EV P
                             Research Presentation
                Required of Persons Enrolled in the
              ...
What is?


EV P
E mployment

Value

P
roposition
EVP IS THE TOTAL
SET OF BENEFITS
EMPLOYEES
RECEIVE FROM
THEIR
EMPLOYMENT
5 CORE
SEGMENTS
5 CORE SEGMENTS

                          People

              Rewards               Organization




                  ...
DRIVERS OF ATTRACTION AND
        RETENTION
DRIVERS OF ATTRACTION AND RETENTION
DRIVERS OF ATTRACTION AND RETENTION



                          Professional
              Salary     Development
Attract...
DRIVERS OF ATTRACTION AND RETENTION



                            Professional
                                          ...
A company's
  value lies
quot;between the
  ears of its
 employeesquot;

                Jack Welch of GE
A SUCCESSFUL EVP
 MUST LEVERAGE
BOTH ATTRACTION
 AND RETENTION
3
THINGS
What employees value?
What companies provide?
How do they compare?
QUESTIONNAIRE
What do Employees
     Value?
86%
of GeoEngineers employees ranked
 salary in their top three values
82%
of GeoEngineers employees ranked
stability in their top three values
73%
of GeoEngineers employees ranked
Work-Life Balance in their top three
values
Key Values
100
                                                    GeoEngineers
                                          ...
What benefits do
employers provide?
1.4
  GeoEngineers employees
ranked Ownership as the
     highest-rated benefit
1.4
 FOPP Participants ranked
  Health Benefits as the
    highest-rated benefit
GeoEngineers Employees and
FOPP Participants ranked Salary
  and Work-Life Balance as
some of the lowest-rated benefits



...
Key Benefit Rankings
3


                                                     GeoEngineers
                                ...
How do they
 compare?
IN GENERAL, ENGINEERS ARE HAPPY
 TO BE PART OF THEIR COMPANIES
PEOPLE SEGMENT
    Valued Attributes              Provided Attributes
1      Work Environment                Work Environm...
ORGANIZATION SEGMENT
     Valued Attributes              Provided Attributes
       Professional Ethics             Profes...
WORK SEGMENT
    Valued Attributes                 Provided Attributes
1                                             Sched...
OPPORTUNITY SEGMENT
    Valued Attributes             Provided Attributes
1     Company Stability              Company Sta...
REWARDS SEGMENT
    Valued Attributes          Provided Attributes
1        Base Salary               Health Benefits

2   ...
DRIVERS OF ATTRACTION AND RETENTION



                            Professional
                                          ...
DRIVERS OF ATTRACTION AND RETENTION




                                           Health
                  Salary
       ...
WHAT CAN
GEOENGINEERS
DO TO BRIDGE
 THE EVP GAP?
MANAGER QUALITY
WORK-LIFE BALANCE
RECOGNITION AND
ADVANCEMENT FOR
  PERFORMANCE
IN THE END
IN THE END
FINITO
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
Evp Fopp V1.2
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Evp Fopp V1.2

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  • Is the graphic moving or stationary It all depends on your perception.

    We are going to talk about our perception as employees about what benefits we gain from our employers.


  • Is the graphic moving or stationary It all depends on your perception.

    We are going to talk about our perception as employees about what benefits we gain from our employers.


  • It this a sunrise over the Adriatic Sea or sunset over the Tyrrenean Sea? It all depends on your perception.

    We are going to talk about our perception as employees about what benefits we gain from our employers.




  • It all about the value.
  • we get from our employment
  • Examples of EVP attributes include things like tangible things like salary and health benefits to intangibles like working environment and a commitment to professional ethics.
  • Story: My Engineering path started out a bit rocky.




