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.