2020

ESSAY
ON
Employee Value
Proposition

EMPLOYER BRANDING

VEDIKA ARYA
19PGDMHR62
 ACKNOWLEDGEMENT
This group project could not have been successf ul without the assistance and guidance of f ew key
people, who regard our greatest indebtedness. We would like to manif est our prof ound respect to all
those who have provided the direction, and counsel to us f or this project.

The consummation of this group project was only possible because of the constant guidance of our
Prof essor Mrinmoy Majumder, IMI New Delhi, who gave us the opportunity to work on such an
interesting project, and constantly guided and supported us throughout the completion of the project.

We would also like to thank all the people, directly and indirectly, involved with our project, and our
institute, International Management Institute, New Delhi. We are highly thankf ul to each one of you.
T ABLE OF CONT ENTS
EMPLOYEE VALUE PROP OSITION ...................................................................................................2
PURPOSE OF EVP .........................................................................................................................3
ATTRACTING THE BEST OF TA LENT .........................................................................................3
OPTIMIS ING COS T & EXPENses ................................................................................................4
EMPLOYEE RE TENTION AND CREA TING DIFFE RENTIA TION ...................................................4
COMPONE NTS OF EVP .................................................................................................................5
STEPS TO DEVELOP EVP .................................................................................................................6
RECE NT TRE NDS THA T HAVE DEVELOPED FOR EVP .....................................................................7

EM PLOYEE VALUE PROPOSIT ION

Employee value proposition can be def ined
as an employer’s off ering to its targeted
What the
talent in terms What your on monetary & non-
organization
monetary
talents wants benef its, in return f or the
wants
skills, capability and experiences they bring in as contributions they make to the organization. The more
recent def ine that has been evolved with this concept is that an EVP is ref erred to an ecosystem of
support, recognition and values that an employer is off ering in order to make the employees achieve
their best potential at work.

Your
EVP

P URP OS E OF E V P

The purpose to develop an EVP is to create a stronger employer brand which has multi -f olded benef its. It
not only acts as a source to attract good employees, rather leads to various results like – retaining them,
having an edge over competitors and obtaining better business results. It also encompasses delivering
customer loyalty by providing the best and helps to maintain the interests of shareholders. It helps to
answer the question that why any talented person should come and work f or any particular organization.

PURPOSE
Delivering
Shareholder
Value

Attracting,
Inspiring
Motivating
Customer
& Retaining
Loyalty
Employees

AT
TR
A CTING THE B E S T OF TA LE NT
The f act cannot be denied that recruitment mark eting has been evolved a lot, prospective candidates
have been becoming more and more discerning in their job search. So, everything that the organization
do for recruitment or retention, serves as a de facto EVP. Hence it becomes important to pay detailed
attention at each and every step, starting f rom developing a JD, choosing a platf orm to post the JD to the
recruitment and at last till on boarding. All this effort helps to maintain the interest of right kind of talent as
they connect well with the organization.

Awareness
RECRUITMENT
Consideration
MARKETING

Interest

Application
RECRUITMENT
Select

HIRE

OP TIMIS ING COS T & E X P E NS E S

Firstly, a compelling EVP will attract more than enough applications f rom talented candidates and hence
human resources would need to spend less on external agencies, job advertisements and other talent
acquisition expenses. So, the f ocus shif ts f rom reaching out to masses, to reaching out to right potential
candidates, quantity vs quality.

Secondly, there are already employees who are present inside the organization and are either not
engaged or actively disengaged. This kind of lack of owners hip costs millions to business. Hence to
increase their focus and energy towards organization needs to involve engagement tools and activities
that can help to re-engage them. Conducting inf ormation gathering phase with s uch employees and
taking their opinions and suggestions into consideration helps f or a stronger employer branding, eff ecting
the bottom line.

E MP LOY E E RE TE NTION A ND CRE A TING D IFFE RE NTIA TIO N

In an economy of millions of jobs, recruiters may f ind the tables unexpectedly turned on them, hence the
number of candidates interested in specif ic positions will vary on multiple f actors but ultimately, it’s clear
that they have choices. To stand out in a crowded market a f irm should diff erentiate itself in the terms of
of f erings via EVP.

