2. DEFINING EMPLOYEE VALUE PROPOSITION
• Objective: To define an Employee Value Proposition that speaks to both internal & external stakeholders
• Core of EVP exercise: Identifying the code for Bata (earliest imprint for Bata)
• Outcome: An EVP that is aligned to the organization vision and at the same time resonates with existing employees while
communicating the benefits of working with Bata to potential employees
3. STEPS TO IDENTIFY THE CORE
• STEPS FOR EVP CREATION
• Focus Group discussions with employees using appreciative enquiry: Understanding Brand associations as consumers &
employees
• Thematic Analysis: Identifying common themes across all segments
• Crafting the EVP: Putting all inputs in a framework (USP/ Total Rewards/ Organization support across employee life-cycle)
• Putting the framework to use: Ensuring alignment between the emergent framework and people processes/ policies/
internal communication
• Identify the process of socialization: Large Scale interventions> Leader cascades> Roadshows>Internal Branding &
communication
4. SAMPLE FGD QUESTIONS
• What makes you happy as you step in for work? Through discussion circle
• Pen your thoughts about: Organization/ Management/ Manager/Team/ Culture/ Job role: Through World Café approach
• If you were to refer a friend to Bata what is one thing you will tell them about it?
• What makes you want to come to the job everyday?
• If Bata was a person, how would you describe this person
5. COMMUNICATION OF EVP/ SOCIALIZATION
• Large Scale Intervention for mass momentum creation across levels & job roles
• Policy/ communication rebranding in-line with EVP
• Leadership support: Continuous communication from leaders through roadshows, mailers, podcasts ,video bytes
• Branding collateral creation & dissemination: Career page/ floor displays/virtual induction/ social media post/ employee
bytes on their experience
• Curated employee experiences aligned to EVP: A retreat from serving consumers to being served
• Publishing/ popularizing caseletts that align with EVP: Ex if EVP talks about care, then popularizing cases where the
organization has gone beyond policy to show care
7. COMPETENCY STRATEGY MODEL
• Defining the objective: Are we looking to define behavioral or functional competencies
• Brainstorming for core competencies: Those that are aligned to vision values, culture & EVP. Competencies should be relevant & flow from
organizational context
• Building a competency dictionary: Leadership connects, jams with mid management to get definitions that are relevant to the work and are easily
comprehensible to employees
• Building the required competencies: Ex: Knowledge through LMS, building on skills and abilities through assessment & development centers
• Once competencies are ingrained through the above steps using them in hiring (BEI), L&D (Development centers), Performance Management
(Assessment Centers)
• Communication success of competency models through nano social modules
• Robust R&R mechanism to reinforce behaviors associates with desired competencies
