EVP twins (Employee value propositions and Employer value Propositions)

1. Human Resource Management
RelationBetweenthe Evps
We have seen the contribution of these twins to the growth of the organizations. Like identical twins, there
is a strong alignment between employer value proposition and employee value proposition. The proper
balance between the two will ensure that the organization attracts and retains the right talent, and ensures
their satisfaction, ultimately leading to an increase in the productivity of employees. Basically, employer
value proposition and employee value proposition are two sides of the same coin. While one side pictures
the brands point of view, the other side shows you the employees’ point of view. The perfect tuning
between the employee’s goals and companies’ goals give sustainable results.
Soulful music resonates only when the instrument is well-tuned. Similarly, only if employer value
proposition and employee value proposition are well tuned, can the brand achieve sustainable growth. If
the musician is given a well-tuned instrument naturally the audience would expect a superlative
performance from him and that's natural.
That’s how these twins are and need to be interdependent, compatible and inseparable! Proper alignment
Between them ensure attracting and Retention of the right talent, and guarantees its satisfaction, ultimately
leading to increase in overall Employee productivity and increased business performance.

2. Who isanemployee
Putting aside the definition found in dictionaries, an employee is the most dynamic, the most valuable and
the most skilled resource among all the resources of a business. The more dynamic, valuable and skilled a
resource,the greater the attention and care it requires to function at its best.
For a HRmanager,it is crucialto understand the professional life cycle of an employee. For an organization,
not only is it important to attract the right talent, it is also equally important to make sure they are satisfied
and remain committed to contributing their best for its business.
Whatdoemployeeswantfromanorganization?
In my experience the answer to this question is no longer just 'money'. I have found a few other factors that
employees hold dear:
1) satisfaction- Most people would be okay with a pay cut if it means working at something that gives them
satisfaction and adds value to their career.
2) Feedback- (Acknowledgment, Appreciation, Reward) - Regular feedback is important to employees;
even negative feedback which help in their development - both personal and professional! An organization
must acknowledge the efforts put in by them. In case of good performance, it must ensure that employees
are appreciated and rewarded.
3) Growth and Learning- The opportunity to continuously learn something new is high on an employee's
priority list.
There are also some absolutely no no's which makes employees unhappy and dissatisfied. They
mightevencause you to losea goodemployee.
1. No amount of money can keep your employee motivated if he/she feels stuck in a meaningless job.
2. Lack of recognition is another no-no.
3. Probably nothing is as dangerous as the lack of growth and development opportunities.
4. Lack of passion and zest in their leaders- A leader who lacks zest and passion for his/her work makes
even the most performance-oriented employees unhappy.

3. How does an organization develop
its EVP statemen?
Step 1: Start with examine the data / facts you already have. This
data is already available in the organization in the form of various
sources like exit interviews, employee engagement surveys, on-
boarding surveys, recruitment metrics as well as attrition data.
Step 2: For me, God in the details. When pearl divers look for
oysters, they dive in really deep. Even spirituality teaches one to
look with in, search of oneself. Of course,while doing so one may happen with the organization. When this
happens, the approach of the senior most people the strategy makers in the organization is very important
because they will define the strategy and thereby the decisions to be taken.
Step 3: Now you have reached a stage where you have a clear understanding of the EVP,you can go on to
actually developing the EVP in tandem with the HR strategy of the company. Make sure it focuses on
important areas like Employee Engagement, growth, career development, work life balance etc.
Step 4: With the communication of the EVP, the process of defining the EVP gets completed. This
communication has to be across, all employee experiences beginning from the recruitment process, on
boarding, career development, right up to the exit stage. Thus, communicating the EVP covers the entire
employee life cycle.
Step 5: Finally, the last step of communicating the EVP is developing systems to measure EVP by
integrating it into employee survey and people metrics. Doing so, will help to demonstrate the value of the
EVP,calculate return on investment and the financial benefit the organization.
How do people landcompetitive advantage?
There are severalways. First people offer skills,
systems,practice, speed,language, bonding and
behavior which help execute farms strategies
successfully. Strategy implementation cannot
be done by physical resources such as
technology, building, machine and materials. It
is the people who can craft strategy and execute
them effectively.
Second, by aligning HR plan to business plans,
HR managers are becoming strategic
partner.HR professionals work with line
manager identify HR practice that help
accomplish business strategy.
Third, innovation is the key to competitive advantage. Fortune of several companies have been received
thanks to innovation.
Fourth, HR function seeks to convert an adverse situation into an opportunity. HR often gets trapped in a
policy rule, mediating employee grievance monitoring companies with employment laws and enforcing
code of conduct.
Fifth, organizational design does not remain static over a period of time. Environmental changes compel
organizations redesign their structures.

