The past few years have witnessed a surge in Employer Value Proposition (EVP) program development as employers find that their ability to attract top talent is challenged by an improving job market. However, while a good number of employers recognize the importance of an EVP as the basis for a strong employer brand, many struggle — understandably — with the various elements that make up the EVP and how to leverage each one properly from a communications standpoint.
CKR’s approach is to develop a robust employer brand model that encapsulates all of the aspects that inform the brand. The model is anchored by the EVP statement, a 1-2 paragraph summary that clearly defines who the organization is as an employer and what you offer to candidates in terms of an employment experience. From this, we expand on the EVP statement and build the model out by identifying the other elements that support the statement and help to further distinguish the employment environment from competitors.
Because the program is tailored to an organization’s specific needs and challenges, the final model will vary accordingly. However, the additional EVP attributes often include the following:
- A vision for your employer brand to address your brand goals and the aspirational elements that you want to make a reality for your company
- The values that define your employer brand, which typically align with your corporate values
- Key themes that emerged during the research phases of the EVP effort
- The emotional and rational benefits of your offering — the “why join” factors that convey the compelling reasons to consider working for your organization
- Proof points that validate your EVP statement
The result of this approach is that it helps to define the communication strategy and provides consistency for how the brand will be communicated to both internal and external audiences. For example, the emotional benefits (making a difference, pride, personal growth, etc.) may be most valuable when you are trying to attract candidates for hard-to-fill positions. Given that ideal prospects probably aren’t actively looking, you will have to compel them to want to learn more. Often, messages that connect with people on an emotional level are more effective in capturing an individual’s attention. Once you’ve done that, you can build interest by emphasizing all of the rational benefits that are associated with your offering, such as the location, rewards, opportunity or colleagues.
Of course, the success of this model depends entirely on the process used to arrive at your EVP articulation. A research-based approach that validates your findings across the entire organization will ensure success as your articulation and associated brand model will be both accurate and credible in the minds of current and prospective employees.