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10 reasons why it’s time to re-think the

Employee Value Proposition (EVP)!

e3reloaded.com

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The approach to research lacks

substance and needs a total reinvention.The inputs for EVP’s are typically gathered by asking employees questions

about their experiences and using outdated employee engagement survey data. There are two problems here. The first is that sometimes it’s only the Senior Leaders who are involved, so a vast majority aren’t

represented. Second, people are terrible at accurately describing their life. They only present the positive. Or they don’t give clear

examples. Or they’re biased by a recent event. Garbage data in leads to garbage EVP out.

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They (EVPs) don’t mean anything!

EVPs are just words on a piece of paper. Bland statements, sitting inside a circle. Largely disconnected from reality.

There is no value. Do they actually translate into the day-to-day experience of ALL employees?

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They don’t last...

EVPs have a short lifespan. We often see a team spend two years building an EVP.

Then, by the end of the two years, the team has turned over. People have left the company, been promoted, or there has been a re-organisation. In the end, the EVP isn’t sustainable.

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They are too

expensive.Organisations spend millions on something that doesn’t result in real change. Investing in consultants to theorise something, then

there’s the all the time spent by employees?? It’s a huge investment for something that doesn’t mean anything

and results in no tangible outcome.

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Employees don’t believe

them.The words aren’t consistent with their actual experiences.

So they roll their eyes, and just forget about it. And in some cases EVPs become something that is laughed at or used

sarcastically in office banter.

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It’s a view of the organisation through rose-

coloured glasses. Why are EVPs always lofty, inspiring adjectives?

Reality surely isn’t that way. An EVP should be both positive and negative, balancing the greats and acknowledging the not-so-greats. Enough with the bland, it’s time to be more

authentic.

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They aren’t communicated

properly.After all of the months of work, they aren’t communicated in an engaging way. Creating templates isn’t communicating

something. Producing brand guidelines and choosing stock images isn’t going to cut it. And sending it out on email for all

staff to interpret = failure.

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They are disconnected

from the consumer /

corporate brand.We forget that most people are attracted to an organisation

based on its consumer or corporate brand. We miss the connection to the brand and the reason the

company exists.

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EVPs aren’t tailored to

different audience segments.

Different talent groups have vastly different needs and decide to join, stay or leave an organisation for different reasons.

Front-line sales staff are motivated by a completely different set of reasons than engineers or the senior leadership team.

And yet the current approach to EVPs doesn’t allow for this.

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They constantly fail to deliver: what we say versus what we do is inconsistent.Very rarely is an EVP communicated and brought to life across

every touchpoint in the candidate, employee and alumni experience. There is a huge disconnect between what we

say and what we do. There is often little to no alignment and employees can’t see the proof or the connections.

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We are taking a stand against bland. We are working with organisations who want to create real change and make their EVPs mean something.e3reloaded.com