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HRM Employee Value Proposition Survey Results

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  • 1. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 1 showing a lot of promise Wh at matte rs in yo u r Employee Value Proposition report 2012
  • 2. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 2 talking heads Leadership and Specialist, Permanent and Contract Recruitment through 3 practice areas: professional services group science & technology group commercial & support group p: (+353 1) 632 1800 | e: info@hrm.ie | www.hrm.ie
  • 3. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 3 3 introduction employee value proposition Employee Value Proposition (EVP) is the term used to describe, the deal a company makes with employees and potential employees, in return for their productivity and in particular, their discretionary performance effort. EVP applies to every organisation that employs people. If talent is important in your business, then so too is your EVP. In a digital world were reputations are made and lost in nanoseconds, having a clear and cohesive EVP strategy is essential to managing your employer brand and giving you a cost and performance edge over your competition. An effective EVP reduces your expenditure, improves your employee commitment and attracts better talent to your company. EVP is not just about compensation and benefits. EVP is an employee’s or potential employee’s total perspective on the leadership style of your organisation, the social kudos of being an employee at your firm, your approach to career development and promotion, the physical working environment and the organisation’s culture. It is the experience an employee or potential employee has when they interact with your firm online, in person, or even as a customer. EVP is the challenge of the work you provide, the stability of your organisation and the learning and development you offer. EVP is the complete promise that your firm is perceived to offer to its employees and to prospective talent. Leading global professional services firm Towers Watson, in their 2010 research on the subject, suggest that “financially high-performing companies are more likely to have an EVP than lower-performing ones”. The reason? Retention of top talent is more effective, talent pipelines are filled with brighter candidates and as a consequence, customers have a better experience and are more likely to want to repeat it. As organisations start to emerge from the dark recesses of the global economic crisis, retaining and attracting talent becomes central to an organisation’s success. For most businesses, the stabilisation of revenues and the desire to return to growth means hiring re-starts. Many professionals who have lived with cost cutting, curtailed or cancelled budgets, changes in leadership or peer group, along with increased personal taxes, begin to question their commitment to their current employer. Since 2008, Executives in all functions shouldered greater burdens as a consequence of colleagues having been made redundant and the organisation’s need to drive more from existing resources. In the aftermath of all that, along with the prevailing general economic gloom and often resulting anxiety, the demand for better work/life balance rises. To keep the brightest talent at their organisations and to attract the best candidates from external markets, your company must be a highly desirable place to work. At the very least, you must represent a better proposition as an employer or potential employer than your closest competitors. In the largest ever external survey on Employee Value Proposition, we looked at the factors that make up a positive Employer Value Proposition for professionals in ten professional functions and across twenty industry segments. The results of the survey are contained in this report, preceded by an analysis of the respondents and explanation of the survey methodology. h rm e mploye e va lu e propos iti on | re port 2012
  • 4. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 4 4 the survey - analysis of respondents In many ways, this survey seeks to raise gender questions for your organisation, rather than answer them. Our research goal Male 6,786 62.7% was to understand the components that Female 4,035 37.3% make up a strong Employee Value Proposition (EVP) for professional talent. Creating a comprehensive and career level sustainable EVP is a complex process for any organisation. An EVP “deal”, once Company Director 554 5.1% made by an employer must work and be consistently applied to avoid cynicism Functional Head 1,101 10.2% and resulting staff turnover. Senior Manager 1,663 15.4% People by their nature, and the Middle Manager 2,907 26.9% specificity of their needs are also complex, one size does not fit all. To Specialist or stand alone professional* 4,596 42.4% address this, we looked at EVP through *While this category is considered a level, it also includes more four classifications. We sought to experienced professionals who do not have people management, understand what impact gender might department or budgetary responsibility. have in EVP terms and also, if and how EVP might need to change as a person progresses up the career ladder. The function research investigated whether EVP Legal 216 2.0% perspective might differ between professional functions and also through Marketing 670 6.2% industry segment. IT 810 7.5% 10,821 executive employees participated in the survey with the following HR 957 8.8% classifications for the purpose of the Supply Chain 1,384 12.8% research: Science 1,032 9.6% GENDER CAREER LEVEL Engineering 1,046 9.7% FUNCTION General Management 1,012 9.4% INDUSTRY SEGMENT Sales 1,096 10.1% An analysis of the classification headings and the response levels under each is Finance 1,479 13.7% given in the following tables. Other 1,119 10.3% h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 5. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 5 5 the survey - analysis of respondents industry segment As an additional classification, respondents were asked to declare Financial Services 1,006 9.3% whether they were currently in paid employment or out of work. Consultancy 422 3.9% FMCG 898 8.3% 81.2% of the respondents are currently in paid employment, with the balance Insurance 184 1.7% presently being out of work. Professional Services 617 5.7% 72.4% of those currently unemployed are male. Science 509 4.7% Call Centre 65 0.6% The largest Career Level category in the group of respondents presently out of Distribution & Logistics 725 6.7% work is Company Director. 29.1% of respondents at that level are currently Healthcare 628 5.8% seeking employment. IT 1,060 9.8% 15.9% of respondents at Middle Manager Telecommunications 400 3.7% level are currently out of work. Charity / Voluntary 87 0.8% 36% of female respondents are currently out of work. Education 173 1.6% Manufacturing 1,764 16.3% It should be noted, that the survey was conducted amongst professionals with Public Sector 281 2.6% whom HRM has had some previous contact, solicited or unsolicited for the Engineering / Construction 660 6.1% purpose of career movement. HRM Energy / Environmental 173 1.6% recruits into roles in the career range middle to senior management only. Tourism / Hospitality 141 1.3% As such these figures may not be representative of the labour market as a Media 141 1.3% whole. Retail 270 2.5% Other 617 5.7% h rm e mploye e va lu e propos iti on | re port 2012
  • 6. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 6 6 the survey - methodology methodology In responding to the survey, participants were asked to address several statements under six headings, as follows: 1. Reward 2. Career Development and Opportunity 3. The External Organisation 4. The Internal Organisation 5. Perception of the Role 6. During the Recruitment Process Having reviewed each of the statements under the headings above, participants used a five point Likert type scale to indicate their response to that item, for each of the first five headings and a three point scale under the sixth. The questions were phrased so that respondents would evaluate each item as to their importance in value when considering an aspect of employment proposition. The choices allowed were: 1. Insignificant 2. Unimportant 3. Neutral 4. Important 5. Highly Important Under the sixth heading “During the Recruitment Process” the scale was reduced to three options: 1. No impact on my decision 2. Some impact on my decision 3. Significant impact on my decision In each case, the research question posed to survey participants is given at the head of the response table. To facilitate easier comparison analysis between different response items and sets, a weighting scale is applied and reported in each case as Rating Averages. The maximum possible rating for a five point scale question is 5.0 while the maximum for a three point response scale is 3.0. For the purpose of this report, the data is presented initially under the Career Level classification, with further narrative that includes Gender and other classification response patterns. Narrative is used, as tables for all possible cross tabulated response patterns would simply be too much to report here. However, we encourage any interested party who would like to know more about the data or whom has a specific enquiry on any cross tabulation of classification elements to contact us directly so that we may assist if possible. Feedback, observations or comments are always very welcome to the email addresses on the following page. h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 7. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 7 7 key findings key findings 1. After Salary, the Amount of Annual Leave is the next most important Compensation and Benefit item your organisation can provide. Company Cars are the least beneficial element to this aspect of your Employee Value Proposition. 2. The most important aspect to an Executive in terms of where they wish to develop their career is the stability of your organisation, ahead of defined career paths or commitment to learning and performance feedback. 3. The results indicate that there are at least two male managers for every female manager, in Senior Management teams in Ireland and four men for every woman at Director level. 4. The two factors that most determine the overall value of your Employer Brand are your organisation’s reputation for ethics and approach to quality standards. Your company’s reputation with customers is the next key element. 5. In evaluating the organisation’s cultural elements of EVP, Executives regard how the company shows respect for its employees and how calm the leadership remains under pressure as the two most important factors. 