When the right talent becomes the part of your organization for the reasons that suit him the best helps to
hold him for a long run. There is a sense of appreciation and belonginess which builds firm relationships
between employer & employees. Although retaining the right talent is more effort than just attracting it,
there are a lot of ways in which the retention can be increased. Like setting clear goals, open
communication, managing expectations, empowering employees, creating a positive culture and so on.
 COMP ONE NTS OF E V P

WORK
COMPENSATION BENEFITS CAREER CULTURE
ENVIRONMENT

ABILITY & CHANCE TO

TIME OFFS & CLEARITY OF FIRM'D
PROGRESS AND RECOGNITION
SALARY HOLIDAYS DEVELOP PLANS & GOALS
SATISFACTION

INSURANCE STABILITY COLLEAGUES

AUTONOMY

COMPENSATION STISFACTION WITH TRAINING & LEADERS &

SYSTEM SYTEM EDUCATION AT WORK MANAGERS
SATISFACTION PERSONAL
ACHIEVEMENTS
CAREER
RETIREMENT SUPPORT
DEVELOPMENT

WORK-LIFE BALANCE
RAISES AND
COLLABORATION &
PROMOTIONS EDUCATION COLLEGE EDUCATION
TEAM SPIRIT

CHALLENGES
SOCIAL
FLEXIBILITY CONSULTATION
RESPONSIBILITY
TIMELINESS &
FAIRNESS IN
EVALUATION UNDERSTANDING OF
EVALUATION & ONE'S ROLE &
SYSTEMS FAMILY TRUST
FEEDBACK RESPONSIBILTY

Def ining an exclusive employee value proposition is all about judging the core strengths of the
organization. This method includes identif ying all the eleme nts that integrate to make your organization
an awesome place to work. Here are all the components that must be included in EVP development:

1. Financial Rewards: This particular element aims to address employee’s overall expectations
f rom evaluation and compensation system – basically the total rewards management. It covers
components like salary, bonuses, and stock options. On the f ace of it, f inancial part might seem
like the biggest motivator f or the workf orce, but it is just a piece in the puzzle of EVP.
2. Employment Benefits: One of the other element is the range of additional benef its associated
with jobs, these are health insurance, retirement benef its , paid offs, membership cards, paid
vacations, etc. This element works best when aligned with the nature of job , sector and industry.
3. Career Development: Employees have started focusing a lot on the how the organization f ocus
on their career development path. This includes technical trainings, leadership training,
sponsored courses, mentoring & coaching, promotions, cross functional opportunities, etc.
4. Work Environment: One thing that helps any organization to grow is the presence of a positive
work environment where communication happens openly, there are constructive f eedbacks and
employees are empowered to share and work on new ideas. A meaning f ul work helps to thrive
employees and work f or better results.
5. Company Culture: Workplace culture is one of the f actors found to be correlated with employee
happiness. Some f actors like trust, collaboration, shared vision, workspace design etc.
ST EPS T O DEVELOP EVP
Creating a great employee value proposition becomes a lot easy task when the components have been
f igured out. Here are six steps to build an EVP f or the organization:

Assess what Interview Define the Write Promote

the current existing and key employee EVP through Review the
offerings past components value right results
are. employees of EVP proposition channels

1. Assess current offerings: EVP development process begins with basics, assessing the current
of f erings by organization. What it provides and what it doesn’t. There must be a clear eye f or
branding. Make a checklist of all the components in EVP and determine to which extend the
company are of f ering those values. It is an important step while carrying out this step that
employee opinion must be taken into consideration.
2. Interview existing and past employees: It is important to f igure out what company can of f er and
what it cannot, in order to build a string EVP. Employees surveys f or the same should be built to
collect f eedbacks. Focused groups can also be helpf ul while taking opinions f rom new hires.
Reaching out to past employees and f iguring out what could have been done to help them stay
and at last researching about prospective employees.
In employee surveys, following questions can be asked:
- Why do you like working here?
- What encourages you to engage?
- What improvements you would like to see?
- What is the topmost thing that helps you to relate to the organization?
3. Define the key components of EVP: This step f ocuses on evaluating your f indings and arrive at
the company’s new EVP, because this is how the top talent will be attracted. The research will
help to answer questions like:
- What salary range and employment benef its will attract the target audience needed by the
organization?
- What growth opportunities is my target audience looking f or?
- What f actors constitute a suitable working environment f or my target audience?

