I have long been a proponent of organizations understanding their Employment Value Proposition (EVP) because of the tremendous benefits that can be gained in terms of attracting qualified talent, employee retention, and employee engagement. In fact, EVP is so powerful that it impacts almost every aspect of Human Capital Management, including all the HCM practices, such as talent acquisition, talent management, and learning and development– and HCM technology.
Defining an EVP is not an easy accomplishment because it requires a comprehensive and objective assessment of every facet of the organization from both the organizations’ and employees’ perspectives. It also requires collaboration and agreement on what constitutes the organization’s EVP and both internal and external communication of the EVP. I say it is not an easy accomplishment because according to Brandon Hall Group’s 2015 EVP survey, 67% of organizations surveyed do not understand the components of their EVP and only 15% have a well-defined and communicated EVP.