6. For Specialists and Stand Alone Professionals, Work/Life Balance is the most important aspect of your organisation’s Employee Value Proposition. The location of your workplace is much more important to women than to men. Travel as part of a role is the least attractive element overall. 7. For candidates working in Professional Services, the person to whom they report or would be reporting, is the most important EVP influencer. 8. Hiring managers need to put the candidate at the centre of your hiring experience and work to establish rapport, if they wish to hire the best talent. This, along with the level of interest shown at interviews, by the interviewers, are the top influencers for potential talent in your hiring process. the importance of research Judgement is the most important value a recruitment partner brings to its customers. Through this the best in talent and not just what is available, can be sourced to meet critical talent needs. Expert knowledge of professional labour markets feeds this and is ultimately what drives our research agenda, as we develop pipelines of the best talent in each sector for future client needs. Quality research is central to everything we do at HRM, how we source great talent, how we create great employment relationships and how we keep our clients ahead of their own competition. For more information contact: Graham Morris Managing Director HRM Recruitment Group (+353 1) 632 1875 graham.morris@hrm.ie Michael O’Leary Chief Executive HRM Recruitment Group (+353 1) 632 1817 michael.oleary@hrm.ie www.hrm.ie h rm e mploye e va lu e propos iti on | re port 2012
  • 8. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 8 8 reward 1 Please consider each the following compensation and reward related elements. Rate each of the attributes based on their importance to you in your current role or when considering a future role? company functional senior middle specialist or rating director head manager manager stand alone average professional Salary 4.26 4.42 4.47 4.51 4.45 4.46 Health Cover 3.85 3.73 3.83 3.73 3.83 3.80 Pension Contribution Level 3.83 3.85 3.87 3.82 3.80 3.82 Life Assurance 3.47 3.44 3.40 3.28 3.42 3.38 Provision of Sick Pay 3.45 3.62 3.55 3.68 3.80 3.69 Amount of Annual Leave 3.68 3.80 3.89 3.96 3.96 3.92 Company Car 2.81 2.83 2.86 2.43 2.26 2.48 Performance Bonus 4.19 4.14 4.02 3.95 3.73 3.90 Share Options 3.47 3.44 3.18 2.80 2.87 2.99 • under the heading of reward, salary is the most important evp element • company cars are the least important element of compensation • half of all functions rate amount of annual leave ahead of performance bonus h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 9. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 9 9 reward As can be seen in the table, Salary and Annual Leave hold first and second place respectively, in overall terms under this heading. Viewed by individual Career Levels, this is also true of Middle Managers and Specialists, while Senior Managers, Functional Heads and Company Directors give Performance Bonus as their second most important Reward based EVP element. Company Car features as the least important element for all. There is little significant difference between genders under this heading, other than in the Provision of Sick Pay and Amount of Annual Leave elements where female respondents attach 10% more importance to these than male respondents. Share Options are perceived as more important to men by a similar margin. While Salary is the most important factor for all functions, professionals in Legal, IT, HR, Science and Finance indicate that Amount of Annual Leave is their second highest influencing factor. Those working in Marketing, Supply Chain, General Management and Sales rate Performance Bonus as their next most important element, while Engineers choose Pension Contribution Level. While all industry segments indicate Salary as their most important compensation related EVP element, IT, Life Sciences and Manufacturing choose Health Cover as their next priority. Pension features the second biggest attraction for Healthcare and Charity/Voluntary segments, while Provision of Sick Pay is the Insurance industry’s choice at this level. Performance Bonus has the largest number of segments selecting it, chosen by Consultancy, FMCG, Call Centre, Distribution & Logistics, Telecommunications, Engineering/Construction, Energy/Environmental and Media. All others not mentioned here selected Amount of Annual Leave as their second choice. heads talking Leadership and Specialist, Permanent and Contract Recruitment through 3 practice areas: professional services group science & technology group commercial & support group p: (+353 1) 632 1800 | e: info@hrm.ie | www.hrm.ie h rm e mploye e va lu e propos iti on | re port 2012
