Only by understanding both the employees’ and employer’s perspectives and practices will organizations be able to understand what truly makes them attractive to talent and how to define and communicate their unique value proposition.
Based on Brandon Hall Group’s 2016 HCM Outlook survey, organizations’ top business priorities are improving customer experience (42%), gaining market share (41%), and developing new products or services (35%). And, in order to accomplish those business priorities, it takes talent, and talent acquisition plays a significant role in that process.
This survey also revealed that about seven in ten (69%) organizations expect to pay from moderate to heavy attention to talent acquisition in 2016. That is a good thing, because organizations are struggling to attract talent and they have difficulty defining and communicating their employment value proposition (EVP).
So, what is EVP and why is it important to talent acquisition? EVP is a construct of what employers and employees value in each other. Only by delving in and understanding both the employees’ and employer’s perspectives and practices, will organizations be able to understand what truly makes them attractive to talent and how to define and communicate their unique value proposition.
Want to learn more? Join us for our webinar, Employment Value Proposition – Harnessing the Power within Your Organization, on March 31 at 1pm Eastern. By understanding how to define your organization’s EVP you will have the opportunity to find out what makes your organization uniquely attractive to talent.
Brandon Hall Group makes it easy to conceptualize the process for defining an organization’s EVP with our EVP framework. Based on our EVP research, this framework identifies the three pillars that need to be assessed from both the organization and employee perspectives in order to define an EVP:
- Opportunity and Growth
- Alignment and Results
- Collaboration and Innovation
The framework also shows the success levers/success criteria that need to be in place to have an effective EVP and how EVP is impacted by the organization’s HCM technology, governance, measurement, and culture.
It is clearly the practices within those pillars, and the attitudes about those practices, that drives the uniqueness of each organization’s EVP. And it is those practices that vary substantially by employer. There is always something new to discover about EVP practices. I hope you’ll join us for the webinar.