The Employer Value Proposition (EVP) defines the employer‘s range of offerings and the employer‘s expectations for the commitment of current and future employees. The EVP is strongly related to the workplace culture of a company and creates its unique selling proposition (USP).
An ideal EVP communicates externally what is lived internally.
The optimal EVP is credible:
Must be lived by the majority of employees and managers
The optimal EVP is differentiated:
It clearly distinguishes the employer from its competitors and is attractive for the target group
The ideal EVP is futureoriented:
Conveys the strategic positioning and supports the transition processes
1. The lived culture supports the strategy, but is not attractive or differentiating on the job market.
Risk: Too few applicants, suitable candidates fall through the cracks
2. Authentic and differentiated EVP, but not in line with the corporate strategy.
Risk: Culture does not support vision, strategy projects lack basis
3. EVP corresponds to the strategy and is perceived externally as differentiating, but is not lived internally.
Risk: Lack of cultural fit, incorrect hiring, high fluctuation
The approach for the development of an individualized EVP of an organization requires a step-by-step procedure with a clear methodical basis. Therefore, we start with an initial understanding of the business goals and strategy, which are later included in the analysis for the development of the EVP. This is followed by an employee survey (Trust Index™), the Employee Culture Journey, focus groups and management interviews, from the analysis of which the cornerstones of the EVP are developed. The actual development of the EVP then takes place in a joint workshop. The results of this workshop will be recorded in an „EVP Manual“ that is individually created for your organization. Based on this, the Employer Branding Strategy is developed, its measures are planned, implemented and finally evaluated.
For the employer brand to be credible, it must be based on the actual workplace culture. That‘s why we always base the EVP on a Trust Index™ and a Employee Culture Journey. This way the EVP communicates to the outside world what is actually lived inside.
67 questions on the experienced workplace culture, questions on leadership quality and innovative strength, on the employer‘s strengths and areas for improvement and demographic issues.
The Employee Culture Journey is applied in form of a questionnaire that consists of open questions about the 9 dimensions of workplace culture.
Implementation with current employees to learn more about perceived strengths and weaknesses and to examine the results of the internal survey in more detail.
Implementation with key stakeholders and top management, depending on the organizational structure, to create an EVP that is coherent with the overall strategy and economically feasible.
The Driver / Impact Analysis determines the relative strategic strengths of the organization. The data comes from the Trust Index™ and a benchmark of about 200 organizations from all over Switzerland. It determines the strategic strengths of the organization and shows which attributes support the strategy, which have an above-average influence on the workplace culture and which attributes of the organization are differentiated and attractive.
The results of the analysis and findings from the workshops are compiled in an EVP manual individually for your company:
Provides a clear picture of the strengths, weaknesses, opportunities and risks of the current workplace culture.
Shows concrete measures for the further development and prioritization of individual EVP attributes.
Contains the most important findings of the analyses, explanations on EVP topics with examples and stories from your employees.
Serves as an internal training tool, guideline for organizational development or as a briefing template for creative agencies.