  • 10. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 10 10 career development & opportunity 2 Please review each of the following attributes related to the development of your career. Rate each element based on its importance to you in your current role or when considering a future role. company functional senior middle specialist or response director head manager manager stand alone totals professional Formal Career Planning 3.8 3.83 3.95 3.97 3.89 3.91 Provision of Study Support 3.0 3.5 3.46 3.63 3.73 3.6 Organisation Commitment to Learning & 4.02 4.08 4.18 4.13 4.14 4.13 Development Allocation of a Senior Executive as Mentor 3.24 3.5 3.61 3.54 3.41 3.48 Company with Policy to Promote 3.71 3.91 3.96 4.08 4.03 4.0 Internally Clear Career Paths 3.75 3.92 4.1 4.07 4.07 4.05 Organisations Growth Rate 3.88 4.0 4.05 3.97 3.85 3.93 Organisational Stability 4.04 4.21 4.36 4.33 4.26 4.28 Performance Feedback 4.2 4.34 4.35 4.31 4.17 4.25 • under the heading of career development, stability is the most important evp element overall • mentoring is the least important attribute • females place a higher value on structured career development than their male counterparts h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 11. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 11 11 career development & opportunity The higher two Career Levels select Feedback, Stability and Learning as their most important elements. All other respondents select similarly but reversing Stability and Feedback, suggesting possibly that higher level leaders are more comfortable with ambiguity and insecurity. Factors such as Formal Career Planning, Provision of Study Support and Organisation Commitment to Learning and Development appear to be less important as one rises through a career. However, other elements including the Allocation of a Senior Executive as Mentor, Performance Feedback and Organisation’s Growth Rate appear to peak in the Middle at Senior Manager, a point most typically when ambition and career growth may be foremost in the Executive mind. Female respondents gave a higher rating in every one of the nine elements under the heading for Career Development than their male counterparts. The gap is most pronounced under the factor Company with Policy to Promote Internally. 50% of females also rated Organisational Stability as highly important. Perhaps by placing a higher value on these elements, women suggest they do not experience career progress to the same extent as men. Do women prefer to stay with a company to develop their career? Does this make them more loyal as employees and do they suffer in their career development as a consequence? Only 23% of female respondents describe themselves as being in the top three of the Career Levels in this survey, compared with 35% of males. Professionals in Marketing, IT, Supply Chain and HR all see Performance Feedback as the attribute of most importance in the Career Development aspect of Employee Value Proposition. Given the torrid few years that HR have had to work through, unsurprisingly Organisational Stability is their second priority. In fact, those who work in Science, Engineering, General Management, Sales and Finance rated Organisational Stability as their number one element, while Legal professionals list Clear Career Paths and Performance Feedback as their one and two respectively. Industry Segments; Consultancy, Professional Services, Healthcare, IT, Telecoms, Charity/Voluntary, Manufacturing, Tourism/Hospitality and Retail choose Performance Feedback as the most important EVP attribute under this heading. Organisational Stability is the next most popular overall and rated as the most important aspect for Financial Services, Insurance, Science, Distribution/Logistics, Education, Engineering/Construction, Energy/Environmental, Tourism/Hospitality and Media. These are of course, all segments that have seen more rationalisation than most over the last few years. Organisation Commitment to Learning & Development (Public Sector) and Clear Career Paths (Call Centre) were the other first choices for segments under this heading. h rm e mploye e va lu e propos iti on | re port 2012
  • 12. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 12 12 external perspective of the organisation 3 Please consider the following characteristics and behaviours of an organisation and rate them on their level of importance to you, in your decision to stay with your current organisation or your decision to choose a new organisation as an employer? company functional senior middle specialist or response director head manager manager stand alone totals professional The companys reputation with 4.48 4.22 4.29 4.15 4.1 4.17 customers. The diversity of the companys workforce. 3.21 3.42 3.4 3.47 3.44 3.43 The companys approach to environmental responsibility. 3.44 3.57 3.51 3.52 3.52 3.52 The companys approach to corporate social responsibility. 3.46 3.75 3.73 3.63 3.58 3.63 The companys approach to ethics. 4.33 4.28 4.25 4.21 4.14 4.2 The companys recognition as a "Great 3.56 3.76 3.76 3.74 3.63 3.69 Employer". The companys market share and position. 3.5 3.66 3.68 3.53 3.37 3.5 The companys approach to quality 4.31 4.16 4.2 4.24 4.13 4.19 standards. The use of current and emerging 4.13 4.1 4.12 4.1 4.11 4.11 technology. The size of the organisation. 2.96 3.16 3.21 2.99 3.07 3.07 The industry sector the company is in. 3.29 3.39 3.51 3.47 3.5 3.47 The awareness of the organisations 3.31 3.69 3.71 3.52 3.43 3.52 brand. The organisations reputation for 3.9 4.02 3.98 3.83 3.86 3.89 innovation. The opinion held by your friends or family 3.1 3.03 3.15 3.17 2.95 3.06 of the organisation. h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 13. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 13 13 external perspective of the organisation • under external perspective, ethics followed very closely by quality standards were the top overall evp elements • the opinion of family and friends has the lowest value, except for those who work in charity/ voluntary • marketing, sales and supply chain functions see the company’s reputation as the most important evp aspect An organisation’s approach to Ethics is the combined most important element for respondents under the heading External Organisation Perspective. All categories of Career Level selected this as either their most, or next most important element. The company’s approach to quality standards is the second factor overall, most likely to create a positive external perspective. All Career Levels selected this in their top three. All but one category of Career Level selected The organisation’s reputation with customers, in their top three choices, with Specialists or Stand Alone Professionals being the exception. Company Directors and Senior Managers gave this element their most important rating. Male and female respondents agree that The company’s approach to quality standards and The company’s reputation with customers are both top three influencers. However, they disagree in what they believe to be the highest factor with men picking The use of current and emerging technology while female participants chose The company’s approach to ethics. Female respondents also see The diversity of the company’s workforce as a much greater attraction than their male counterparts, also placing more emphasis on The company’s approach to environmental responsibility and The company’s approach to CSR in their evaluation of a company’s EVP. The functions of Marketing, Supply Chain and Sales name The company’s reputation with customers as their most important attribute under the External EVP heading. HR, Engineering, General Management and Finance give this second billing. Legal, HR and Finance rate The company’s approach to ethics as their top characteristic. Engineering and IT list The use of current and emerging technology as their most influential factors, while Science and General Management indicate The company’s approach to quality standards. The company’s reputation with customers is the first choice EVP attraction under this heading for the Insurance segment, along with Professional Services, Call Centre, Healthcare, Telecoms, Charity/Voluntary, Education, Energy/Environmental, Tourism/Hospitality and Media. The organisation’s approach to ethics is the priority for Consultancy, Call Centre, IT, Public Sector, Engineering/Construction and Retail. The remaining segments select The company’s approach to quality standards as their number one with the exception of IT who cite unsurprisingly, The use of current and emerging technology. Ethics is the second most important choice for Financial Services, while Call Centre professionals see the industry sector that their Call Centre is attached too as their next priority. The highest rating for The opinion held by your friends or family of the organisation was given by Charity/Voluntary. The Public Sector gave this their lowest rating, which was the lowest rating by any segment of any attribute under this heading. h rm e mploye e va lu e propos iti on | re port 2012
  • 14. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 14 14 internal perspective of the organisation 4 Please rate the following attributes based on their importance to you in your current role or when considering a future role? company functional senior middle specialist or response director head manager manager stand alone totals professional A team-orientated work environment. 4.06 4.09 4.12 4.15 3.89 4.03 The quality of co-workers. 4.15 4.32 4.26 4.33 4.27 4.28 The reputation of the senior leadership 4.21 4.35 4.38 4.23 4.16 4.24 team. The quality of the organisations 4.4 4.4 4.43 4.4 4.39 4.4 managers. The camaraderie amongst the companys 4.06 4.13 4.16 4.26 4.19 4.19 workforce. The leadership being calm under pressure. 4.58 4.33 4.44 4.4 4.33 4.38 The companys informal working 3.81 3.72 3.75 3.8 3.78 3.78 environment. How the company shows respect for 4.54 4.48 4.61 4.63 4.58 4.58 employees. The level of risk encouraged by the 3.81 3.7 3.65 3.63 3.5 3.59 company. The level of employee empowerment that 4.15 4.24 4.14 4.18 4.08 4.14 is encouraged. • under the heading of internal perspective, respect for employees is the most important evp element • the level of risk encouraged by the organisation is the least important • company directors see the leadership being calm under pressure as their most important element h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 15. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 15 15 internal perspective of the organisation How the company shows respect for employees is the top overall attribute under the heading Internal Perspective of the Organisation. All bar one of the Career Level categories selected this as their most important, with Company Directors choosing The leadership being calm under pressure as the most important factor. In fact all categories of Career Level also choose this element somewhere in their top three. This gives an indication as to how an organisation might develop its internal culture in order to retain bright talent. However, the challenge remains for companies to find methods of communicating externally their success in these areas, in order to improve the quality and accuracy of their talent pipelines. How the company shows respect for employees is the top choice for both male and female respondents. The quality of the organisation’s managers and The leadership being calm under pressure are second and third choice respectively for women, a pairing that is