Use the following tips and drastically improve your Employee Value Proposition. That way you know what your recruitment stakeholders should tell a potential candidate in order to get them on board. They all need to be telling the same story.
Knowing why a candidate wouldn’t choose for your company is just as important as why they would choose you. Does said candidate have a different mindset, attitude, career expectations, work ethic, etc. This is vital information.
Only this way will you make sure applicants of whom you know don’t match with your company will avoid applying.
Having a strong EVP towards existing employees is also very important. Because, as vital as it is to tell an authentic story to newly acquired colleagues, it’s just as vital to keep on repeating that EVP to your existing ones. So, don’t forget to integrate your EVP into your internal content plan & to communicate clearly with your employees in the internal communication department.
Make Your EVP clear, concise & authentic
Unfortunately, you often see “call to actions” appear like this (often combined with a picture).
“will you be my new colleague?”
And then I ask myself one specific question:
“Can I picture myself as a new colleague?”
Such a vague “call to action”, one you see on more than one campaign, doesn’t really tell us much. Nothing, if we’re being honest. In the current war for talent and general shortage on the labor market there is an abundance of choice for the (potential) employee. Applicants have the liberty to choose between multiple vacancies and they want to be able to base their choice correctly. One should also know that a person is not naturally inclined to switch jobs or workplace, as this switch is a pretty stressful endeavor.
So, the more information you can give about your organization, the more fear for the unknown you’re taking away from your candidate. This results in your candidate being more convinced in his decision that you (their new employer) are the right choice.
Your EVP or employer’s identity is the collection of elements (rational, emotional, company-related, work-ethic, values, attitude, company culture, valorization,…) on which you base your story and USP (unique selling points) on. These EVP “building blocks” finally become the arguments you bring to the outside world. Use these building blocks wisely to map out all the following steps: your campaign, call to actions, witnesses, activations, ads and even your ambassadors’ content.
Your EVP in itself is not a document that you release within your organization in this primitive form. You have to make it manageable and understandable. But this a subject for a different time.
There is nothing more frustrating than getting something that does not match what was actually promised. It is essential to be aware of the fact that 1/3 of all new employees leave the organization within 6 months if the EVP does not reflect reality.
It is crucial that you spend a lot of attention on your EVP. Take a look at what makes you unique and interesting for new & existing employees.
But don’t decide which things make you interesting by yourself. Various studies show us that the stuff you like to tell about the company, as a company, aren’t the things the employees want to know. And these points of interest differ for every target group, sector, age group and education level.
Be aware of what is fixed in reality and what is aspirational/wanted. There’s nothing wrong in adjusting your employers’ identity. Do you, as a company, have other plans for the future, just had a takeover happen, need a better commercial attitude or need more entrepreneurship and innovation from your employees? It’s all possible, just be very aware of your starting position and the wanted end position & make this clear to your (future) employees! Tell them your company is in position A, but that you’re looking for people to take it to position B.
To be honest, there aren’t actually any rules concerning the length of the EVP. Some companies operate with a super short EVP, almost like a baseline, while others really expand on their EVP. I myself am fan of the latter, because then you're really working with a sort of internal manifesto. A foundation from which to build everything else, if you will. Failure to have an extensive foundation (EVP) and you leave too much room for personal interpretation, losing valuable company time and essence
A “healthy work environment” have two totally different meanings if you were to ask both a 25-year old and someone above the age of 55. The younger generations want more ambiance, afterwork opportunities, animo, etc. For the older generations, a strong relationship of trust between colleagues is far more important.
As an organization, you need a general EVP. A general promise that you can make to everyone and that is also valid to everyone. Additionally, you can supplement your general EVP with certain takes and accents that only apply to specific subgroups. For example , there may be differences between your production sites, age categories, function domains, etc… and it would be a pity not to expand and differentiate your arguments.
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