As consumers we have different priorities when making purchasing decisions. For example, when buying a new car we will all consider different elements important (safety, price, large boot, etc.) So when people "buy" a new job from a company their purchasing decisions are equally as unique and personal e.g. the company brand, the salary, the location, culture, etc. Some are more focused on the facilities and technology available. Essentially, the Employment Value Proposition (EVP) is the compelling reason to join a company. EVP encompasses both Employer and Employee Value Proposition. The key thing is, that the EVP should be ongoing and not just something to be considered at the stage of attraction.

1. Making the Right
Approach
Employee
Perspective
Employer
Perspective
Employees’ connection with the
EVP determines their level of
discretionary effort in bringing
the company mission, vision and
values to life
A strategically designed EVP
attracts, retains, engages and
motivates employees to drive
business success
An Emplojhiu
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
Consumer Choice
As consumers we have different
priorities when making purchasing
decisions.
Consumer Choice
When buying a new car we will all
consider different elements important
One of the biggest
purchases
So what happens when we start
thinking about people “buying jobs
from companies”?
When people “buy” a new job from a
company their purchasing decisions are
equally as unique & personal
A little bit of theory....
What’s an EVP?
An Employment Value Proposition
is the experience offered by an
employer in exchange for the pro-
ductivity and performance of an
employee
EVP encompasses both Employer Value
Proposition and Employee Value proposition.
The key thing it is ongoing and not just
something to be considered at the stage
of attraction
Core
EVP
Whatever we say, it must be...
EVP must be viisible, it must be
seen, felt, experienced. It must be
consistent, differentiated,
distinctive and authentic.
Essentially the EVP is the
compelling reason to join a company. Induction &
on boarding is a critical time and often when the
EVP can fall down. EVP also applies to existing
employees throughout the entire employment
life cycle including when they leave. Leavers still
have an opinion and you need to manage their
expectations so that they cont. to be positive about
you even once they’ve gone and recommend you to
other potential future hires.
Talent Works
International
Market Intelligence is at the heart
of what we do as a business
Doing the research
TheLandscape
Realityv.Perception
Market Intelligence
Assessing the market context:
• What is currently happening in the market?
• What might happen in the market moving forward?
• What are the factors that may be hinder/ help us attract talent?
• Are candidates out there?
• What is the market rate for them?
• Where are they based?
• What are the factors that could impact our ability to retain talent?
Employee Perspective
Understanding the internal audience:
• What attracted you to the business in the first place?
• What have been the highlights of your experience to date?
• What are the areas in which the employment experience
could be improved?
• How would you describe the culture?
• What does it take to be successful here?
• How would you go about attracting new talent?
Competitor Analysis
Exploring the competitor landscape:
• Who are the key competitors for talent?
• What is the employer proposition competitors have in the
market?
• Who are the key people in competitor organisations (level, role
type)?
• What rewards are competitors offering?
• What recruitment activity are competitors undertaking?
Candidate Insight
Identifying external perceptions:
• What are the key barriers to us recruiting candidates?
• What are the career motivators for candidates in our market?
• How well are we delivering the candidate experience?
• What would encourage you to move company?
• How does our branding activity compare to competitors?
Reality mapping - thinking as a
candidate
An Employment
An Employment
Value Proposition
is the experience
offered
An Employment
Value Proposition
is the experience
offered
An Employment
Value Proposition
is the experience
offered
An Employment
Value Proposition
is the experience
offered
An Employment

2. Consumer Choice
As consumers we have different
priorities when making purchasing
decisions.
1
2
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
Consumer Choice
When buying a new car we will all
consider different elements important

3. 2
Consumer Choice
When buying a new car we will all
consider different elements important
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

4. One of the biggest
purchases
So what happens when we start
thinking about people “buying jobs
from companies”?
3
4
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
When people “buy” a new job from a
company their purchasing decisions are
equally as unique & personal

5. 4
When people “buy” a new job from a
company their purchasing decisions are
equally as unique & personal
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

6. 5
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
A little bit of theory....

