EMPLOYEE VALUE PROPOSITION. How and why your EVP plays a critical role in your

employer brand communications.

Welcome.

Today’s facilitator:

N. Robert Johnson, APR

Practice Leader, Workforce Communications Practice

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

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

Today’s webinar.

Employee Value

Proposition. How and why your EVP plays a critical role

in your employer brand communications.

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.

Your EVP is the foundation for your

employer band communications.

And, how does it connect to your

employer brand communications?

A heroic story.

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”

Answer.

All of the Above (uh, duh Bob!)

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.

A differentiated EVP that integrates

total rewards and aligns to

business strategy …

5x

more likely to have highly engaged

employees

Towers Watson 2013

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

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

How do we get there?

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

Segmentation = research.

Consumer marketers know their

audience and …

the best know through an unrelenting

use of market research.

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

Manager training and rewards.

Great consumer marketing

organizations create great customer

experiences by training and rewarding

their people.

“At my organization, managers are

effective at …”

93%

85% 87%

8% 10% 14%

Communicating what isexpected of each employee

Communicating the valueof working at company

Living up to employeepromise

High effectiveness Low effectiveness

Towers Watson 2014

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.

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

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

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

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

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

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

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

To be determined – Stay tuned!

Thank you! Offline questions?

Contact me at 216.685.4486

or nrjohnson@davidgroup.com

Our next webinar.