4. Differences between HRM and PM:
Employment contact Careful delineation of writing
contact
Aim to go beyond contact
Rules Importance division clear Can do output impatience with
rules
Guide to management action Procedures Business need
Behavior referent Norms/customs and practice Values/mission
Managerial task vis a vis
labour
Monitoring Nurturing
Key relations Labour management Customer
Initiatives Piecemeal Integrated
Speed ofdecision Slow Fast
Management role Transactional Transformational
Communication Indirect Direct
ImportanceofHRP:
1.personalneedstakingcare of:Basically, HRP gives the
number and type of people required in the coming period.
When these numbers are adhered to, organizations will be
assured of the right number and the right types of
employees.
2.Part of strategic planning: HR management must
become an integral part of strategic management process. All activities of HRM--planning, hiring, training,
remunerating and maintaining must be merged with strategic Management.
3.Creating highly talent personnel: As was mentioned earlier, jobs are becoming highly intellectual and
incumbents are getting vastly professionalized.
4.International strategic: international expansion strategic depend upon HRP. The department’s ability to
fill key jobs with foreign nationals and the assignment of employees from within or across national borders
is a major challenge facing international businesses.
5.Investment in human resource: Another compelling reason for HRP is the investment an organization
Make in its human. Human assets as opposed to physical asset can increase in value.
6.Unite the perspective of line and staff manager: HRP helps unite the perspective of both line as well as
staff managers.

5. 7.Other benefits: Following are other potential benefits of HRP
1. upper management has a better view of the HR dimensions of business decision.
2. personal costs may be less because the management can anticipate imbalance before they become
unmanageable and expensive.
3. more time is provided to locate talent.
4. Better opportunities exist include women and minority groups in future growth plans.
5. Better planning of assignment to develop managers can be done and .6: major and successfuldemands
on local labour markets can be made.
Management development programmed MDPs: As in training employees there are two methods of
developing managers and supervisors: - on the job and off the job. All those methods are together called
management development programmed or executive development programmers.
On the jobMDPs:
1. Job rotation: - job rotation essentially involves placing employees in a series of jobs and monitoring their
performance.
2.Coaching: coaching typically takes place between employees and their immediate line managers with
more explicit and shorter them purpose of
contributing performance improvement and
developing individual skills, often with a focus
on remedying employee poor performance.
3.Action learning: It involves a group of learners
working together in an action learning set, as
opposite to a classroom situation, to solve real
problems in the workplace.
4.Staff meeting.: staff meeting facilities
participants to become more familiar with problems and events occurring outside their immediate area by
exposing them to the idea and thinking of other managers.
5.Lateraltransfer:Lateral transfer involves horizontal movement through different departments along with
upward movement in the organisation.
Off the job EDPs
1. Seminar and conference: Seminar and conference facility meeting
together of groups of people to seek mutual development. Such
programmers can be used to communicate idea, policy or procedure.
Issues can be the discussed and debated, notwithstanding.
2. Case study: This is the most useful technique of Management
development. Case study uses a writing description of a real decision-
making situation in an organisation.
3. Management games:

6. 4. Role playing:
Training need identification (TNI)
it is a tool utilized to identify the training to be provided to
employees to improve their work productivity. To make a
difference it should focus on the needs of opposite to desires of
the employees. Training need identification should be based on: -
. Whether it will make a difference to the productivity and the
bottom line.
. The training requirement of each employee and what will
improve his job performance.
. Matching organizational goal and individual aspirations.
Identification of training needs is important for an organisation
because it has objective get it wants to achieve for the benefit of
all stakeholders such as owners, employees, customer, supplier,
etc. These objectives can be achieved only through harnessing the abilities of its people, releasing potential
and maximizing opportunities for development.
Therefore,employees must know what they need to learn in order to achieve organizational goals. To meet
aspirations of employees, the organization must provide effective and attractive learning resource and
conditions. And it is also important to see that there is a suitable match between achieving organizational
goal and providing attractive learning opportunities.
Training needs analysis: This analysis should be conducted at all the above three levels to ensure the
maximum return from training and skills throughout the organisation. It Points out the gap between the
required level of skill/ knowledge and the current level of skills /knowledge and the most appropriate
training to bridge this gap. The techniques used would include SWOT (strength,weakness,opportunity and
threat) analysis, One to one interview and SMART (specific measurable 18 table realistic and time bound)
objective.
Factorsgoverning recruitment:-
External forces:
. Supply and demand
. unemployment rate
. labour market
. political legal
. sons of soil
. image
Recruitment
Internal forces:
. Recruitment policy
. HRP
. Size of the firm
. Cost
. Growth and expansion
External Factors:
Supply and demand: -particular important is the supply and demand of specific skills in the labour market.
If the demand for a particular skill is high related to the supply an extra ordinary recruiting effort may be
needed.
Unemployment rate: - When the unemployment rate in a given area is high the companies
recruitment process maybe simpler. The number of unsolicited applicants is usually greater, and the
increase size of the labour pool provides better opportunities for attracting qualified applicants.
Labour market: - Labour market conditions in a local area are of primary importance in recruiting for most
non-managerial, supervisory and middle management positions. Political and legal consideration: - Another

7. external factor is political and legal consideration. Reservation of job for SCs, STs, minorities and other
backward classes (OBCs) is a political decision.
Internal factor:
Recruiting policy: - One such internal factor is the recruiting policy of the organisation. Most firms have a
policy on recruiting internally or externally and analogous to the make or buy policy in inventory
management.
Temporary and Park time: -Another related policy is to have temporary and part time employees. An
organisation hiring temporary and part time employees is in a less advantageous position in attracting
sufficient applications.
Size of the firm: - Size is another internal factor having its influence on the recruitment process. An
organization with one hundred thousand employees will find recruiting less problematic than a firm with
just one hundred employees.
Cost: - Cost of recruiting is yet another internal factor that has to be considered. Recruiting Cost are
calculating per new hire and the figure is considerable nowadays.