1. Welcome To The Webinar…
Company Branding: Developing
Your Employee Value Proposition
(EVP)
March 21, 2012 | 10-11 am
In order to hear the presentation please call 1(646) 558-2117, access code 615-230-082
followed by the audio PIN you received when you joined the webinar
All Participant Phone Lines are Muted at This Time

2. Kimberly Benjamin, PHR,CERP
Workforce Development Specialist, Michigan
Primary Care Association
Encourage and facilitate Community Health Center
participation in national and statewide recruitment and
retention programs
Design and implement strategies to assist Community
Health Centers in developing an effective recruitment
and retention plan that will include plan evaluation and
assessment tools
Develop a Workforce Planning Center to assist
Community Health Centers in recruiting and retaining a
quality health workforce
Assist Community Health Centers in marketing
employment opportunities using a variety of media.

3. Our Main Learning Objectives
•Learn how to develop company branding statements
in order to turn your employee value propositions
into marketing tools
•Identify your organizations unique identity
•Learn how to examine various ways to communicate
your employee value proposition to applicants and
employees

4. Today’s Agenda
 What is an employee value proposition?
 Why you should develop an employee value
proposition?
 Review employee value proposition examples
 How to gather data to create employee value
propositions
 Review samples employee value proposition documents
created for Michigan Primary Care Association
 Learn about the Certified Employee Retention Program
 Q/A

5. What is an Employee Value Proposition
It Is…a written statement that tells applicants and employees what
you will provide for them
It Should…distinguish you from your competitors for talent
It Must…answer WIIFM, ”What’s in it for me?”
It Also Must…be true and pass the “sniff test” of your current
employees
It Can…be developed for individual departments or even for
specific jobs versus your entire organization
And Our Company Must…live it every day and keep it fresh in
employees’ minds by reminding them with your words
and your behaviors
5

6. Why Develop An EVP?
A global study conducted by the Corporate Leadership Council
found that organizations that developed and managed their EVPs
effectively:
 had higher new-hire commitment levels after both 1 and
12 months of service
 attracted many more passive job seekers
 paid less to new hires
6

7. EVPs Drive Embeddedness
A classic study by Terence Mitchell, Thomas Lee, et. al.
found that employees’ degrees of job embeddedness
predicts whether they will leave their jobs. The three aspects
of job embeddedness are:
 Links…between the employee and the organization and its
people
 Fit…compatibility between an organization and the
employee’s own environment
 Sacrifice…the cost of material or psychological benefits
that would be lost by leaving the job
7

8. Research-Driven, Process-Based
8

9. 10 Points for Rethinking Retention
3 Principles…
 Point #1. Employees quit jobs is because they can
 Point #2. Employees stay is for things they get uniquely
from you**** (what are they?)
 Point #3. Supervisors build unique relationships that
drive retention…or turnover
9

10. Rethinking Retention
For supervisors…
 Point #4. Hold supervisors accountable for achieving retention goals
 Point #5. Develop supervisors to build trust with their teams
For people management processes…
 Point #6. Narrow the front door to close the back door
 Point #7. Script employees’ first 90 days
 Point #8. Challenge policies to ensure they drive retention
For top management…
 Point #9. Calculate turnover’s cost to galvanize retention as a business
issue
 Point #10. Drive retention from the top, as executives have the greatest
impact on achieving retention goals
10

11. Poll Question #1
Do you have an Employee Value
Proposition Developed for your
organization?

12. Poll Question #2
What are some things, benefits,
experiences or privileges that
employees get uniquely from your
organization?