reversed for men. The quality of co-workers and The reputation of the senior leadership team while important to men are higher priority for women. Males are drawn more by The level of risk encouraged by the company. All Functions combined describe How the company shows respect for employees as their number one EVP element under this heading. This factor achieves the second highest score of all of the attributes to EVP within the survey. Legal, HR, Science, Engineering, Sales and Finance see The quality of the organisation’s managers as their second highest factors, while The leadership being calm under pressure is the second highest factor for Marketing, Supply and General Management. IT rate The quality of co-workers as the second most important EVP element under this heading. All industry segments chose How the company shows respect for employees as their most important EVP element, with the exception of Engineering/Construction and Public Sector (The leadership being calm under pressure). Financial Services respondents gave joint second place to The quality of the organisation’s managers and The quality of co-workers. faci ng changes ? Interim & Contract Professionals from HRM h rm e mploye e va lu e propos iti on | re port 2012
  • 16. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 16 16 perception of a role in the organisation 5 Please rate the following characteristics of your current role or when considering a future role, based on their importance to you? company functional senior middle specialist or response director head manager manager stand alone totals professional The opportunity to travel as part of your role. 2.79 3.01 2.94 2.84 2.84 2.87 The level of innovation encouraged in your role. 4.25 4.06 3.99 3.91 3.99 3.99 Your roles influence on decision making. 4.65 4.46 4.53 4.25 4.1 4.28 The leadership listening to employees opinions when making decisions. 4.42 4.4 4.35 4.45 4.41 4.41 Your personal interest in the responsibilities of your role. 4.52 4.39 4.53 4.48 4.43 4.46 The location of where your role is based. 3.52 4.03 3.91 4.12 4.1 4.04 The work/life balance your role offers. 3.83 4.19 4.25 4.38 4.49 4.36 The level of recognition provided to 4.25 4.26 4.27 4.36 4.29 4.3 employees in your role. The person to whom you report or would 4.29 4.34 4.47 4.4 4.28 4.35 be reporting to. • under the heading of role perception, a personal interest in the responsibilities is the combined most desirable evp attribute • the opportunity to travel is the least desirable element and the second least important across the survey • to whom you report is the most significant attraction here to respondents in professional services h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 17. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 17 17 perception of a role in the organisation For the top three levels on the career ladder, the Role’s influence on decision making is the most important EVP factor. For Middle Managers the top attribute is Personal interest in the responsibilities of the role which is also the top overall element. The category of Career Level, Specialist or Stand Alone Professionals chose The work/life balance the role offers as their most important factor. For Function Heads, Senior Managers and Middle Managers The Person to Whom they Report is a top three EVP priority. Having a personal interest in the responsibilities of their roles, is an EVP priority for both male and female respondents. However, The location of where the role is based has a much bigger priority for women than men while the reverse can be said about The opportunity to travel as part of a role. The level of recognition provided to employees and The person to whom you report are also more important factors for women than their male counterparts. Analysis of respondents by Function shows considerable difference in opinion on EVP priorities. While IT, HR, Science and General Management see The leadership listening to employees’ opinions when making decisions as their priority, personal interest in the responsibilities of the role is the most important aspect for those working in Marketing, HR, Engineering and Sales. IT, along with Finance, also see work/life balance as an EVP priority, Legal identify The person to whom you report as the most important consideration. Legal also highly rate and give equal im- portance to The leadership listening to employees’ opinions, personal interest in the responsibilities of the role and work/life balance. Half of all industry segments select personal interest in the responsibilities of the role as the first choice EVP attribute under the role heading, including FMCG, Insurance, Distribution/Logistics, IT, Charity/Voluntary, Public Sector, Engineering/Construction, Energy/Environmental, Media and Retail. Work/life balance is the highest factor for Financial Services, Healthcare, Tourism/Hospitality and Media, Consultancy, Professional Services, Telecoms and Education. While Call Centre’s first preference is The location of where the role is based, The person to whom you report to is the most important EVP aspect for respondents in Consultancy, Professional Services, Telecoms and Education. Somewhat ironically, the lowest rating by any segment of any EVP element under this heading was for The opportunity to travel as part of your role, given by Tourism/Hospitality. changi n g faces? Interim & Contract Professionals from HRM h rm e mploye e va lu e propos iti on | re port 2012