The EVP should also dif f erentiate between the various segment of roles and levels. Once you
have understood all this, translate into statements that candidates can quickly understand.

4. Write your EVP: Once identif ied how your company dif ferentiates f rom the organization and
what employee experience it can deliver, you can move onto writing the statement of EVP. It has
 to be clear, inspirational and exclusive. Also, make sure that it is aligned with the company
mission and vision.
5. Promoting your EVP through the right channels: A persuasive EVP is unserviceable until
communicated well. So, this step f ocuses on reaching out to the audience, do not just display the
EVP on website but promote it!

Consideration:
Active Candidates Offer
• Social Media • Message templates • Pre-boarding
• Marketing • Interview • First-Day
campaigns • Job Postings experience • Offer Letter Experiene
• Events • Career site • Follow ups • Total Rewards • Onboarding
• Employer reviews • Decisiom
Experience
Awareness:
Passive Interview Hire
candidates

6. Review the results: The very f irst thing to do in this step is to measure how key talent is
responding to the new EVP. New metrics must be developed to identif y the results obtained. Few
metrics like engagement on social media, average applications, attrition, etc . can be used to
measure ef f ectiveness.
But this should not limit to only a single time evaluation, organizations should keep
evaluating the effectiveness of their EVPs in order to stay relevant for the workforce.

RECENT T RENDS T HAT HAVE DEVELOPED FOR EVP

1. Sharing business brand-drove content to pull

Keen Recruitment Marketing groups today utilize content that conveys their manager incentive (EVP)
to drive individuals straightforwardly and by implication to open positions. For example, a business
may share a "typical day for" story on a portion of their media channels and direct individuals inspired
by a comparative part to visit their connected open positions.

This methodology works since it catches the eye of uninvolved ability who may look past a plain
employment advertisement, however who may quit looking to consider your organization if the EVP
inf orming impacts them. Utilizing content in advance you can f eature why workers should be amped
up f or a gig with your organization over their present business.

2. Using automatic and remarketing advertisements to arrive at applicants

Businesses are beginning to grasp robotized ways to deal with get their messages before
competitors. An ever increasing number of groups are beginning to convey their EVP messages
through channels that auto f ocus on the correct individuals over the web, not simply in one specif ic
spot likewise with conventional publicizing .

What is automatic promoting?

Automatic promoting utilizes programming calculations to mechanize the advertisement purchasing
and circulation measure.

In Recruitment Marketing, you may utilize automatic promoting to naturally disperse work
advertisements across various occupation sheets on the web in a manner that advances the spend
dependent on which board is perf orming best f or a given work.

Automatic can likewise be utilized to appropriate substance put together promotions to various areas
with respect to the web as well, arriving at an intend ed interest group over various spots where they
invest energy on the web.

What is remarketing publicizing?

Remarketing advertisements are somewhat extraordinary in light of the f act that they are promotions
that target individuals who have just visited your site.

You've likely as of now experienced remarketing advertisements as a purchaser: when you leave a
website and go somewhere else on the web, a promotion will chase af ter you urging you to return and
exhaust your truck, f inish your buy, and so on

In Recrui tment Marketing, remarketing advertisements can target applicants who visit your
prof essions page yet don't present an application. An advertisement would then pursue them around
the web to attempt to re-catch their advantage and send them back to f inish an application.

3. Personalizing the applicant experience to increment apply rates

The last signif icant pattern we're f inding in boss brand and employment publicizing is that
associations are beginning to get more customized in their methodology to drawing in ability. The
brand-drove content that they are pushing out utilizing apparatuses like automatic, remarketing and
other claimed and paid media channels are f requently isolated now by district or occupation type.

A business may make an advertisement that highlight the EVP related with joining a specif ic
employment f amily at their association. At the point when up -and-comers navigate they're at that
point taken to a greeting page f or that work f amily or f or all openings in the territory.

Further, when applicants click on a particular occupation posting , the employment posting is currently
f requently loaded up with content that addresses the various encounters and advantages that
somebody in that work f amily may have. The occupation posting may utilize representative stories
and other substance types to truly give a f ull image of lif e at an organization and urge site guests to
apply.