13. EVP Example #1: ASK Foods
Healthy foods…Family-owned…Serving the United States from
Palmyra, PA
At ASK Foods, our team is proud of the healthy and tasty foods
that we make and ship to supermarkets across the country.
Founded and managed from the heart by the DiMatteo family, we
are driven to make ASK Foods a great place to work.
Our jobs are challenging – like a NASCAR pit crew- as we work
with speed and skill. If you would like to put your reaction time
to the test and learn the food industry, come join the ASK family!
With ASK Foods permission
13

14. EVP Example #2: IPSoft
IPsoft is a global, industry-leading managed services and application
development organization, offering a complete solution to enterprise customers
for outsourcing global IT infrastructure operations. We succeed through our
commitment to serving our customers, the strength and intellect of our human
capital and our drive for superior results.
We recognize the value of a committed, hyper-driven, rocket-science caliber
workforce. We provide our staff with the opportunity to grow both personally and
professionally, and to develop skills and knowledge that promote present and
future success.
IPsoft employees come to work every day looking for better ways to improve our
customer’s experience. They’re on the front lines, answering the phones, behind
the scenes developing new initiatives/solutions, or in one of our global locations
providing service to our international communities. They’re the reason we’re an
industry leader in the Managed Service industry. Our Human Capital is our most
important asset!
http://www.ipsoft.com/us/careers/employeevalueproposition
14

15. EVP Example #3: Starbucks
It's a lot like working with friends.
We call each other "partners". We respect our customers and
each other. We're dedicated to serving ethically sourced
coffee, caring for the environment and giving back to the
communities where we do business. And we're still small
enough to remember your name when you walk in the door.
http://www.starbucks.com/aboutus/jobcenter.asp
15

16. EVP Development Map
Gather Data
Balance Facts Against Opinions
Consider WIIFMs: “What’s in it for me?”
Top Management Approves EVP
Communicate EVP to Current Employees
Communicate EVP to Applicants
Live and Reinforce EVP Every Day
16

17. Gathering EVP Data
What You Know What Employees Tell You
• Company history, mission • Employee survey/exit
statement, strategic plan,
targeted markets, survey results, targeted
products’ effectiveness, focus groups, rumors and
customer perceptions, grievances, voluntary and
historic business
performance, top 5 involuntary turnover,
company stories, pay engagement survey
practices, benefits’ scores, common
competitiveness,
development dollars compliments and
spent, career trends, complaints…and Stay
company slogans Interview results
17

18. Possible EVP Inclusions
• Improve customers’ lives • Company age and historical
• Continuous learning highlights
• Strong leadership/supervision • Stability via earnings consistency
• Career advancement/promotions • No layoffs
• Policy/product input • Great pay
• Broad product/service reach • Performance pay
• Family-owned/family environment • Outstanding benefits
• Listen, respect, care • Flexible work schedules
• Recognition • Smart, collaborative colleagues
• Challenge • Advanced technology/equipment
• Environmental commitment • Autonomy
• Company/employment awards • Supportive environment
• Career preparation
18

19. Which Inclusions Matter Most?
The Corporate Leadership Council studied 38 possible
inclusions in EVPs and found 3 specific ones drove both
attraction and commitment:
 Development opportunities
 Future career opportunities
 Respect
Should you include these in our EVP? Only if you provide them!
19

20. Advantage Small Companies
A salary.com study pointed out advantages small companies have over large ones
that impact engagement and retention. These advantages reinforce the power of
EVPs and employment branding in small companies:
 More bang for the buck: employees have more responsibility, accountability, and
opportunity to gain self-esteem
 Shorter line of sight: each has greater impact on achieving organizational
objectives and reaching key numbers
 Collaboration: work groups are more unified, communications are easier,
employees work together better
 Career development: new products and growth produce more per-person
leadership roles, coaching is closer
 Fun: small businesses are more likely to celebrate personal achievements and
company successes
20

21. Poll Question #3
Who do you think should develop
your organizations EVP?

22. Who Develops Your EVP?
The person responsible for EVP development should follow this
path:
1. DATA: Present most important data to your executive team
along with HR and Marketing executives
2. TOPICS: Solicit topics for inclusion and challenge those that
are unrealistic, that won’t pass the sniff test
3. LANGUAGE: Agree on who will draft the EVP language
4. AGREEMENT: Achieve stacked-hands support of top team
including CEO or local executive
22

23. Communicating Your EVP
To Applicants To Employees
• Post on company employment • Ask Marketing to plan an
site internal “product rollout”
• Make 1st interview question • CEO/top executive leads,
“What do you know about our
company?” and follow with EVP, cascades communications
posted on wall through management chain
• Have EVP visible in applicant • Reinforce EVP in onboarding,
reception area and all areas training, on walls, newsletters,
applicants see other publications
• Add EVP to annual report
23