  • 18. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 18 18 during a hiring process 6 Finally, when interviewing for a position, which of the following would impact your decision to accept a new job and by what extent? company functional senior middle specialist or response director head manager manager stand alone totals professional A positive and friendly greeting by the receptionist on your arrival for interview. 1.65 1.76 1.74 1.78 1.86 1.8 The interview being held at the time agreed and without delay. 2.23 2.1 2.13 2.09 2.14 2.12 The interview process being described clearly to you from the outset. 2.38 2.33 2.2 2.28 2.29 2.28 Being met by a relevant senior executive 2.54 2.52 2.5 2.31 2.22 2.34 at the first meeting. The rapport between you and your likely 2.92 2.85 2.85 2.84 2.79 2.83 new manager. Timely communication throughout the 2.46 2.6 2.56 2.59 2.6 2.58 recruitment process. The level of interest shown at interview by 2.87 2.8 2.84 2.82 2.76 2.8 the interviewers. • under hiring process, level of rapport between the candidate and the hiring manager is the highest evp element - this factor has the highest endorsement of all evp items in the survey • interest shown is the second highest factor here and the second highest of all evp survey elements If you want to hire great talent at any level, make sure the interviewers are up for the experience of the process. The Rapport between a potential recruit and the hiring manager is the most significant factor for candidates in judging their experience during the recruitment process with you. Do you or your hiring managers consistently show genuine interest throughout each recruitment process? This is the second most decisive factor in the recruitment process overall and for each Career Level individually. Candidates who you do not ultimately want to hire, may well know and have influence with the person you wish to recruit. Analysis by Gender supports this, with male and female respondents both agreeing with the overall response, as they do in their third most significant factor, Timely communication throughout the recruitment process. Review by Function also supports this analysis, with the exception of Marketing professionals who see Being met by a relevant senior executive at the first meeting as highly influential in their perspective of your organisation. Analysis by Segment also supports the top three choices of Rapport, Interest shown and Timely communication with some variation in the first three places order. Respondents in Telecoms all gave these factors maximum rating, leading some of the very few 100% ratings of any attribute under any heading throughout the survey. h rm employe e va lu e propos iti on | re port 2 0 1 2
  • 19. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 19 19 summary The complexity of reviewing and putting these survey results together, served as an overall reminder to us how complex EVP is to implement effectively. Every organisation must measure for itself on a regular basis, what employees really want, to ensure a fit with what the organisation offers and therefore a sustainable EVP. While there are some similarities in the responses given by the different groupings used in this research, beneath the surface of the top responses, variation increases significantly, therefore broad sweeping, one size fits all EVP elements will just not work. Understanding the differences, is as important as understanding the needs. Full and consistent communication to your employees as to what the deal is, is fundamental to making the deal work. So often in organisations, the absence of communication creates an unnecessary void, filled by unhelpful negative assumptions. Ensure that everyone is aware of what your deal offers, what attributes your organisation possesses and therefore what differentiates you as an employer. In this way, current employees may stay with you, while future ones will target your business. EVP is a long term policy and commitment, which means your organisation must keep one eye on current needs and another on the future. Anticipating these and being able to adapt is core to getting a consistently positive message about the organisation to the internal and external labour pools. Having come to terms with Generation Y in the last number of years, we now have to understand what Generation Z (also known as Generation M, for Multi- tasking) are seeking. At the same time we now need to learn what Generation G (the gamers), for whom the world appears to be too slow, expect from their employment relationships. And then there’s Generation E (Einstein - not Emigration!). This group are the confident, self-assured youth for whom Respect, Honour and Authenticity are primary values. They want you to tell them “What is the meaning of this organisation for which I work?” and “Why is this in any way important?” Now there’s a thought... Graham Morris Managing Director HRM Recruitment Group perfection Contingency & Retained Search, Contract & Interim Selection through 3 Practice Areas: professional services group science & technology group commercial & support group p: (+353 1) 632 1800 | e: info@hrm.ie | www.hrm.ie h rm e mploye e va lu e propos iti on | re port 2012
  • 20. HRM_EVP_Survey.qxp:Layout 1 22/02/2012 17:24 Page 20 HRM Recruitment Group, 47 Fitzwilliam Square, Dublin 2. p: (+353 1) 632 1800 e: info@hrm.ie www.hrm.ie