    Ending: Typical EVP attributes (Salary) were not driving factor in my decision
  • According to a recent study by the Corporate Leadership Council, all EVP attributes can be divided into 5 core segments.
  • According to a recent study by the Corporate Leadership Council, all EVP attributes can be divided into 5 core segments.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • People, Organization, Work, Opportunities, and Rewards. There are many EVP attributes a company provides to its employees.
  • But according the CLC, there are 7 EVP attributes are KEY in driving of employee attraction and retention.
  • But according the CLC, there are 7 key EVP attributes that are the drivers of employee attraction and retention.
  • But according the CLC, there are 7 key EVP attributes that are the drivers of employee attraction and retention.
  • But according the CLC, there are 7 key EVP attributes that are the drivers of employee attraction and retention.
  • So if employees are the most valuable asset, companies should focus not only on hiring the best employees, but retaining the ones they have.
  • A successful EVP must leverage both attraction and retention

    Engineering companies surveyed did not have a plan to leverage both.

    In general, they focus on attraction and little on retention.

  • Goal of this study was to learn 3 Things
    1. what do employees Value
    2. What do companies provide
    3. How to they match/compare




  • I created a questionnaire to evaluate the two
    How the questionnaire was geared
    Ranking System
    Participants, 123 from GeoEngineers, 170 from FOPP


  • So what do employees value?
  • Base Salary was in the top three of 86%
  • Stability was in the top three of 82% of GeoEngineers employees
  • Work-Life Balance was in the top three of 73% of GeoEngineers Employees
  • So how do these compare with your responses?
  • Students valued salary and stability, like you, but understandably, they valued future career opportunities more than work-life balance.

  • When asked what benefits a company provides, responses were ranked on a scale of 1 to 5. 1 is the highest rank.
  • The questionnaire asked participants to rank the benefits their companies provide.

    Ownership was the highest rated benefit for GeoEngineers Employees
  • Health Benefits was the highest rated benefit for FOPP Participants
  • Salary and Work-Life Balance were the lowest rated benefits by FOPP Participants

  • Engineering students were asked what will influence their decision to join a company.

    As a side note: My first job provided a good salary, but the rest of these attributes were not provided. So I left.



  • But, there seems to be a bit of a gap between what employees value and those attributes provided by companies.
  • If we look at the most valued attributes and the attributes provided by employers for each Core Segment, we get a look at the gap.

    Employees value a Friendly Work Environment and Manager Quality. Employers provide the desired work environment, but Manager quality is middle-of-the road.

