Employee Value Proposition. How and why your EVP plays a critical role in your employer brand communications.

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Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.

Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.

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  • 1. EMPLOYEE VALUE PROPOSITION. How and why your EVP plays a critical role in your employer brand communications.
  • 2. Welcome. Today’s facilitator: N. Robert Johnson, APR Practice Leader, Workforce Communications Practice
  • 3. Expectation setting. Interested in a specific topic? Let us know. • New ways of thinking about employer brand, employee communications and employee engagement • Ideas that you can use • All within 30 minutes
  • 4. Recap of last webinar. Creating Employer Brand Value. The plan to develop and demonstrate employer brand value in your organization. • Measurable outcomes create employer brand value • “Taking on” is the mantra: align employer brand communications to issue (attraction, retention, etc.) • Senior-level support and budget allocations are critical elements
  • 5. Today’s webinar. Employee Value Proposition. How and why your EVP plays a critical role in your employer brand communications.
  • 6. But first …. What is an employee value proposition? It’s the employment deal that is derived from the employee experience – everyday experiences, rewards, growth opportunity – and, in our world of talent communications, it’s the foundation of an organization’s reputation as a place to work.
  • 7. Your EVP is the foundation for your employer band communications. And, how does it connect to your employer brand communications?
  • 8. A heroic story.
  • 9. Question: Which of the following is most “heroic” for organizational success? • Cultivating a culture to deliver on business strategy • Fostering behaviors that deliver on business strategy • Managers who “walk the talk”
  • 10. Answer. All of the Above (uh, duh Bob!)
  • 11. Companies with a clear employee value proposition outperform their competitors. The challenge is that many companies don’t have or communicate a clear employee value proposition.
  • 12. A differentiated EVP that integrates total rewards and aligns to business strategy … 5x more likely to have highly engaged employees Towers Watson 2013
  • 13. A differentiated EVP that integrates total rewards and aligns to business strategy … 2x more likely to report achieving financial performance significantly above peers Towers Watson 2013
  • 14. What are they doing that others aren’t? • They are 3x more likely to be focused on the behaviors that drive organization success (instead of on program cost) • Have highly effective managers who not only know the EVP, they own it • They are 5x more likely to have a plan to guide their EVP efforts Towers Watson 2014
  • 15. How do we get there?
  • 16. Act like consumer marketers. • Segment employee populations and find out what’s most important to each group • Train and reward managers to not only know EVP attributes but to “live” them as well • Have a detailed strategic plan for everything EVP
  • 17. Segmentation = research. Consumer marketers know their audience and … the best know through an unrelenting use of market research.
  • 18. Data gathering sources for building an EVP. 80 % EMPLOYEE SURVEY RESULTS 73 % ENGAGEMENT FOCUS GROUPS 63 % ENGAGEMENT DRIVER ANALYSIS 50 % INFORMAL FEEDBACK 39 % EXIT INTERVIEWS CRF Institute 2014
  • 19. Manager training and rewards. Great consumer marketing organizations create great customer experiences by training and rewarding their people.
  • 20. “At my organization, managers are effective at …” 93% 85% 87% 8% 10% 14% Communicating what is expected of each employee Communicating the value of working at company Living up to employee promise High effectiveness Low effectiveness Towers Watson 2014
  • 21. EVP strategic planning. Great consumer marketing doesn’t happen by accident. There’s a strategic plan that choreographs strategy and brand into clear, concise and understandable messages designed for consumers.
  • 22. Development of strategic EVP – a real life example. 1) Our people are our brand 2) We have a continuous learning environment 3) Creativity is encouraged; innovation is expected 4) We believe teamwork beats individual brilliance every time 5) Our leaders know they are not the sole source of wisdom – they are students and teachers simultaneously 6) We are redefining the way professional services are experienced for our clients and our people Input from 5,000 stakeholders Focused on what defines the Deloitte employment experience Produced 14 EVP statements (6 shown here) Statements are a suite of aspirational and authentic messaging describing the experiences of being at Deloitte Deloitte. 2014
  • 23. How EVP is used. 23% 29% 30% 40% 44% 49% 54% 55% 61% 66% 85% Recognition Comp & Benefits Flexible Working Leadership & Behavior Performance Management Learning/Development Career Development Talent Management Internal Communication On-Boarding/Orientation Recruitment Communication CRF Institute 2013
  • 24. Summary – strategic EVP delivers. Companies with a clear and differentiated EVP outperform their competitors. It also helps to … • Attract passive candidates • Re-engage your workforce • Breaks “one-size-fits-all” model, allowing for connections with niche candidates • Changes the conversation (e.g. away from comp) • Revitalizes talent recruitment
  • 25. Action item 1: Create the foundation to develop and execute a strategic EVP. Bring together our experts – total rewards, workforce engagement, talent communications, etc. – and create a framework to deliver a strategic EVP. Things to do  Create a planning process / template  Align success measures to behaviors not program costs  Be focused on your audience
  • 26. Action item 2: Document the behaviors that drive success in your firm. Look to our … • Performance reviews • Engagement studies • Stay and Leave studies • Talk to our employees (formally and informally) Things to do  Segment your workforce  Learn the drivers for each segment  Do a communications audit  see gaps in what you’re currently communicating  find out which media works best for each segment
  • 27. Action item 3: Rethink your employer brand ambassador program. Create an employer brand ambassador program that includes formal training on our EVP and that empowers people to “live and breath” our EVP. Things to do  Look to customer experience best practices  Understand your manager/ee relationships  Have a program-specific EVP communications plan
  • 28. Our approach to employer brand. Discover • Stakeholder interviews • Focus groups • Employee engagement data • Communication audits • External brand alignment • Culture, mission and values alignment Invent • Employer brand promise • Employer brand attributes • Employee value proposition • Creative design expression • Strategic communications planning Deliver • Employer brand architecture • Integrated communications • Certified brand ambassadors • Customer experience and employer branding
  • 29. To be determined – Stay tuned! Thank you! Offline questions? Contact me at 216.685.4486 or nrjohnson@davidgroup.com Our next webinar.