24. Positioning Statement Development Map
Study EVP
Identify Phrases that Trigger Emotions
Consider Your Targeted Employment Market
Maybe Connect to Product Branding
Develop Positioning Statement
Communicate Statement to Applicants and Employees
Drive Statement Through Leaders’ Spoken and Written Words
24

25. Trigger Emotions
Consider the values of your targeted employment
market: What is important to them?
 Who will I help? Does working for your company make me feel like a
better person?
 Are you “green”… environmentally sensitive?
 Are you stable or will you lay me off?
 How do I know I can trust you?
 Will I be proud to tell others that I work for you?
 What will I learn?
 Do you really offer careers or just jobs?
 Do you care about my life or just my performance?
25

26. Position Statement Examples
General Mills: “A great place to start. A great place to stay”
eBay: “You can find a lot of cool things on eBay. But you won’t
find anything cooler than our jobs”
Quicken Loans: “What does the DIFF mean?”
Delta: “Delta employees don’t just travel the world. They work
to improve it”
Publix: “If you think shopping at Publix is a pleasure, try working
here”
26

27. EVP Training Section

28. Poll Question Assignment
Identify two key words that should
be included in your employee
value proposition statement

29. Poll Question Assignment
Create an employee value
proposition sentence (or statement)
that includes the keyword that you
identified in the last assignment.

30. How We (MPCA) Implemented the
Stay Interview Process
1. Enrolled in The Retention Institute Certified Employee
Retention Program (CERP)
2. Completed modules 1 and 2
3. Watched an online training sessions on how to develop
an employee value proposition
4. Reviewed company mission statements to determine
key words and messages to incorporate in EVP
5. Developed a list of potential EVP Statements
6. Allowed employees to identify the top EVP statements
that best fit the organization’s culture
7. Developed OFFICIAL Employee Value Proposition
Statement Marketing Flyer
8. Incorporated the official EVP wording on our web site
and recruitment marketing material.

31. Review EVP Supporting Documents
31

32. Dick Finnegan, CEO
C-Suite Analytics
407.694.3390
www.c-suiteanalytics.com
32

33. Finnegan Background
• “Recovering HR director” who has solved turnover and across 6
continents including Siberian banks, African gold mines and the CIA
• Author of “Rethinking Retention in Good Times and Bad”,
endorsed by Business Week as offers “fresh thinking for solving the
turnover problem in any economy”
• Author of “The Power of Stay Interviews for Engagement and
Retention”, to be published by SHRM in Q3, 2011
• Noted as employee retention expert by SHRM, Business Week, Chief
Executive Magazine, Consulting Magazine, and HR Excellence Center
of China
33

34. 6 CERP Modules
Module #1: Building Blocks Module #4: Narrow the Front
Door
Executive Sponsor Hiring Those Who Stay
Organizational Areas Check Progress
Turnover Cost Study
Module #5: Script the First 90
Module #2: Operationalizing Days
Retention Tipping point
Retention Goal-Setting Onboarding
Exit Surveys
Module #6: Challenge Policies
Policy Review
Module #3: Tool Building Strategic Benefits
Employee Value Proposition
Includes Stay Interviews!
Employment Branding “The Power of Stay Interviews for
Trust Building Engagement and Retention”, SHRM, 2011
34

35. 4 Concluding Thoughts on EVPs
• Ordinary to Extraordinary: EVPs are your stake in the ground,
who you are, what you must measure up to…and move you from
being undefined to defined, from ordinary to extraordinary
• Executives must participate, buy in, and commit to living the
words…or this is just another short-term management activity
• Who Defines You? EVPs are like company culture in that you
always have one; your decision is whether you define it or
others define it
• Current employees must buy in…the sniff test…as the Corporate
Leadership Council found employees believe the most credible
source for learning company information is “current employees”
35

36. More Information
Kimberly A Benjamin,PHR
517.827.0468
Kbenjamin@mpca.net