EVP is for and the impact of the EVP for organizations both internally and externally.
- Determine the criteria necessary to create a robust and successful EVP.
- Align the EVP with the employer brand.
- Road-test the EVP internally and externally.
- Determine how to align HR policies and programs to the new EVP.
- Define communications around launching the EVP.
1 to 1.5 CPD hours per course.
McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.
HR Certification Institute’s® official seal confirms that McLean & Company meets the criteria for pre-approved recertification credit(s) for any of HRCI’s eight credentials, including SPHR® and PHR®.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Build a Plan to Develop the EVP
Consolidate, analyze, and theme data from focus groups and existing internal data sources for the creation of the EVP.
Key Benefits Achieved
Employee voice and experience are integrated into the EVP.
Consolidate focus group feedback to identify insights.
- Focus group notes consolidated into insights and categorized
Consolidate existing survey data to identify insights.
- Insights from existing employee surveys categorized
Synthesize all gathered insights into themes.
- Key themes identified
Module 2: Uncover the EVP
- Draft the EVP statements.
- Analyze competitors’ EVPs.
- Present potential EVP statements.
Key Benefits Achieved
- The EVP is evaluated to ensure it is differentiated from competitors and resonates with stakeholders.
Select key EVP themes.
Draft EVP statements.
- Drafted EVP statements
Conduct a competitor analysis.
- Identification of how to differentiate EVP from competitors
Present draft EVP statements to key stakeholders for feedback.
- Feedback from key stakeholders
Module 3: Refine and Plan for Implementation of the EVP
- Integrate employee and candidate feedback into the EVP.
- Create a communications plan to share the EVP internally.
- Prepare to transition the EVP into the employer brand.
Key Benefits Achieved
- Created a short “elevator pitch” of the EVP to launch internally.
- Prepared Marketing is to promote the employer brand externally.
Update draft EVP statements based on key stakeholder feedback.
Develop the plan to segment and assess the EVP.
- Action plan for road testing
Develop the internal communications plan.
- Draft communication plan
Create a plan with Marketing to implement selected branding ideas.
- Draft project plan to create EVP brand