Starting your Employee Value Proposition (EVP) and Employer Brand
TA pals, I get it, you keep hearing about EVP and employer brand and how important it is that you do something about it. As a TA leader or consultant, it’s your problem to solve right? You attend events like the one I presented at with LiveHire last week, you leave feeling motivated and then once you’re back at your desk that feeling of not knowing where or how to begin eventually stops you from starting. I’ve been there.
There are some magnificent employer branding examples of massive banks, tech giants and big brand car/grog manufacturers, all of whom have gazillions of dollars in budget. These are inspiring but ultimately feel out of reach for you and your business. These are five things you should do to have a crack at creating your EVP and EB strategy and get your data.
5 steps towards building your EVP and employer brand
- Be clear why you are embarking on this journey. There might be one or many reasons however you’ve got a better chance to get business support if you’re clear. If any of the following is causing you a headache then having a simple, authentic EVP can help:
- Your employer brand has little recognition outside of your industry and you need to diversify the gene pool
- You have a competitor that you compete for talent with and they seem to do a better job
- The talent you’re hiring is in short supply
- Talent doesn’t stay with you and are leaving within 12 months; they’re coming on board and the job isn’t what they expected
- There are too many reasons to list and this is a short post. 😊
- Creating your EVP and EB strategy is a not your problem to solve alone. Get your leaders on board. Try and get your most senior leader of the business invested in this; give them reasons why it’s important and stand firm that your efforts will land less well if you don’t have their backing.
- Plan, plan, plan. I’ve learned this the hard way in in-house roles. Build a simple, realistic and compelling business case, build a comms plan and share widely why you’re doing this and what your business will get out of it. Once you have the backing, hold everyone (including yourself) accountable for the part they’ll play.
- You’ve got to ask your people what they think. This isn’t a desktop exercise or a HR thing, if you don’t ask your current people what they think then I wouldn’t bother. If you can, bring someone external to your organisation to do your focus groups; I learned this was the best thing I did when I was Head of TA. Someone external doesn’t have preconceived notions about the business and can often unearth more. I’d also recommend interviewing your executive team 1:1, it’s a great way to not only hear them but to ask for help in the next phase of the process. Ask your CFO for someone to crunch the numbers, your CIO to help with the website/tech stuff and your CMO……well, we’ll talk about our marketing and communications pals next week!
- Focus group data is brilliant. I recommend you synthesise this with exit/engagement and if possible external candidate feedback. Sort it into pillars, themes or whatever works to help your marketing team or agency get creative.
If you reckon you can do this bit stay tuned for next week’s blog that will give you some guidance on how to turn your data into something real. Or if you’d like to chat to me on how we can help you then give me a buzz on 0422 211 297 or email me at [email protected].
– Jason Burns, Head of Talent Acquisition & Employer Branding, Businessary
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