How to leverage the Employee Value Proposition | Richard Mosley

The way we look at the
employer brand is that that is your reputation. It’s how people see you, so whether you have an
EVP or proposition or not, you always have a reputation of some kind. And essentially, if you
define your employer brand as how you’re seen, the EVP can very simply also be defined as how you would like to be seen. So, it’s your recipe, if you like. It’s the set of ideas that you want people to associate
with you as an employer. – [Interviewer] What makes a good employee value proposition? – First thing is it needs to be authentic, it needs to be credible. You often get with
recruitment advertising, big claims about how
wonderful it is gonna be working for a company. The EVP I think grounds
things a little bit and is hopefully much more rooted in the actual employee experience, so it’s designed to be
something that really reflects the true culture that’ll
be recognized by employees. It can also include some aspirations. That’s fine, but aspirations
that are very much backed up by leadership, commitment, and
HR priorities moving forward. So, it’s somewhere
between 100% truth today and the desired truth going
forward, and it’s really, that set of both
description of where you are and the commitments going forwards that defines you as an employer. So, that’s the first thing. Second thing is you
need to try and identify the things that make you special. So, the role of a brand is one, being authentic and true and trustworthy. The second thing is as a way of defining
what makes you different, so the brands are there generally
to help you make a choice when you’re confronted
with a range of products, so what is it that makes a difference and the brand should speak to that, and it’s exactly the same
with an employer brand. So, even though every
employer in some respect is competing with others and they’re talking about
very similar things, you have to find the kind of X factor, you have to find the points of difference that clarify what makes
you a better choice than maybe some of your
other talent competitors. – [Interviewer] So, how do
you measure effectiveness? How do you measure if
you, as an organization, have a strong employer brand? – Well, of course, you need to, on two levels, one, work out whether you’re cutting through. So awareness, consideration,
and preference is something that Universum measures. So obviously, you want the
right people to be aware of you, you want the right people
to potentially consider you as a relevant, potential employer, but crucially, you want desire, you want people to choose
you as an ideal preference. The second thing though is to make sure that you’re also getting
your messages across. So, one thing is to know
that you’re a great employer. The other thing is to actually be getting the messages
across from your EVP so that if you want people
to think of you as innovative or agile or flexible or empowering, you can check those as well. So, in terms of standing
out from your competitors, how are you scoring in relation
to those image associations, and are you more associated
with some of those things than some of your competitors? So, if somebody’s looking for innovation, you’ve gotta be scoring
higher than your competitors to really get that audience
to come and choose you or have a preference for you, and that’s something that you
need to do your research on. – [Interviewer] What
was the business impact of having a strong employee brand? Where do you see that return? – There are several actually. Externally, you’re seeing the impact hopefully through a lower cost per hire, because if you have a strong reputation, it means, I mean, frankly speaking, you don’t have to spend quite as much in terms of your media
advertising to attract people. If people already know you, they’re more likely to pay
attention to your advertising, to your job adverts, whether it’s on job
boards or in the media. And therefore, the investment
upfront is gonna open the door for a lot more of that attention
to come through to you. Second thing is, and really important, is getting the targeting right, so the big translation generally is getting the right people to apply, and sometimes the wrong
people not to apply. So, if you’re very clear
about your employer brand, it’s not necessarily
designed for everyone. You should within it also
clarify in some respects the kinds of people you’re looking for, some of the challenges perhaps, some of the things that
people may not be looking for, high-performance, focus,
or responsibility, whatever it may be. And so, ideally, that translates then to a more
efficient recruitment funnel. You’re getting fewer
people at the top end, you’re having to reject fewer people, you’re getting more of the
people you’re looking for, and ultimately, better quality of hire. And then, the third thing
is the internal side, is that if you have a strong
employer brand identity, it creates pride, it creates engagement, and hopefully, if you’re also
getting the experience right, then it generates advocacy. And we know that if you
get employer advocacy, they’re spreading the
word through social media, that is an enormous support
to anything you’re doing in terms of your more
formalized communication. (innovative music)

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