7. What’s an EVP?
An Employment Value Proposition
is the experience offered by an
employer in exchange for the pro-
ductivity and performance of an
employee
6
7
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
EVP encompasses both Employer Value Prop-
osition and Employee Value proposition. The
key thing it is ongoing and not just something
to be considered at the stage of attraction
Employee
Perspective
Employees’ connection with the
EVP determines their level of
discretionary effort in bringing
the company mission, vision and
values to life
Employer
Perspective
A strategically designed EVP
attracts, retains, engages and
motivates employees to drive
business success

8. 7
EVP encompasses both Employer Value
Proposition and Employee Value propo-
sition. The key thing it is ongoing and not
just something to be considered at the
stage of attraction
8
Employer
Perspective
A strategically designed EVP
attracts, retains, engages and
motivates employees to drive
business success
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
Employee
Perspective
Employees’ connection with the
EVP determines their level of
discretionary effort in bringing
the company mission, vision and
values to life

9. Employee
Perspective
Employer
Perspective
Employees’ connection with the
EVP determines their level of
discretionary effort in bringing
the company mission, vision and
values to life
A strategically designed EVP
attracts, retains, engages and
motivates employees to drive
business success
8
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

10. Core
EVP
Provides clear
characteristics that
define how the brand
should behave
Establishes a set of
behaviours unique to
an organisation which
people can identify
Defines a unique
promise that the
employer delivers
Creates the
perception of
organisation as
an employer
Defines how
an employer
will successfully
inspire its people
Ensures a
consistent
candidate
experience
TARGETED
EVP
Segmentation
TargetEVP
TargetEVP
TargetEVP
TargetEVP
Umbrella
Campaign
Active Candidates Talent PoolPassive Candidates
9
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

11. 10
Employer
Is the candidate
a potential fit?
Recruiter/
Researcher
Candidate
What will
the candidate bring
to the business?
What’s in it for me?
Reality mapping - thinking as a
candidate
Need to take
time to position
ourselves as a
candidate
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

12. Essentially the EVP is the
compelling reason to join a company.
Induction & on boarding is a critical
time and often when the EVP can
fall down. EVP also applies to exist-
ing employees throughout the en-
tire employment life cycle including
when they leave. Leavers still have
an opinion and you need to manage
their expectations so that they cont.
to be positive about you even once
they’ve gone and recommend you to
other potential future hires.
11
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

13. Talent Works
International
Market Intelligence is at the heart
of what we do as a business
12
13
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
Doing the research
TheLandscape
Realityv.Perception
Market Intelligence
Assessing the market context:
• What is currently happening in the market?
• What might happen in the market moving forward?
• What are the factors that may be hinder/ help us attract talent?
• Are candidates out there?
• What is the market rate for them?
• Where are they based?
• What are the factors that could impact our ability to retain talent?
Employee Perspective
Understanding the internal audience:
• What attracted you to the business in the first place?
• What have been the highlights of your experience to date?
• What are the areas in which the employment experience
could be improved?
• How would you describe the culture?
• What does it take to be successful here?
• How would you go about attracting new talent?
Competitor Analysis
Exploring the competitor landscape:
• Who are the key competitors for talent?
• What is the employer proposition competitors have in the
market?
• Who are the key people in competitor organisations (level, role
type)?
• What rewards are competitors offering?
• What recruitment activity are competitors undertaking?
Candidate Insight
Identifying external perceptions:
• What are the key barriers to us recruiting candidates?
• What are the career motivators for candidates in our market?
• How well are we delivering the candidate experience?
• What would encourage you to move company?
• How does our branding activity compare to competitors?

14. 13
Doing the research
TheLandscape
Realityv.Perception
Market Intelligence
Assessing the market context:
• What is currently happening in the market?
• What might happen in the market moving forward?
• What are the factors that may be hinder/ help us attract talent?
• Are candidates out there?
• What is the market rate for them?
• Where are they based?
• What are the factors that could impact our ability to retain talent?
Employee Perspective
Understanding the internal audience:
• What attracted you to the business in the first place?
• What have been the highlights of your experience to date?
• What are the areas in which the employment experience
could be improved?
• How would you describe the culture?
• What does it take to be successful here?
• How would you go about attracting new talent?
Competitor Analysis
Exploring the competitor landscape:
• Who are the key competitors for talent?
• What is the employer proposition competitors have in the
market?
• Who are the key people in competitor organisations (level, role
type)?
• What rewards are competitors offering?
• What recruitment activity are competitors undertaking?
Candidate Insight
Identifying external perceptions:
• What are the key barriers to us recruiting candidates?
• What are the career motivators for candidates in our market?
• How well are we delivering the candidate experience?
• What would encourage you to move company?
• How does our branding activity compare to competitors?
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international

15. 14
talentworks.wordpress.com @mytalentworks linkedin.com/company/talent-works-international
Whatever we say, it must be...
EVP must be visible, it must be
seen, felt, experienced. It must be
consistent, differentiated,
distinctive and authentic.