  • )
  • Evp Fopp V1.2

    1. 1. EV P Research Presentation Required of Persons Enrolled in the ASFE/The Best People on Earth Fundamentals of Professional Practice Class No. 18 Submitted by Andrew E. Sparks
    2. 2. What is? EV P
    3. 3. E mployment Value P roposition
    4. 4. EVP IS THE TOTAL SET OF BENEFITS EMPLOYEES RECEIVE FROM THEIR EMPLOYMENT
    5. 5. 5 CORE SEGMENTS
    6. 6. 5 CORE SEGMENTS People Rewards Organization Work Opportunities As reported by the CLC, 2006
    7. 7. DRIVERS OF ATTRACTION AND RETENTION
    8. 8. DRIVERS OF ATTRACTION AND RETENTION
    9. 9. DRIVERS OF ATTRACTION AND RETENTION Professional Salary Development Attraction Opportunities Future Career Opportunities Stability Respect
    10. 10. DRIVERS OF ATTRACTION AND RETENTION Professional Manager Salary Development Quality Attraction Opportunities Retention Work Future Career Environment Opportunities Stability Respect CLC Study, 2006
    11. 11. A company's value lies quot;between the ears of its employeesquot; Jack Welch of GE
    12. 12. A SUCCESSFUL EVP MUST LEVERAGE BOTH ATTRACTION AND RETENTION
    13. 13. 3 THINGS
    14. 14. What employees value?
    15. 15. What companies provide?
    16. 16. How do they compare?
    17. 17. QUESTIONNAIRE
    18. 18. What do Employees Value?
    19. 19. 86% of GeoEngineers employees ranked salary in their top three values
    20. 20. 82% of GeoEngineers employees ranked stability in their top three values
    21. 21. 73% of GeoEngineers employees ranked Work-Life Balance in their top three values
    22. 22. Key Values 100 GeoEngineers FOPP Participants 86 88 82 80 75 73 69 66 68 65 60 58 40 20 0 Company Work-Life Working Base Salary Ethics Stability Balance Environment
    23. 23. What benefits do employers provide?
    24. 24. 1.4 GeoEngineers employees ranked Ownership as the highest-rated benefit
    25. 25. 1.4 FOPP Participants ranked Health Benefits as the highest-rated benefit
    26. 26. GeoEngineers Employees and FOPP Participants ranked Salary and Work-Life Balance as some of the lowest-rated benefits 2.5
    27. 27. Key Benefit Rankings 3 GeoEngineers FOPP Participants 2.3 2 1.8 1.8 1.8 1.7 1.7 1.7 1.7 1.4 1.4 1 0 Work Ownership Health Benefits Ethics Stability Environment
    28. 28. How do they compare?
    29. 29. IN GENERAL, ENGINEERS ARE HAPPY TO BE PART OF THEIR COMPANIES
    30. 30. PEOPLE SEGMENT Valued Attributes Provided Attributes 1 Work Environment Work Environment 2 Coworker Quality Manager Quality 3 Coworker Quality Camaraderie 4 Senior Management Reputation Manager Quality 5 Camaraderie Senior Management Reputation 6 People Management Reputation People Management Reputation
    31. 31. ORGANIZATION SEGMENT Valued Attributes Provided Attributes Professional Ethics Professional Ethics 1 Respect 2 Informal Work Environment 3 Company Reputation Market Position Respect 4 Empowerment 5 Technology Level Company Reputation 6 Market Position Technology Level 7 Informal Work Environment Diversity in the Workforce 8 Social Responsibility Empowerment 9 Environmental Responsibility Environmental Responsibility 10 Diversity in the Workforce Social Responsibility
    32. 32. WORK SEGMENT Valued Attributes Provided Attributes 1 Schedule Flexibility Work-Life Balance 2 Recognition for Performance Innovation on Projects 3 Schedule Flexibility Location of Projects 4 Alignment of Interests Alignment of Interests 5 Innovation on Projects Positive Job Impact 6 Positive Job Impact Opportunity for Business Travel 7 Location of Projects Recognition for Performance 8 Opportunity for Business Travel Work-Life Balance
    33. 33. OPPORTUNITY SEGMENT Valued Attributes Provided Attributes 1 Company Stability Company Stability Advancement Through 2 Future Career Opportunities Performance Professional Development 3 Future Career Opportunities Opportunities Professional Development Management Development 4 Opportunities Opportunities Management Development 5 Growth Rate of Company Opportunities Advancement Through 6 Growth Rate of Company Performance
    34. 34. REWARDS SEGMENT Valued Attributes Provided Attributes 1 Base Salary Health Benefits 2 Vacation Time Health Benefits 3 Vacation Time Retirement Benefits 4 Performance Bonus Ownership 5 Ownership Investment Performance 6 Retirement Benefits Discretionary Time-off 7 Discretionary Time-off Base Salary 8 Investment Performance Performance Bonus
    35. 35. DRIVERS OF ATTRACTION AND RETENTION Professional Manager Salary Development Quality Attraction Opportunities Retention Work Career Environment Opportunities Stability Respect CLC Study, 2006
    36. 36. DRIVERS OF ATTRACTION AND RETENTION Health Salary Benefits Stability Attraction Retention Career Opportunities Work Environment Ethics Work-Life Balance This Study
    37. 37. WHAT CAN GEOENGINEERS DO TO BRIDGE THE EVP GAP?
    38. 38. MANAGER QUALITY
    39. 39. WORK-LIFE BALANCE
    40. 40. RECOGNITION AND ADVANCEMENT FOR PERFORMANCE
    41. 41. IN THE END
    42. 42. IN THE END
    43. 43. FINITO

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